The Four Pillars Of Analytical Competition

Decent Essays
Within the Four Pillars of Analytical Competition as described by Davenport and Harris (2007), TMNAS has varying degrees of success as well as failure. The authors describe these pillars as pivotal to ability of any organization to successfully develop in to analytical competitors. The first of these pillars is labeled Support of Strategic, Distinctive Capability (p. 24). Although TMNAS has identified its strategic capability as delivering “…efficiencies and cost savings through the streamlining of processes…” (Overview 2015), it has been not examined as a viable capability to leverage in terms of Competitive Analytics. Furthermore, given the distinct nature of TMNAS, it stands to reason that the organization may elect to take a back seat to the group companies as far as identifying a strategic capability. In examining the company’s position as a services organization, it may behoove the company to play a support role to the group companies and their front office functions in fostering the identification of strategic and distinctive capabilities. Additionally, it could fall on the members of TMNAS IT to support the spread of competitive analytics within each of its sister companies. TMNAS has not contributed to or fostered this step on the road to analytics within the group companies therefore its position within this pillar of analytics competition requires more attention and resources. The next pillar identified by Davenport and Harris (2007) is described as An
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