Cognizant Analysis Paper

For this paper, I interviewed my father, a 65 year old former mechanical engineer who lived in France until the 1980s, about the way that technology has changed over his lifetime and how it has affected him. He is currently working as a freelance programmer and has had past experience programming since the days of punch cards. Because of both his geographical and career background, he had some very interesting observations about the change of technology over the past decades.

The four pillars of analytics competition are (1) Support of a strategic, distinctive capability, (2) an enterprise-level approach to and management of analytics, (3) Senior management commitment, and (4) Large-scale ambition (Davenport & Harris, 2007).

I have read and understand the plagiarism policy as outlined in the syllabus and the sections in the Student Catalog relating to the IWU Honesty/Cheating Policy. By affixing this statement to the title page of my paper, I certify that I have not cheated or plagiarized in the process of completing this assignment. If it is found that cheating and/or plagiarism did take place in the writing of this paper, I understand the possible consequences of the act/s, which could include expulsion from Indiana Wesleyan University.

In order to be an effective analytical competitor, Davenport and Harris (2007) assert that firms must meet certain prerequisites. Those prerequisites are at least a moderate amount of quality data about the type of business that analytics will support, hardware and software, the commitment of managers to develop analytics, and executive sponsorship (Davenport and Harris, 2007, p.16). Analytics is about extrapolating new information and

How to Compete on Analytics    Thomas Davenport describes the prerequisites and the five stages of analytic  competitiveness    By Alison Bolen     Thomas Davenport's article "Competing on Analytics" was the best‐selling Harvard  Business Review reprint in 2006. To write it, Davenport,The President's Distinguished  Professor in Management and Information Technology at Babson College, studied the  characteristics of more than 50 leading organizations that have made a commitment to  quantitative, fact‐based analysis.    Why is the January 2006 Harvard Business Review article so popular? We recently asked  the author and educator that question and discussed further insights from his research  that will be detailed in his new book, Competing

2. Uniqueness - There is no single path to follow to become an analytic competitor, and the way every company uses analytics is unique to its strategy and market position. Accenture 's use of analytics has always been unique to acquire the market position. Accenture, in telecommunication industry uses bundle

It is critical for an organization to identify both current and potential competitors within the industry. A full competitive analysis will allow the companies understand its competitors internally and externally. Our company TCI did a thorough competitive analysis in order to exploit our competitors and understand their strategy to gain a competitive advantage. This allowed our company to strategically maneuver throughout each quarter by predicting our competitor’s next move allowing us to establish a dominant position within the market. The concept of learning and understanding my competitors in the work place that I may pursue will be essential. I have to understand my competitors and potential competitors to strategically create a competitive

The book is all about the things that make one to be a smart consumer of cutting-edge analytics, facilitating to frame the judgement, questioning about the information and the procedure, operating to comprehend the consequences, and using them to progress results for his or her business. Even though it sounds direct, I directly acknowledged it as a deceptively single-minded set of purposes of the book. The writers planned the first half of the book about an analytics outline that entails of six stages: problem acknowledgment, evaluation of previous results, displaying, data assortment and data examination, and outcomes demonstration and action. This planned method to discerning about analytics is one of the most important notions that Davenport

Companies need to ask themselves few questions, to understand their internal resources to build a strategic plan that can build a customer value better than their competitors. To do this they need to evaluate how their current strategy is working in the competitive world. To do this we should evaluate whether company meeting its strategic objectives, an above average industry performer and gain customers to outperform its rivals are

Though it is a long way to building this kind of platform, there are two things the management

Management of technological systems and businesses consists of four basic functions: planning, organizing, staffing, leading and controlling. During the planning function of management managers must analyze the work flow to see if any new systems would be beneficial to the productivity of the workers. In the organizing function of management the analysis of the work flow should be organized in a way that will prove or disprove that a new system would increase productivity of workers. The organization of information could come by writing simple pros and cons lists or developing a spreadsheet showing current times of how long it takes a worker to complete something. In the directing or leading function

Compass System has requested that a simple overview of the company on how resources and the ability to compete in the marketplace be strategize to the fullest extent. First, a qualitative look at the company’s internal policies, procedures, financial reports, proposal process, and limited customer interaction to provide information on how the company is performing. This data will represent a rapid strategy measure for company performance. If the data is strong and dependable, it will be used as a guide to evaluate how the company is doing. A competitive view of strengths and weaknesses for the current strategy and as well as a forecast of how quick the company is changing. Processes, procedures and value will be assessed to determine how they compete against their competitors for market opportunities and external threats. Viewing value in terms of how it is provided to customers from both the perspective of the rivals and customers. How can value be provided for the customer. Management’s philosophy on the company’s strategy

Analyzer: Organization maintains a core set of products, while at the same time pursuing the most promising new markets and product lines in its industry. It carefully monitors the actions of its major challengers in the client segments and product areas in which it is concerned. It is not “first in” to new markets with new products. However, it is usually “second in with more resourceful products.”

One of the major models for competitive intelligence is the Porter’s model – ‘Framework for Competitor Analysis’.

Now you’ve decided to begin performing competitor analysis it’s time to learn the best tools in the