Index

A

A/B testing, 7

ad hoc, 165

adaptability

in culture at Departmental Level, 141

in culture at Individual Level, 135

in culture at Innovate Level, 161

in culture in Enterprise Level organizations, 148

in culture in Optimize Level organizations, 155

defined, 165

alignment, 165

analytical thinking

in culture at Departmental Level, 142

in culture at Individual Level, 136

in culture at Innovate Level, 162

in culture in Enterprise Level organizations, 148–149

in culture in Optimize Level organizations, 156

analytics

about, 6–8

defined, 165

in Departmental Level, 138

in Enterprise Level organizations, 145

in Individual Level, 133

in Innovate Level, 159

in Optimize Level organizations, 152

Ariely, Dan

Predictably Irrational: The Hidden Forces That Shape Our Decisions, 92

B

banking industry, 4–5

Belhouari, Adil, 116

BICC (Business Intelligence Competency Center)

See Center of Excellence (CoE)

big bang approach, compared with phased approach, 109

big data

defined, 165

in Enterprise Level organizations, 62

in Foundational Level organizations, 62

“black box” tools, 59

business analytics, 92

business experts, 165

business focus

in Departmental Level, 136

in Enterprise Level organizations, 143

in Individual Level, 131

in Innovate Level, 157

in Optimize Level organizations, 149

business insight, critical role of

about, 1–2, 10, 12

conventional wisdom, 3–5

disruptive nature of data, 2–3

gut instinct, 6–8

people, process, technology, and culture, 8–11

speed of data, 5–6

weighing risk, 6–8

business intelligence, 165

Business Intelligence Competency Center (BICC)

See Center of Excellence (CoE)

business objectives, aligning capabilities with, 20–22

business process, 166

business rule, 166

business transformation, 121–126

See also specific topics

business users, 166

C

capabilities

aligning with business objectives, 20–22

assessing current, 19–20, 123–124

current and desired, 123–124

Center of Excellence (CoE)

about, 21, 40, 64, 88, 89–91

accelerating maturity, 97–99

‘big picture’ of information, 92–93

change agents, 93, 111–112

culture in, 108–109

defined, 166

functions hosted by, 99–103, 100f

funding mechanisms, 109–110

information processes in, 105

interpretations of structure of, 98–99

key role of, 104

levels of maturity and, 95–96

location in organizational chart, 99

naming, 92

organization of, 96–97

people in, 104

phased versus big bang approach to starting, 109

roles and responsibilities of, 92–95

securing organizational pillars with, 104–109

selecting personalities for, 110

technical infrastructure in, 106–108

Challenged Level organizations

about, 26–27

consequences of, 46

culture, 35–37, 44–46

in Departmental level, 37–46

in IEM, 23, 24f

in Individual level, 27–37

information processes, 32–33, 40–41

strategy objectives for, 46–47

technical infrastructure, 33–35, 41–44

challenges, to transforming your organization, 15–18

change agents

for CoEs, 111–112

defined, 166

as role of CoE, 93

change management

defined, 166

in information processes at Departmental Level, 140

in information processes at Individual Level, 134

in information processes in Enterprise Organizations, 147

in knowledge processes in Innovate Level, 160

in knowledge processes in Optimize Level organizations, 154

cloud computing, 166

CLV (customer lifetime value), 167

CoE

See Center of Excellence (CoE)

