Global Business Intelligence and Analytics Software Industry 2012-2017: Trends, Profits and Forecast Analysis
- Language: English
- Published: October 2012
- Region: Global
World-class guidance for delivering the right decision support to the right people at the right time
A vital blueprint for organizations that want to thrive in the competitive fray, Business Analytics for Managers presents a sustainable business analytics (BA) model focusing on the interaction of IT technology, strategy, business processes, and a broad spectrum of human competencies and organizational circumstances.
- Proven guidance on developing an information strategy
- Tips for supporting your company's ability to innovate in the future by using analytics
- An understanding of BA as a holistic information discipline with links to your business's strategy
- Practical insights for planning and implementing BA
- How to use information as a strategic asset
- Why BA is the next stepping-stone for companies in the information age today
- Discussion on BA's ever-increasing role
Filled with examples and forward-thinking guidance from renowned BA leaders Gert Laursen and Jesper Thorlund, Business Analytics for Managers offers powerful techniques for making increasingly advanced use of information in order to survive any market conditions.
What Does BA Mean? Information Systems—Not Technical Solutions.
Purpose and Audience.
Organization of Chapters.
Why the Term “Business Analytics”?
Chapter 1 The Business Analytics Model.
Overview of the Business Analytics Model.
Deployment of the BA model.
Chapter 2 Business Analytics at Strategic Level.
Link Between Strategy And The Deployment Of Ba Strategy And Ba: Four Scenarios.
Which Information Do We prioritize?
Chapter 3 Development and Deployment of Information at the Functional Level.
Case Study: A Trip To The Summerhouse.
Establishing Business Processes With The Rockart Model.
Example: Establishing New Business Processes With The Rockart Model.
Optimizing Existing Business Processes.
Example: Deploying Performance Management To Optimize Existing Processes.
Which Process Should We Start With?
A Catalogue Of Ideas With Kpis For The Company’s Different. Functions.
Chapter 4 Business Analytics at the Analytical Level.
Data, Information, And Knowledge.
Analyst's Role In The Ba Model.
Three Requirements The Analyst Must Meet.
Required Competencies For The Analyst.
Data Mining With Target Variables.
Chapter 5 Business Analytics at the Data Warehouse Level.
Why A Data Warehouse?
Architecture And Processes In A Data Warehouse.
Tips And Techniques In Data Warehousing.
Chapter 6 The Company's Collection of Source Data.
What Are Source Systems, And What Can They Be Used For?
Which Information Is Best To Use For Which Task?
When There Is More Than One Way To Get The Job Done.
When The Quality Of Source Data Fails.
Chapter 7 Structuring of a Business Intelligence Competency Center.
What Is A Business Intelligence Competency Center?
Why Set Up A Business Intelligence Competency Center?
Tasks And Competencies.
Centralized Or Decentralized Organization.
When Should A Bicc Be Established?
Chapter 8 Assessment and Prioritization of BA Projects.
Is It A Strategic Project Or Not?
Uncovering The Value Creation Of The Project.
When Projects Run Over Several Years.
When The Uncertainty Is Too Big.
Projects As Part Of The Bigger Picture.
Chapter 9 Business Analytics in the Future.
GERT H.N. LAURSEN is head of customer intelligence at Maersk Line, the largest containerized shipping company in the world. He focuses on helping product-oriented organizations become more customer-centered through the use of various data sources, including data warehousing, questionnaires, and one-to-one interviews with customers, first-line staff, sales organizations, and other subject matter experts.
JESPER THORLUND is a business intelligence consultant and frequent speaker on business intelligence, business analytics, and microeconomics throughout Europe.