Don’t Fall on the Wrong Side of the Digital Divide
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Don’t Fall on the Wrong Side of the Digital Divide
The business world is being divided into data-enabled leaders—and those who struggle with deploying analytics and big-data initiatives. -
Pressing Priority
70% of survey respondents said their company is focused more on operations analytics than on customer and front-end analytics. -
Positive Progress
69% said their organization has been no less than "moderately successful" in achieving objectives from operations analytics. -
Uncoordinated Effort
59% cite the ineffective collaboration of analytics in different functional areas as a significant business challenge. -
Haves and Have Nots: Useful Asset
68% of survey respondents at game-changers said their organization utilizes more than half of its operations data, compared to 45% of those at laggards who said their company does this. -
Haves and Have Nots: Information Haul
59% of those at game-changers said their company routinely collects unstructured data to improve data quality, but only 27% of those at laggards said their organization does this. -
Haves and Have Nots: Essential Component
52% of those at game-changers said analytics is an essential component of their decision-making, but just 28% of those at laggards agree. -
Haves and Have Nots: Enlightened Perspective
48% of those at game-changers said their organization routinely uses external data to enhance insights, while only 23% of those at laggards say their company is doing this. -
Haves and Have Nots: Fully Immersed
43% of those at game-changers said their organization has completely integrated data sets, compared to just 11% of those at laggards who claim the same.
The majority of organizations are more focused on deploying analytics to improve operations than they are on customer-centric analytics efforts, according to a recent survey from Capgemini Consulting's Digital Transformation Institute. The resulting report, titled "Going Big: Why Companies Need to Focus on Operational Analytics," devotes much attention to companies divided into two categories: "Game changers" and "laggards." Game-changers are described as organizations which have integrated most of their analytics initiatives within business processes, and have realized benefits from this. Laggards are at an introductory stage in deploying analytics within operations, and are struggling to reap benefits from these initiatives. Game-changers are also more likely to utilize more than half of their operations data, while routinely collecting unstructured data to improve overall data quality. With this, they're better positioned to incorporate analytics into their daily decision-making. "(Big data) has the potential to transform the operating effectiveness of organizations—separating the world into data-enabled leaders and those who are struggling to respond," according to the report. "By making the most of their operational data, organizations can make better decisions, bring their products and services to market more quickly and efficiently, and gain the intelligence and insight to compete in a volatile and complex economic environment. From transforming ways of working, to supporting growth strategy, operational analytics is the big untapped prize of digital transformation." A total of 600 operations executives involved with executing or managing operational analytics initiatives took part in the research.