The Pillars Of Analytics Scale

“There have always been three types of analytics: descriptive, which reports on the past; predictive, which uses models based on past data to predict the future; and prescriptive, which uses models to specify optimal behaviors and actions” [4]. This white paper addresses predictive analytics, which is the analysis of past and present data in order to predict future risks and opportunities. Although reactive decision-making has been successful in the past, it

Our company is located in downtown Pittsburgh. Based off of location alone, we are the leading competitor in our region. I discuss below how we can use this as a competitive advantage with analytics. River’s Casino has multiple employees and departments within the organization who contribute to competing with analytics in various ways.

The concept of analytics-based decision marking takes into consideration industry knowledge and business analytics which includes four acts (Bartlett, 2013). The four acts help prepare analytics to support an anticipated decision and illustrate a process for analytics-based decision making. As a result, the role of statistical thinking, the interaction, and relationship between industry knowledge and analytics, as well as where things can go wrong in a real business problem can be revealed (Bartlett, 2013). In addition, moving from one act to another seamlessly, jumping back from and forth from one act to another or simply following some other route is easy to do in a real business problem. This annotated bibliography will examine articles that contain resources that support the concepts contained in the four acts.

A fundamental transformation is being observed in the field of healthcare industry as it moved from volume based business to value based business. With increasing demands from consumers for better healthcare quality, plans and increased care, healthcare providers are expected to provide better outcomes. The cost dynamics of health care industry is changing globally, which is driven mainly by longer life expectancy, pervasiveness of chronic illness and infectious disease. New market entrants, new medical approaches have made the things more complicated. All these challenges in the industry open the way for analytics work to expand more. Here in this document, we would like to mainly focus on the following aspects to understand the use of analytics in day to day industry operations.

The MIPS evaluation for the SRDC dashboard metrics is straightforward. The SRDC percentage of patients 18 to 75 years of age, with a HbA1C less than 9% in 2017 is 88 %, and the federal benchmark for eligibility for reimbursement is 0% (CMS ONC, 2017b; Integris Health, 2017). Therefore, 12% of the patients have poorly controlled diabetes as evidenced by a HbA1C 9% or higher and the SRDC does not meet the criteria for diabetic patients in this improvement activity for MIPs reimbursement.

The ability to compete on analytics is made possible by certain qualities some companies possess which allows them to collect and use immense amounts of data in a way that differentiates the success and practices of those companies amongst any other businesses. Davenport and Harris (2007) define analytics as “extensive use of data, statistical and quantitative analysis, explanatory and predictive models, and fact-based management to drive decisions and actions” (p. 7). Therefore, to be able to compete on analytics, a firm must not only use the data to extrapolate and execute strategies and models in order to drive business, but also to use that data better and smarter than their competitors. This requires forward thinking and continual developments of current analyses and practices. With regard to Davenport and Harris’s criteria and concepts on the ability to compete on analytics, Old Navy LLC’s practices will be analyzed to find whether the company is able to compete, is a competitor, and how it competes, if at all.

Avinash Kaushik’s 10/90 rule states that for every $10 you spend on a web analytics tool, you should be spending $90 on the people to analyze the numbers i.e. a company spending $50k on any paid solution, such as Adobe (Omniture) and Coremetrics, should be spending $450k on a team of web analysts to analyze and gain valuable insights, considering that a web analyst’s typical daily/weekly role is split into the following categories:

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

One of the trends in performance dashboards was that “Visual-data-discovery tools have become synonymous with self-service BI and are growing at three times the pace of the overall BI market” . Fortunate for the customer service team, the Tableau tool that had been implemented was reviewed as one of the top “Leaders” in the Gartner Magic Quadrant in 2013 and continued to expand its functionality. After the consolidation of the customer service tools under one system, the Tableau dashboard tool provided the infrastructure to expand insights across the organization in a more meaningful way. The business intelligence team, therefore, deployed Tableau to the field given that self-service BI was not only the trend in the industry, but because it was also the most effective and efficient way to relay insights and results. Within the field, the HQ business intelligence team first deployed the dashboard tool to the BI teams to provide them with the flexibility to slice the data in a multitude of ways to provide insights directly to their

Sumangla Rathore, Avinash Panwar, Prakriti Soral (2014). Critical Factors for Successful Implementation of Business Analytics: Exploratory Findings from Select Cases. International Journal of Business Analytics and Intelligence, 2(2), 14-15.

The article by Chandler (2015) “The Business Intelligence and Analytics Leader 's First 100 Days” hit a cord with me after a talk with a friend of mine who was just added to the BI team at his company. The new BI director at my friend’s company could have used this article to help him with his new role of BI director. My friend’s boss came in with prebaked ideas and thought he knew what the company needed from the BI department, but after 380 days the department is still feeling its way around in the dark.

Stage 2 - These organizations have implemented localized analytic solutions with some data elements and reporting, but they lack the big picture view of implementing enterprise-wide analytics activities. There are department specific silos of data and reports to meet functional needs.

Business analytics, in a nutshell, is usage of the type of data that can help one analyze a particular business situation and decide how to improve it. Instruments used for such an assessment include statistics, and both quantitative and qualitative analysis, as well as predictive and explanatory modeling.

“Competing on Analytics” defines an analytical competitor “as an organization that uses analytics extensively and systematically to outthink and out execute the competition.”(1) Business analytics is a new way for companies to separate themselves from their competitors. I recently completed an internship at the firm PricewaterhouseCoopers (PwC) and will work there full-time upon completion of this program. PwC uses analytics to help solve complex business issues and to identify opportunities across different industries. PwC is the largest professional service company in the world and is part of the Big Four accounting firms. PwC operates in over 157 countries with more than 750 offices throughout the world.(2) PwC is structured into three service lines, which are Assurance, Advisory and Tax. The assurance practice audits almost 30% of the global fortune 500 companies.(2) The advisory practice is mainly consulting activities that cover strategy, cyber security and privacy, human resources, deals and forensics. (2) These three practices generated $35.4 billion in revenue in 2015. (2)

Distinctive Capability - ABC has a demonstrated capability to use analytics to create a competitive advantage from an investment management standpoint. Millions of data points must be continuously analyzed to ensure passive stock and bond investments, totaling in the trillions of dollars, are efficiently managed for performance and risk. On the client side the diverse business structures and the prior focus on efficient operations has to date limited ABC’s ability to build out a world class data analytics capability comparable to the one that exists on the investment side of their business.