The Top 10 Trends In Analytics 2013

Timo Elliott

The Top 10 Trends In Analytics 2013

I’ve been passionate about analytics for over twenty years – but my head is still spinning with the amount of change currently going on in the analytics industry. Here’s my quick personal view of the top 10 trends in Analytics and Business Intelligence for 2013 — what did I miss?

1. Analytics And Business Intelligence Are Still #1

According to Gartner’s latest CIO survey, the top business priority is back to enterprise growth, and analytics and business intelligence remains the number one technology priority for 2013. And the next three technologies on the priority list (mobile, cloud, and collaboration) are all key areas for analytic innovation.

2. Increasing Analytic Maturity

Thanks to greater industry maturity and new technology opportunities, most organizations are making steps from Descriptive Analytics (“what happened?”) and Diagnostic Analytics (“why did it happen?”) towards Predictive Analytics (“what will happen”) – with Prescriptive Analytics (“how can we make it happen”) as the next frontier.

3. In-Memory is Ripping Up The Old Rules

In-memory computing is providing an opportunity to rethink information systems from scratch. According to Gartner, in-memory: “isn’t only about SAP HANA, isn’t new, isn’t unproven, isn’t only about big companies, and isn’t only about analytics”:

“In-memory computing will have a long-term disruptive impact by radically changing users’ expectations, application design principles, and vendor’s strategy”

4. Breaking Down Old Barriers

In-memory breaks down long-standing analytics barriers. For example, in-memory computing platform SAP HANA supports structured and unstructured data in a single system, and includes a sophisticated, embedded text analysis engine. Predictive or advanced analytics no longer requires a separate system – powerful analytic algorithms are available directly in-memory, without any unnecessary data movement, and thousands of times faster than disk-based predictive system.

5. Operations and Analytics Are No Longer Separate

For forty years, operational systems and analytic systems have been separate because of technology limitations. That’s now changing with in-memory platforms. For example, with SAP Business Suite on HANA, transactional data is written directly to memory, where it is instantly available without any of the analytic compromises that have plagued earlier “real-time” analytics.

6. Big Data is a Big Deal

In addition to traditional “transaction data”, it’s now feasible to analyze “interaction data” (events before, after, and around a transaction, such as the products that were considered but then not purchased) and “observation data” (such as data streamed from sensors). Algorithms such as MapReduce and projects such as Hadoop have introduced new opportunities for storing and analyzing data that was previously ignored because of technology limitations. Actuaries are finding new careers and glory as “data scientists”. These new technologies have more than proved their worth in niche or standalone systems, but need to better integrated with existing corporate environments.

7. Analytics Moves To The Core

Analytics is no longer an afterthought to your transaction systems — it’s the heart of your future information infrastructure. The data you are storing now you will still have in 15 or 20 years time, while your applications may be long gone. The next generation of information infrastructures will combine big data, transactional data, analytic data and “content” into a single, coherent set of services that Gartner calls an “information capabilities framework”:

“The information capabilities framework is the people-, process- and technology-agnostic set of capabilities needed to describe, organize, integrate, share and govern an organization’s information assets in an application-independent manner in support of its enterprise information management (EIM) goals.”

SAP is working on this vision with the “real time data platform”, combining SAP HANA with Hadoop, Sybase ASE, Sybase IQ, Sybase ESP – and (crucially) end-to-end information governance.

8. Optimizing the User Experience

Today’s information consumers demand the same ease-of-use and immediate access they get in the consumer world. Business people want to be able to grab and mix information on the fly, without having to wait for it to be loaded into a corporate data warehouse. Data discovery tools such as SAP Visual Intelligence cover this essential demand – without sacrificing the corporate needs for enterprise governance. And of course, people expect a smooth, mobile-ready BI experience with integrated social collaboration, and the option of using a cloud-based infrastructure.

9. Information as an Asset

Along with all the technology changes, there have been big changes to analytics culture. Information is no longer a byproduct of manufacturing processes – it is fast-becoming a key part of the products themselves. Today’s retailers and service providers want to offer “customer experiences” that are tailored to individuals, optimized for the moment, and coherent over time – and that requires powerful new data platforms. As information becomes part of revenue generation, interest in information and control over budgets are swiftly moving to the business units, rather than traditional IT. This is creating new opportunities, but also new IT pressures and organizational issues.

