Business Intelligence Competence Center (BICC)

Conceptualising and delivering an IT operating model for a more responsive IT function, improved productivity and increased business agility

The document discusses a Business Intelligence Competence Center (BICC) and its role in business analytics strategies. It notes that few organizations currently have a BICC. A BICC is a cross-functional team that supports and promotes effective BI use across an organization. It outlines the typical tasks of a BICC, including developing a corporate BI strategy and data management strategy, as well as providing education and support. The document also discusses BICC organization, skills, risks, and the impacts of big data and mobile BI. It provides an example of how USG People implements a BICC within its extended organization.

The Fast Fish Forum is an opportunity for challengers of convention and drivers of progress to come together for the benefit of South African business and society. The forum consists of purposeful, committed and open-minded people across industries, organisations and roles who collaborate and learn together; creating a critical mass that drives innovative change in our country.  At the second event, held at the BSG offices on 20 July 2016, we discussed two highly topical subjects:  1. The changing role of the business analyst 2. Change management in the context of innovative change - how to start and sustain a Lean / Agile / DevOps movement      To find out more and join the conversation follow us @FastFishForum and http://bit.ly/fastfishforum.

This document summarizes the services provided by CBRE Healthcare. It offers strategic consulting, transaction and portfolio services, capital markets assistance, development, project management, facility activation, and facilities management for hospitals, ambulatory care centers, medical office buildings, research labs, and other healthcare facility types. It works with major healthcare systems across the country to reduce operating expenses, optimize real estate portfolios, and improve financial performance through its integrated service offerings.

The document provides information on a marketing research program and strategy plan for a proposed Centre of Excellence in Business Analytics at BCIT. It outlines two phases of marketing research: secondary research on competitor programs and trends, and qualitative research via key informant interviews. It identifies top competitors and summarizes their programs. It then provides a full marketing strategy plan for the Centre, including recommendations, target markets, organization details, situational analysis, marketing objectives and tools. The overarching goal is to establish a unique brand for the Centre and attract industry sponsors and students.

You should consider the following three aspects of your Business Analytics Program: * The Business (not just data science, big data, and technology) * Analytics as the DNA of the company (and not just a competency of an elite few) * A Programmatic approach that sustainable for the life of the company (and not just a one-time project or initiative) What role do classical statistics, Bayesian statistics, judgment under uncertainty, heuristics, biases, categorical data analysis, etc., play in such a program? A COE (Center of Excellence) framework seeks to address these aspects and ensure the company can progress on all fronts.

The document discusses how organizations can become data-driven by learning tricks to simplify self-service BI rollouts, identifying potential pitfalls, and hearing from experts on enabling data-driven decision making. It also provides an example of how a large credit union implemented a business intelligence platform involving data visualization, marketing automation, and analytics tools to drive personalized engagement and operational excellence. Effective strategies discussed include taking an iterative approach, demonstrating value through visualization, and treating becoming data-driven as a journey rather than a single project.

The document discusses creating a data-driven culture and organization. It provides advice on building a data-driven culture, developing the right team and skills, adopting an agile approach, efficiently operationalizing insights, and implementing proper data governance. Specific recommendations include establishing executive sponsorship, advocating for data use, developing data science, engineering, and analytics teams, prioritizing work using agile methodologies, and communicating a business roadmap to operationalize insights.

Pluto7 is an analytics solutions company that helps clients with predictive analytics, data visualization, and marketing automation. They helped a large credit union client improve customer segmentation and lifetime value modeling. Pluto7 deployed Alteryx for data blending and Tableau for self-service business intelligence. This helped power users in different business units perform their own analytics. The results included improved customer retention, margin, and lifetime value predictions to strategically acquire new customers.

Are you struggling with poor user adoption and ROI on your BI investment. These 10 lessons learnt comes from over a decade of experience working for BI teams certain to give you clear tips on how to counter these roadblocks.

http://spr.ly/SBOUC_VP - The key to a successful analytics program is to have the right strategy in place. An effective approach benefits both IT and the core business alike. A solid, well-communicated business intelligence strategy is more than just a good idea. It’s crucial to maximizing ROI, reaching KPIs, and identifying metrics that actually mean something. Take the next step in your journey to a solid BI strategy. Presenters: Deepa Sankar & Pat Saporito, SAP

This deck is from a workshop I conducted at the Indian Institute of Management, Bangalore (IIMB) on 20th July, 2013. Agenda: * What does the organization want to do with analytics? What is the role of the CoE that they envision? * What is the organizational context? Current providers of analytics? Leadership support? * What will the Analytics CoE need to be like (now and in the future, up to the planning horizon)? * Where do we stand with analytics capabilities now, compared to what we need? * How will we evolve the CoE? Set expectations, drive the evolution, establish the value.

This document discusses various viewpoints from different IT managers on their IT strategy and priorities. It focuses on using data to drive decisions and improve business operations. Specifically: 1. The CTO wants to focus on building a data team, collecting more data from sources, analyzing more data, and using data to help establish competitive differentiation and improve quality. 2. Data can help organizations improve operations through better metrics, solidify relationships with stakeholders, and make better decisions to reduce risks. 3. A company needs to consider how to leverage its variety of products/services, high transaction velocity, and large data volumes as competitive advantages.

Does you analytics scale? Institutionalizing Analytics is a challenge that will require experts like Fractal Analytics

No single organizational initiative warrants preparation, planning and strategy more than the decision to invest in a Business Intelligence (BI) Program. Many organizations make BI one of their priorities because of the organization’s leadership direction. From a strategic perspective, information remains as one of the most valuable assets to an organization. True organizational responsiveness begins with an alignment of organizational strategy to a BI program. You will not want to miss this opportunity to understand the methodology needed to develop a BI Strategic Vision and Roadmap for your organization.

Cisco established an Analytics Center of Excellence (CoE) to accelerate the company's competitive advantage through data-driven insights. The CoE aims to understand past performance, manage current operations, and influence future outcomes. It works with business functions and a governing body of senior leaders to prioritize initiatives, establish processes, and cultivate a culture where analytics drives decision-making. The long-term goal is to transform Cisco into a company where analytics provides a clear competitive differentiator.

A business intelligence strategy is needed to align a company's analytics and data usage with its overall corporate strategy. Without a clear BI strategy, companies can end up with multiple versions of data truths, unclear business logic and definitions, wasted personnel overhead, and poor data quality. The key elements of a successful BI strategy are having the right data, the right people, and the right tools. A BI strategy should also address areas like roadmapping, stakeholder management, architectural blueprint, capability improvements, and implementation planning.

The Centre for eCommerce and Communications (CeCC) conducts applied research on how information and communication technologies impact organizations and communities. Its goals are to transfer knowledge to others and promote broadband access and effective ICT use. CeCC's research team studies topics like digital readiness, internet access, mobile coverage, and content management systems. It partners with organizations in industries like agriculture, education, health and tourism to pilot innovations and identify opportunities through community engagement. CeCC aims to understand user issues, present findings, and help partners implement strategies through incremental steps.