Maximize Your Chances Of Business Intelligence Success

Martha Bennett

Too little data, too much data, inaccessible data, reports and dashboard that take too long to produce and often aren’t fit for purpose, analytics tools that can only be used by a handful of trained specialists – the list of complaints about business intelligence (BI) delivery is long, and IT is often seen as part of the problem. At the same time, BI has been a top implementation priority for organizations for a number of years now, as firms clearly recognize the value of data and analytics when it comes to improving decisions and outcomes.

So what can you do to make sure that your BI initiative doesn't end up on the scrap heap of failed projects? Seeking answers to this question isn't unique to BI projects — but there is an added sense of urgency in the BI context, given that BI-related endeavors are typically difficult to get off the ground, and there are horror stories aplenty of big-ticket BI investments that haven’t yielded the desired benefit.

In a recent research project, we set out to discover what sets apart successful BI projects from those that struggle. The best practices we identified may seem obvious, but they are what differentiates those whose BI projects fail to meet business needs (or fail altogether) from those whose projects are successful. Overall, it’s about finding the right balance between business and IT when it comes to responsibilities and tasks – neither party can go it alone. The six key best practices are:

·         Put the business into business intelligence.

·         Be agile, and aim to deliver self-service.

·         Establish a solid foundation for your data as well your BI initiative.

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Take This 10-Minute Survey To Help Us Understand How You Use Data, Metrics, And Analytics

Peter Wannemacher

************Sorry, the survey is now closed**********

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Forrester is launching new research looking at how firms and companies can better use data and analytics. Please help us make this research better by taking our survey. We want to hear from you whether you use data extensively or not, and your responses will be extremely valuable. Plus you get a free Forrester report (not to mention the warm glow you'll get from helping out). 

In addition, we appreciate any efforts to spread the word: Forward this to anyone who uses - or could use - data as part of their job. 

On behalf of the Forrester team, thank you very much!

Deciphering The Maze Of Business Intelligence Analytics Technologies

Charles Green
Image from http://loobenji.deviantart.com/art/Maze-130232999Since 2010, when Forrester asks about organizations’ top software priorities, the number one ranked priority has been business intelligence (BI). Continued economic uncertainty and major industry-changing dynamics like mobility and the shift to digital business put a premium on data and information. The ability to effectively extract, analyze, and interpret vast quantities of data has simply become critical to business strategy decisions. Investments in BI analytics reflect the importance being placed on these technologies.
 
However, the large number of analytics technologies at differing levels of maturity and adoption has, in many cases, left planners of BI confused as to which technology should be adopted and for which scenario.
 
As a result, my colleague, Holger Kisker, and I used Forrester’s TechRadar methodology to examine 15 key analytics technologies to identify their usage scenario, current maturity within the enterprise, future trajectory, key vendors, as well as estimated costs for implementation. The technologies analyzed included the following: reporting, dashboards, performance analytics, embedded analytics, web analytics, process analytics, predictive analytics, OLAP, advanced visualization, metadata-generated analytics, location analytics, search/discovery, streaming analytics, nonmodeled data exploration and discovery, and finally text analytics. Forrester clients can read the full report here.
 
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Why "We Beat Internet Prices" Isn’t the Best Battle Cry

Adam Silverman

I recently received a direct mail piece from one of my favorite retailers with a massive ad in that proclaimed "We Beat Internet Prices." Now, I am a big fan of straightforward and robust value propositions, but these types of brand exclamations are antiquated and add little value to customers, mainly because they simply reward customers for being good bargain hunters. Instead of simply stating you beat your competitor’s prices, employing strategic pricing and customer engagement initiatives creates real distinct value to your customers by:

  • Showing them you can execute on your low price promise and not just talk about it. Employing a holistic pricing strategy meets your customer’s price expectations can indicate to your customers that you are truly ‘walking the walk’ when it comes to offering the lowest price.
  • Building your credibility. Understanding your customers’ needs and offering solutions that facilitate decisions and generate engagement builds credibility. Simply shouting that you match Internet prices does little to build credibility with your customers.
  • Helping them with real problems.  Shoppers don’t need guidance on finding the lowest price -- they need to understand how your brand and solution help them compared to your competition. 
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How to estimate cost of BI deployment

Boris Evelson

Initial business intelligence (BI) ployment efforts are often difficult to predict and may dwarf the investment you made in BI platform software. The effort and costs associated with professional services, whether you use internal staff or hire contractors, depend not only on the complexity of business requirements like metrics, measures, reports, dashboards, and alerts, but also on the number of data sources you are integrating, the complexity of your data integration processes, and logical and physical data modeling. At the very least Forrester recommends considering the following components and their complexity to estimate development, system integration and deployment effort:

  • Top down business requirements such number of 
    • Goals and objectives
    • Metrics, Measures
    • Attributes and dimensions
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Amdocs Gains Momentum As A Leading Customer Experience Provider