10. The Revenge of Information Governance

As the technology gets more and more powerful, it becomes even more important to fix one of the oldest and least tractable barriers to successful BI: the pain of integrating multiple sets of quality data. Better integration between “big data,” traditional analytic systems, and transaction systems must also involve investments in data governance and solutions such as SAP Information Steward.

What did I miss? Add a comment below…

The Next Round of the Analytics Revolution

If you’d like to find out more about any of these trends, don’t hesitate to contact me, and I’ll help point you to the best experts available. If you’re interested in SAP Analytics technology, should follow the Business Intelligence areas of the SAP Community Network, subscribe to the SAP Analytics Blog, follow @sapanalytics or @timoelliott on Twitter, and join us at the analytics campus of SAPPHIRE NOW and ASUG 2013 in Orlando, May 14-16 to explore industry changes in depth, hear about companies that are implementing analytics in new way, and talk face-to-face with the experts.

[Note that a version of this post originally appeared on the SAPPHIRE NOW area of the SAP Community Network]


About Timo Elliott

Timo Elliott is an innovation evangelist and international conference speaker who has presented to business and IT audiences in over forty countries around the world. A 23-year veteran of SAP BusinessObjects, Elliott works closely with SAP development and innovation centers around the world on new technology directions. His popular Business Analytics blog at tracks innovation in analytics and social media, including topics such as big data, collaborative decision-making, and social analytics. Prior to Business Objects, Elliott was a computer consultant in Hong Kong and led analytics projects for Shell in New Zealand. He holds a first-class honors degree in Economics with Statistics from Bristol University, England.



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13 Scary Statistics On Employee Engagement [INFOGRAPHIC]

Jacob Shriar

There is a serious problem with the way we work.

Most employees are disengaged and not passionate about the work they do. This is costing companies a ton of money in lost productivity, absenteeism, and turnover. It’s also harmful to employees, because they’re more stressed out than ever.

The thing that bothers me the most about it, is that it’s all so easy to fix. I can’t figure out why managers aren’t more proactive about this. Besides the human element of caring for our employees, it’s costing them money, so they should care more about fixing it. Something as simple as saying thank you to your employees can have a huge effect on their engagement, not to mention it’s good for your level of happiness.

The infographic that we put together has some pretty shocking statistics in it, but there are a few common themes. Employees feel overworked, overwhelmed, and they don’t like what they do. Companies are noticing it, with 75% of them saying they can’t attract the right talent, and 83% of them feeling that their employer brand isn’t compelling. Companies that want to fix this need to be smart, and patient. This doesn’t happen overnight, but like I mentioned, it’s easy to do. Being patient might be the hardest thing for companies, and I understand how frustrating it can be not to see results right away, but it’s important that you invest in this, because the ROI of employee engagement is huge.

Here are 4 simple (and free) things you can do to get that passion back into employees. These are all based on research from Deloitte.

1.  Encourage side projects

Employees feel overworked and underappreciated, so as leaders, we need to stop overloading them to the point where they can’t handle the workload. Let them explore their own passions and interests, and work on side projects. Ideally, they wouldn’t have to be related to the company, but if you’re worried about them wasting time, you can set that boundary that it has to be related to the company. What this does, is give them autonomy, and let them improve on their skills (mastery), two of the biggest motivators for work.

Employees feel overworked and underappreciated, so as leaders, we need to stop overloading them to the point where they can’t handle the workload.

2.  Encourage workers to engage with customers

At Wistia, a video hosting company, they make everyone in the company do customer support during their onboarding, and they often rotate people into customer support. When I asked Chris, their CEO, why they do this, he mentioned to me that it’s so every single person in the company understands how their customers are using their product. What pains they’re having, what they like about it, it gets everyone on the same page. It keeps all employees in the loop, and can really motivate you to work when you’re talking directly with customers.

3.  Encourage workers to work cross-functionally

Both Apple and Google have created common areas in their offices, specifically and strategically located, so that different workers that don’t normally interact with each other can have a chance to chat.

This isn’t a coincidence. It’s meant for that collaborative learning, and building those relationships with your colleagues.

