Corporate unity makes analytics shine

Today's business intelligence processes can be an integral part of corporate structures in ways they could not in the past. The latest generation of powerful and user-friendly software built on a self service model has expanded the scope of the technology. Now, every section from the CIO to the sales department can go about their daily tasks with the help of data-driven knowledge. A little more effort by IT leaders could spell the end of guesswork and intuition as primary decision elements at companies of all kinds. This would represent a momentous change, and organizations that do not join in may be left behind.

Trusting the end users
CMSWire's Phil Kelemor recently explained that leaders need to engage with the idea of analytics and pass their approval on to the marketing department if they want information to successfully drive outreach. He stated that many firms still keep analytics operations within the walls of the IT department and perform the related operations in-house. This is the classic model, but it is out of step with the modern need for agility. If marketers cannot perform their own analytics projects, they could become disconnected from the results and consequently less able to react to conditions.

Kelemor framed the difference between companies that cannot make this connection and ones that can as a divergence in relationships. CIOs and CMOs can find common ground and set up business intelligence operations that benefit both sections. A failure to do so may come from a lack of trust, according to Kelemor. He asserted that firms that deny business intelligence use to marketing sections often do so in the name of security. He noted that many companies fall into a model wherein CMOs are afraid to demand data access, and do not have the conversation to determine what can be done about the purported security risks.

Many different departments
While Kelemor's case study focused heavily on marketing, there are numerous examples of sections that can thrive with the aid of instant data access. For instance, self service dashboards can be a big hit in the boardroom, as tools for executives who need constant, wide-ranging reports. They can also thrive in HR, where prompt analysis of current and potential staffing issues can reshape a company at a base level. The advent of big data analytics has widened the scope of potential use even further by accommodating data from every source and department imaginable. Universal access to such data can enhance decision-making.

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