Copyright © 2015, SAS Institute Inc. All rights reserved. A CULTURE OF DATA AND ANALYTICS JIM DAVIS EXECUTIVE VICE PRESIDENT & CHIEF MARKETING OFFICER.

Slides:



Advertisements
Similar presentations
Strategy Planning & BPM Consulting
Advertisements

© Development Dimensions Int’l, Inc., MMIIX. All rights reserved. 1 You must be the change you wish to see in the world” -Gandhi.
Customer-Centric Culture
Primary Benefit Types Value Discipline Benefits – Operating Excellence Reduce Cost Reduce Risk – Product Leadership Increase Revenue – Customer Intimacy.
The “New” New Normal: Global Mobility as a Strategic Advisor.
Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved June 26, 2002 BEYOND SIX SIGMA: A HOLISTIC.
SEM Planning Model.
Strategic Planning and the Marketing Management Process
Strategy in the Global Environment
PowerPoint Presentation by Charlie Cook Gordon Walker McGraw-Hill/Irwin Copyright © 2004 McGraw Hill Companies, Inc. All rights reserved. Chapter 1 What.
© 2004 Managing the Information Technology Resource, Jerry N. LuftmanChapter 3 - Slide 1 Chapter 3 Strategic Alignment Maturity Managing the Information.
The Executive’s Guide to Strategic C H A N G E Leadership.
Leading and Managing Business Intelligence 21 st Meeting Course Name: Business Intelligence Year: 2009.
Human Resource Management Strategy and Analysis
Chapter © 2012 Pearson Education, Inc. Publishing as Prentice Hall.
How to Manage the Organizational Change LaMarsh & Associates, Inc.
Project Management Institute Great Lakes Chapter 2011 Spring Symposium Advisicon’s Tim Cermak Presents New Decade – Same Issues Why are we not executing.
©2000, Michael A. Mische MOR 559 – Strategic Renewal University of Southern California High-Performance Organizations Key Indicators LECTURE 2 (Supplement)
Creating Sustainable Organizations The Baldrige Performance Excellence Program Sherry Martin HIV Quality of Care Advisory Committee September 13, 2012.
Linda B. Hendricks Vice President and Chief Human Resources Officer April 14, 2009.
1. 2 IT innovations in specialized areas where competitors will have difficulty copying Excellence in design of processes and activities and how they.
1-1 Strategic Planning and the Marketing Management Process Chapter 1 McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights.
BALANCED SCORECARD WORKSHOP ROLLOUT FOR SOUTH AFRICAN NATIONAL PARKS.
“Business Performance Management” Corporate Performance Management “The Importance of Integrity” Facilitated by: Warren White VP – Change Acceleration.
Lori Smith Vice President Business Intelligence Universal Technical Institute Chosen by Industry. Ready to Work.™
Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved. SAS - CMS Lessons Learned Gilbane Boston Dec 02,
New Business Characteristics Characteristic20 th Century21 st Century StructurePyramid: Top-Down Web: Bottom-Up StrengthsStability Control Adaptability.
© 2006 Amerihire Inc-USA. All rights reserved. LOGO.
Copyright © 2005, SAS Institute Inc. All rights reserved. Aligning to Business Needs through IT Intelligence Bob Nelson IT Domain Specialist SAS Customer.
TECHNOPRENEURSHIP (EM604) Session 6 20 Principles for Creating Successful Technology Ventures Dr. Winarno.
© 2014 IBM Corporation Smarter Workforce Services Business Process Innovation.
Today’s Presenter - Jim Bergman © 2009 Commitment Management, Inc. All Rights Reserved Best Practices in Contracting Skills Development Welcome.
© 2008 IBM Corporation Challenges for Infrastructure Outsourcing July 29, 2011 Atul Gupta Vice President, Strategic Outsourcing, IBM.