4.  Encourage networking in their industry

This is similar to number 2 on the list, but it’s important for employees to grow and learn more about what they do. It helps them build that passion for their industry. It’s important to go to networking events, and encourage your employees to participate in these things. Websites like Eventbrite or Meetup have lots of great resources, and most of the events on there are free.

13 Disturbing Facts About Employee Engagement [Infographic]

What do you do to increase employee engagement? Let me know your thoughts in the comments!

Did you like today’s post? If so you’ll love our frequent newsletter! Sign up here and receive The Switch and Shift Change Playbook, by Shawn Murphy, as our thanks to you!

This infographic was crafted with love by Officevibe, the employee survey tool that helps companies improve their corporate wellness, and have a better organizational culture.


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Supply Chain Fraud: The Threat from Within

Lindsey LaManna

Supply chain fraud – whether perpetrated by suppliers, subcontractors, employees, or some combination of those – can take many forms. Among the most common are:

  • Falsified labor
  • Inflated bills or expense accounts
  • Bribery and corruption
  • Phantom vendor accounts or invoices
  • Bid rigging
  • Grey markets (counterfeit or knockoff products)
  • Failure to meet specifications (resulting in substandard or dangerous goods)
  • Unauthorized disbursements

LSAP_Smart Supply Chains_graphics_briefook inside

Perhaps the most damaging sources of supply chain fraud are internal, especially collusion between an employee and a supplier. Such partnerships help fraudsters evade independent checks and other controls, enabling them to steal larger amounts. The median loss from fraud committed
by a single thief was US$80,000, according to the Association of Certified Fraud Examiners (ACFE).

Costs increase along with the number of perpetrators involved. Fraud involving two thieves had a median loss of US$200,000; fraud involving three people had a median loss of US$355,000; and fraud with four or more had a median loss of more than US$500,000, according to ACFE.

Build a culture to fight fraud

The most effective method to fight internal supply chain theft is to create a culture dedicated to fighting it. Here are a few ways to do it:

  • Make sure the board and C-level executives understand the critical nature of the supply chain and the risk of fraud throughout the procurement lifecycle.
  • Market the organization’s supply chain policies internally and among contractors.
  • Institute policies that prohibit conflicts of interest, and cross-check employee and supplier data to uncover potential conflicts.
  • Define the rules for accepting gifts from suppliers and insist that all gifts be documented.
  • Require two employees to sign off on any proposed changes to suppliers.
  • Watch for staff defections to suppliers, and pay close attention to any supplier that has recently poached an employee.

About Lindsey LaManna

Lindsey LaManna is Social and Reporting Manager for the Digitalist Magazine by SAP Global Marketing. Follow @LindseyLaManna on Twitter, on LinkedIn or Google+.


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Data Analysts And Scientists More Important Than Ever For The Enterprise

Daniel Newman

The business world is now firmly in the age of data. Not that data wasn’t relevant before; it was just nowhere close to the speed and volume that’s available to us today. Businesses are buckling under the deluge of petabytes, exabytes, and zettabytes. Within these bytes lie valuable information on customer behavior, key business insights, and revenue generation. However, all that data is practically useless for businesses without the ability to identify the right data. Plus, if they don’t have the talent and resources to capture the right data, organize it, dissect it, draw actionable insights from it and, finally, deliver those insights in a meaningful way, their data initiatives will fail.

Rise of the CDO

Companies of all sizes can easily find themselves drowning in data generated from websites, landing pages, social streams, emails, text messages, and many other sources. Additionally, there is data in their own repositories. With so much data at their disposal, companies are under mounting pressure to utilize it to generate insights. These insights are critical because they can (and should) drive the overall business strategy and help companies make better business decisions. To leverage the power of data analytics, businesses need more “top-management muscle” specialized in the field of data science. This specialized field has lead to the creation of roles like Chief Data Officer (CDO).

In addition, with more companies undertaking digital transformations, there’s greater impetus for the C-suite to make data-driven decisions. The CDO helps make data-driven decisions and also develops a digital business strategy around those decisions. As data grows at an unstoppable rate, becoming an inseparable part of key business functions, we will see the CDO act as a bridge between other C-suite execs.