Dan Bieler

Dan Bieler, Katyayan Gupta, Clement Teo

We recently attended Amdocs' customer event in Singapore. Amdocs is gradually adjusting its strategy to reflect one of the most fundamental changes in the ICT industry today: Increasingly, business line managers, think the marketing or sales officer, are the ones influencing sourcing decisions. Traditional decision-makers, CTOs and CIOs, are no longer the sole ICT decision-makers. Amdocs is addressing this shift by:

  • Strengthening its customer experience portfolio.Successful telcos will try to regain lost relevance through improved customer experience. Marketing, portfolio product development, and sales are therefore growing in importance for telcos. Amdocs’ integrated customer experience offering, CES 9, provides telcos with a multichannel experience; proactive care; and self-service tools.
  • Betting big on big data/analytics.Amdocs is leveraging big data/analytics to provide real-time, predictive, and prescriptive insights to telcos about their customers’ behaviour. Communications-industry-specific converged charging and billing solutions as well as other catalogue solutions give Amdocs the opportunity to provide more value to telcos than some of the other players.
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Google enterprise roadshow 2013: shooting for the moon

Dan Bieler

I attended Google’s annual atmosphere road show recently, an event aimed at presenting solutions for business customers. The main points I took away were:

  • Google’s “mosaic” approach to portfolio development offers tremendous potential. Google has comprehensive offerings covering communications and collaboration solutions (Gmail, Google Plus), contextualized services (Maps, Compute Engine), application development (App Engine), discovery and archiving (Search, Vault), and access tools to information and entertainment (Nexus range, Chromebook/Chromebox).
  • Google’s approach to innovation sets an industry benchmark. Google is going for 10x innovation, rather than the typical industry approach of pursuing 10% incremental improvements. Compared with its peers, this “moonshot” approach is unorthodox. However, moonshot innovation constitutes a cornerstone of Google’s competitive advantage. It requires Google’s team to think outside established norms. One part of its innovation drive encourages staff to spend 20% of their work time outside their day-to-day tasks. Google is a rare species of company in that it does not see failure if experiments don’t work out. Google cuts the losses, looks at the lessons learned — and employees move on to new projects.
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A New Service Architecture For Business Innovation

Fred Giron

The IT services industry is being challenged on two opposite fronts. At one end, IT organizations need efficient, reliable operations; at the other, business stakeholders increasingly demand new, innovative systems of engagement that enable better customer and partner interactions.

My colleagues Andy Bartels and Craig Le Clair recently published thought provoking reports on an emerging class of software — smart process apps — that enable systems of engagement. In his report, Craig explains that “Smart process apps will package enterprise social platforms, mobility, and dynamic case management (DCM) to serve goals of innovation, collaboration, and workforce productivity.” In other words, smart process apps play a critical role in filling gaping process holes between traditional systems of records and systems of engagement.

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Say Hailo To Big Data

Martha Bennett

Where customer experience and analytics meet, in real time

For a while now, I’ve been using Hailo as a European poster child for innovation in the context of big data analytics. Due to the level of interest generated by this example, and the number of questions I’ve received along the way about Hailo, its technology and business model, etc., I decided to put together this blog post rather than write loads of separate emails.

Ironically, I’ve not actually been able to use Hailo myself (much as I would like to), as I have neither an iOS or Android-based smartphone. I have, however, met lots of people who’re using Hailo as customers, and I’ve also spoken to taxi drivers about it. I have yet to meet anybody who isn’t a fan.

For those of you who don’t know Hailo, it’s an app that allows you to hail a registered cab from your smartphone; as it was started in London, it’s often also called “the black cab app.” With the company founders being three London cabbies (black cab drivers), the entire service has been uniquely focused around the needs of the two main participants in a taxi ride: the customer and the driver.

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The Data-Driven World: A European Perspective

Martha Bennett

Notes from the TechAmerica Europe seminar in Brussels, March 27, 2013

This may not be the most timely event write-up ever produced, but in light of all the discussions I’ve had on the same themes during the past few weeks, I thought I’d share my notes anyway.

The purpose of the event was to peel away some of the hype layers around the “big data” discussion, and — from a European perspective — take a look at the opportunities as well as challenges brought by the increasing amounts of data that is available, and the technologies that enable its exploitation. As was to be expected, an ever-present subtext was the potential of having laws and regulations put in place which — while well-intentioned — can ultimately stifle innovation and even act against consumer interests. And speaking of innovation: Another theme running through several of the discussions was the seeming lack of technology-driven innovation in Europe, in particular when considered in the context of an economic environment in dire need of every stimulus it can get.

The scene was set by John Boswell, senior VP, chief legal officer, and corporate secretary at SAS, who provided a neat summary of the technology developments (cheap storage, unprecedented access to compute power, pervasive connectivity) giving rise to countless opportunities related to the availability, sharing and exploitation of ever-increasing amounts of data. He also outlined the threats posed to companies, governments, and individuals by those who with more sinister intent when it comes to data exploitation, be it for ideological, financial, or political reasons. Clearly, those threats require mitigation, but John also made the point that “regulatory overlays” can also hinder progress, through limiting or even preventing altogether the free flow of data.

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