Agenda What is Strategic Leadership? Opportunities for Saskatchewan Municipalities How Municipal Leaders See Leadership Going Forward.
1 Strategic Thinking (Daft, pagina 238 /258) Strategic thinking means to take the long-term view and to see the big picture, including the organization.
Competency Modeling at your Company Inc.. Proposed Competency Management Vision Enable company’s leaders/employees to create an environment where customers.
© 2015 Planview, Inc. | 1© 2014 Planview, Inc. | 1 | Confidential© 2015 Planview, Inc. | 1 The Resource Capacity Conundrum Why Solving It is Essential.
The Marketing Evolution Co. Marketing Consulting.
Copyright © 2004, SAS Institute Inc. All rights reserved. SAS ® IT Intelligence Taking IT “Beyond BI ™ ” November 28, 2015.
Implementing Strategy: Creating Effective Organizational Designs
The Science of Innovation. Strategically Managing Innovation Culture for Enhanced Organizational Performance You can manage what you can measure You can.
Strategic Implementation
A View over the Horizon 24 th Meeting Course Name: Business Intelligence Year: 2009.
Innovating and Changing Chapter Fourteen McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Telling Your Sustainability Story Advancing “Audience-based” CSR Communications at Campbell Soup Company Dave Stangis Vice President, Corporate Social.
MDA Leadership Consulting
12-CRS-0106 REVISED 8 FEB 2013 APO (Align, Plan and Organise)
GLOBALIZATION SPREAD OF ECONOMIC INNOVATIONS AROUND THE WORLD AND POLITICAL, LEGAL AND CULTURAL ADJUSTMENTS THAT ACCOMPANY THIS DIFFUSION ASPECTS OF GLOBALIZATION.
Copyright ©2015 Pearson Education, Inc Implementing Strategies: Management and Operations Issues Chapter Seven 7-1.
Managing Organizational Culture and Change
Balanced Scorecard René Ewing Governor’s Special Assistant for Management and Quality Improvement Balanced Scorecard René Ewing Governor’s Special Assistant.
Strategic alignment.
Knowledge Management By: Eftekhar sadat Hasani. Definition of Knowledge and Management In general Management in organization means to coordinate the efforts.
" The Importance of RM in strategic in sustainable service delivery How to avoid Service Delivery Protest ” Institute of Municipal Finance Officers & Related.
Internet of Things Business Case Template. Powered by InfoTech, provided by Atlantic BT Summarize the business case for analyzing the Internet of Things.
McGraw-Hill/Irwin STRATEGIC MANAGEMENT Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Gregory G. Dess, G. T. Lumpkin and Marilyn.
Strategic Planning A Critical Leadership Tool Gerald Wexelbaum Strategy Support Associates 2741 N. W. 27 th Terrace Boca Raton, Florida 33434
© 2010 IBM Corporation STRATEGIC ADVISORY COUNCIL MARCH 2011 Enterprise Architecture - Advisory Discussion – Greg Dietzel Vice President, Client Unit Director,
Cisco Systems Amy Kwan Annual Revenue: US $40 Billion Worldwide Presence: Culture: Innovation, Quality, Teamwork Changing the way we work, play and learn.
Kevin McHutchison GB543 Managing Change Unit 6 Final Project Presentation Dr. Rita Gunzelman 3/5/12 1.
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Welcome and Introduction January 11, 2017
IT Governance at the SCO
CHAPTER 2 CHARTING A COMPANY’S DIRECTION: VISION AND MISSION, OBJECTIVES, AND STRATEGY Student Version Copyright ®2012 The McGraw-Hill Companies, Inc.
Empowering CMAs through Business Analytics.
Agenda Workforce Development Coaching Mentoring
Capex to Opex: Are You Ready?
Leadership and Corporate Culture
Assistant Vice President and Chief Technology Officer
Leaders We Need Now.
Presentation transcript:

Copyright © 2015, SAS Institute Inc. All rights reserved. A CULTURE OF DATA AND ANALYTICS JIM DAVIS EXECUTIVE VICE PRESIDENT & CHIEF MARKETING OFFICER

Copyright © 2015, SAS Institute Inc. All rights reserved.

ANALYTICS

Copyright © 2015, SAS Institute Inc. All rights reserved. ANALYTICS

Copyright © 2015, SAS Institute Inc. All rights reserved. ANALYTICS Business Intelligence Business Analytics

Copyright © 2015, SAS Institute Inc. All rights reserved. ANALYTICS Business IntelligenceBusiness Analytics What happened What will happen next

Copyright © 2015, SAS Institute Inc. All rights reserved. ANALYTICS Business IntelligenceBusiness Analytics What happenedWhat will happen next Reactive decision making Proactive Decision Making

Copyright © 2015, SAS Institute Inc. All rights reserved. HOW IMPORTANT IS DATA TO YOUR ORGANIZATION? Purpose Understand an organization’s information use Build vision of potential Value/Benefit Align the organization Drive change Competitive advantage

Copyright © 2015, SAS Institute Inc. All rights reserved. INFORMATION EVOLUTION MODEL Level 5: Innovate Level 4: Optimize Level 3: Integrate Level 2: Consolidate Level 1: Operate

Copyright © 2015, SAS Institute Inc. All rights reserved. INFORMATION EVOLUTION MODEL Focus on the individual No information standards Legacy information tools Information is personal power Benefit to the enterprise? LEVEL 1: Operate

Copyright © 2015, SAS Institute Inc. All rights reserved. INFORMATION EVOLUTION MODEL Functional group focus Departmental tools Departmental standards Information = political power Old definition of BI LEVEL 2: Consolidate

Copyright © 2015, SAS Institute Inc. All rights reserved. INFORMATION EVOLUTION MODEL Enterprise focus Enterprise standards Enterprise information architecture Breaking down barriers Informed view of operations LEVEL 3: Integrate

Copyright © 2015, SAS Institute Inc. All rights reserved. INFORMATION EVOLUTION MODEL Focus on the bottom line Efficiency programs put in place Incremental improvement Performance management Transparency into operations LEVEL 4: Optimize

Copyright © 2015, SAS Institute Inc. All rights reserved. INFORMATION EVOLUTION MODEL Focus on the top line Data is a strategic asset Commitment to fact-based decisions Reliance on data Culture of innovation emerges LEVEL 5: Innovate

Copyright © 2015, SAS Institute Inc. All rights reserved. INFORMATION EVOLUTION MODEL Level 5: Expand top line Level 4: Optimize bottom line Level 3: Enterprise focus Level 2: Departmental Level 1: Individual Where do you land?

Copyright © 2015, SAS Institute Inc. All rights reserved. ORGANIZATIONAL READINESS

Copyright © 2015, SAS Institute Inc. All rights reserved. ORGANIZATIONAL READINESS Competence in organizational change Commitment to fact-based decisions Skills necessary to leverage data People

Copyright © 2015, SAS Institute Inc. All rights reserved. ORGANIZATIONAL READINESS Involved? Change is personal Leadership

Copyright © 2015, SAS Institute Inc. All rights reserved. ORGANIZATIONAL READINESS Know where you stand Set clear goals Tell a compelling story Transparency

Copyright © 2015, SAS Institute Inc. All rights reserved. ORGANIZATIONAL READINESS Clear and effective ongoing communication Customized communications Employee involvement Customer involvement Process

Copyright © 2015, SAS Institute Inc. All rights reserved. ORGANIZATIONAL READINESS Scalable architecture Collaborative tools Infrastructure

Copyright © 2015, SAS Institute Inc. All rights reserved. ORGANIZATIONAL READINESS Conservative or aggressive? Question the status quo Embrace change Culture

Copyright © 2015, SAS Institute Inc. All rights reserved. ORGANIZATIONAL READINESS

Copyright © 2015, SAS Institute Inc. All rights reserved. ESTABLISHING A PLATFORM FOR PROGRESS

Copyright © 2015, SAS Institute Inc. All rights reserved.

Feedback: Privacy Policy Feedback
Do Not Sell My Personal Information
About project: SlidePlayer Terms of Service

© 2024 SlidePlayer.com Inc. All rights reserved.