Data skills an emerging business necessity

So far, only large enterprises with bigger data mining and management needs maintain in-house solutions. These in-house teams and technologies handle the growing sets of diverse and dispersed data. Others work with third-party service providers to develop and execute their big data strategies.

As the amount of data grows, the need to mine it for insights becomes a key business requirement. For both large and small businesses, data-centric roles will experience endless upward mobility. These roles include data anlysts and scientists. There is going to be a huge opportunity for critical thinkers to turn their analytical skills into rapidly growing roles in the field of data science. In fact, data skills are now a prized qualification for titles like IT project managers and computer systems analysts.

Forbes cited the McKinsey Global Institute’s prediction that by 2018 there could be a massive shortage of data-skilled professionals. This indicates a disruption at the demand-supply level with the needs for data skills at an all-time high. With an increasing number of companies adopting big data strategies, salaries for data jobs are going through the roof. This is turning the position into a highly coveted one.

According to Harvard Professor Gary King, “There is a big data revolution. The big data revolution is that now we can do something with the data.” The big problem is that most enterprises don’t know what to do with data. Data professionals are helping businesses figure that out. So if you’re casting about for where to apply your skills and want to take advantage of one of the best career paths in the job market today, focus on data science.

I’m compensated by University of Phoenix for this blog. As always, all thoughts and opinions are my own.

For more insight on our increasingly connected future, see The $19 Trillion Question: Are You Undervaluing The Internet Of Things?

The post Data Analysts and Scientists More Important Than Ever For the Enterprise appeared first on Millennial CEO.


About Daniel Newman

Daniel Newman serves as the Co-Founder and CEO of EC3, a quickly growing hosted IT and Communication service provider. Prior to this role Daniel has held several prominent leadership roles including serving as CEO of United Visual. Parent company to United Visual Systems, United Visual Productions, and United GlobalComm; a family of companies focused on Visual Communications and Audio Visual Technologies. Daniel is also widely published and active in the Social Media Community. He is the Author of Amazon Best Selling Business Book "The Millennial CEO." Daniel also Co-Founded the Global online Community 12 Most and was recognized by the Huffington Post as one of the 100 Business and Leadership Accounts to Follow on Twitter. Newman is an Adjunct Professor of Management at North Central College. He attained his undergraduate degree in Marketing at Northern Illinois University and an Executive MBA from North Central College in Naperville, IL. Newman currently resides in Aurora, Illinois with his wife (Lisa) and his two daughters (Hailey 9, Avery 5). A Chicago native all of his life, Newman is an avid golfer, a fitness fan, and a classically trained pianist

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Is Digital Business the Answer to the Climate Crisis?

Kai Goerlich

By Kai Goerlich, Michael Goldberg, Will Ritzrau

Among the studies of climate change that indict human inventions and activities for the ecological damage done to the earth, there is a hopeful glimmer that digital business can bend the curve to reduce carbon emissions. According to #SMARTer2030, a study by the Global e-Sustainability Initiative (GeSI) and Accenture Strategy, it is possible, during the next 15 years, to hold worldwide carbon emissions to 2015 levels by digitizing business processes and applying data to decisions about resource use. That would represent a valuable contribution, according to the research, in decoupling economic growth and greenhouse gas emissions, thus helping to solve the tradeoff between the two.

SAP looked at a subset of companies in six major industries that are currently using business software such as enterprise resource planning, data analytics, supply chain, logistics, production planning, resource optimization, and remote access. Then SAP did their own analysis to estimate how applying these technologies to emerging digital business models in these industries globally would contribute to reducing carbon emissions.

The “Business as Usual” Scenario

The heat is on. The Intergovernmental Panel on Climate Change, the world body established in 1988 to assess the impact of humans on the climate, notes in its most recent report that “business as usual” practices would lead to temperature increases between 2.6°C and 4.8°C by the end of the century—beyond our expected ability to reverse the damage.

More IT = Less CO2

By rolling out information and communications technologies (ICT) across the global economy, total emissions of carbon dioxide equivalent could be cut 12.1 gigatons by 2030 and help forestall temperature increases, GeSI research has concluded. GeSI is an ICT industry association working with, among others, the United Nations Framework Convention on Climate Change to improve its members’ sustainability performance and promote technologies that foster sustainable development.


About Kai Goerlich

Futurist and resource optimization thought leader

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