collaboration

in culture in Departmental Level, 141

in culture in Enterprise Level organizations, 148

in culture in Individual Level, 135

in culture in Innovate Level, 162

in culture in Optimize Level organizations, 155

defined, 166

collaborators, 81–82

competencies, current and desired, 123–124

consistency

in information processes in Departmental Level, 139

in information processes in Enterprise Level organizations, 146

in information processes in Individual Level, 133–134

in knowledge processes in Innovate Level, 159–160

in knowledge processes in Optimize Level organizations, 153

conventional wisdom, 3–5

credit card fraud, 7–8

cross-functional peer groups, 82

CRV (Customer Risk Value), 118–120

cultural driver

defined, 166

as role of CoE, 93

culture

as an initiative to achieve objectives, 125

in Challenged Level organizations, 35–37, 44–46

in CoEs, 108–109

defined, 166

in Departmental Level, 45, 141–142

in Enterprise Level organizations, 61, 147–149

in Individual Level, 36, 135–136

in Innovate Level organizations, 85–86, 161–163

in Optimize Level organizations, 78, 155–156

supporting analytics, 8–10

customer lifetime value (CLV), 167

Customer Risk Value (CRV), 118–120

customer value, 4

D

“daily deal”, 29

dashboard, 167

data

disruptive nature of, 2–3

speed of, 5–6

data cleansing, 167

data complexity, as a challenge to organization transformation, 16

data governance

about, 9

defined, 167

as a function of CoEs, 100f, 103

data management

defined, 167

in Departmental Level, 138

in Enterprise Level organizations, 145

as a function of CoEs, 100f, 101–102

in Individual Level, 133

in Innovate Level, 159

in Optimize Level organizations, 152

data mart, 167

Data Mavericks, 27, 29–32, 34–37, 38, 167

data modeling, 167

data quality, 168

data silos, 168

data steward, 100f, 103, 168

data value

defined, 168

in Departmental Level, 137

in Enterprise Level organizations, 143

in Individual Level, 131

in Innovate Level, 157

in Optimize Level organizations, 149–150

data visualization, 168

data volume, as a challenge to organization transformation, 15

data warehouse, 168

decision making

defined, 168

in Departmental Level, 137

in Enterprise Level organizations, 143

in Individual Level, 131–132

in Innovate Level, 157

in Optimize Level organizations, 150

degree

in information processes at Departmental Level, 139

in information processes at Individual Level, 133

in information processes in Enterprise Level organizations, 146

in knowledge processes at Innovate Level, 159

in knowledge processes in Optimize Level organizations, 152–153

Deming, W. Edwards, 24

Departmental Level

about, 136–137

adaptability in culture at, 141

analytical thinking in culture at, 142

analytics in, 138

business focus in, 136

Challenged Level organizations at, 37–46

COEs and, 95

collaboration in culture in, 141

consistency of information processes in, 139

culture in, 45, 141–142

data management in, 138

data value in, 137

decision making in, 137

degree in information processes at, 139

dynamics of people at, 140

globalization in, 137

governance in information processes at, 139–140

in IEM, 23, 24f

information access in, 138

information processes at, 41, 139–140

infrastructure in, 137–139

innovation in culture at, 141–142

intelligence tools in, 137–138

internal collaboration in culture at, 142

IT architecture in, 137

metrics in information processes at, 139

motivators of people at, 140

outsourcing in information processes at, 140

people in, 38, 140

rewards in culture at, 141

skills of people at, 140

social responsibility in culture at, 142

technical infrastructure in, 43

technologies, new in, 138–139

dimension tension, 168

diversity, 168

domain experts, 168–169

dynamics

defined, 169

of people at Departmental Level, 140

of people at Individual Level, 135

of people at Innovate Level, 161

of people in Enterprise Level organizations, 147

of people in Optimize Level organizations, 154–155

E

Enterprise Business Analytics Program, as a function of CoEs, 100f, 102–103

Enterprise Level organizations

about, 34, 142–143

adaptability in culture in, 148

analytical thinking in culture in, 148–149

analytics in, 145

big data in, 62

business focus in, 143

COEs and, 95

collaboration in culture in, 148

consistency of information processes in, 146

culture in, 61, 147–149

data management in, 145

data value in, 143

decision making in, 143

degree in information processes in, 146

dynamics of people in, 147

globalization in, 143

governance in information processes in, 146

in IEM, 23, 24f

information access in, 144–145

information processes in, 58, 146–147

infrastructure of, 143–145

innovation in culture in, 148

intelligence tools in, 144

internal collaboration in culture in, 148

IT architecture in, 143–144

metrics in information processes in, 146

motivators of people in, 147

outsourcing in, 57

outsourcing in information processes in, 146–147

people in, 56, 147

rewards in culture in, 147–148

skills of people in, 147

social responsibility in culture in, 149

technical infrastructure at, 60

technologies, new in, 145

ERP (enterprise resource planning), 33, 169

E.SUN Bank example, 118–121

executive sponsor, 18–19, 169

F

failure, 76

forecast, 169

Forrester, 7

Foundational Level organizations

about, 50

big data in, 62

continuous improvement requirements of, 64

Enterprise Level organizations, 54–61

in IEM, 23, 24f

possibilities of, 51

risks for, 62–64

strategy objectives for, 64–65

value of, 51–54

funding, for CoEs, 109–110

G

Gartner, 26

globalization

defined, 169

in Departmental Level, 137

in Enterprise Level organizations, 143

in Individual Level, 132

in Innovate Level, 158

in Optimize Level organizations, 150

governance

in information processes at Departmental Level, 139–140

in information processes at Individual Level, 134

in information processes in Enterprise Level organizations, 146

in knowledge processes at Innovate Level, 160

in knowledge processes in Optimize Level organizations, 153

grid computing, 169

gut instinct, 6–8

I

IEM

See Information Evolution Model (IEM)

Individual Level

about, 131–132

adaptability in culture at, 135

analytical thinking in culture at, 136

analytics in, 133

business focus in, 131

Challenged Level organizations at, 27–37

collaboration in culture in, 135

consistency of information processes in, 133–134

culture in, 36, 135–136

data management in, 133

data value in, 131

decision making in, 131–132

degree in information processes at, 133

dynamics of people at, 135

globalization in, 132

governance in information processes at, 134

in IEM, 23, 24f

information access in, 133

information processes at, 33, 133–134

infrastructure, 132–133

innovation in culture at, 135–136

intelligence tools in, 132

internal collaboration in culture at, 136

IT architecture in, 132

metrics in information processes at, 134

motivators of people at, 135

outsourcing in information processes at, 134

people at in, 32, 134–135

rewards in culture at, 135

skills of people at, 134

social responsibility in culture at, 136

technical infrastructure at, 35

technologies, new in, 133

information access

defined, 169

in Departmental Level, 138

in Enterprise Level organizations, 144–145

in Individual Level, 133

in Innovate Level, 158

in Optimize Level organizations, 151

information delivery, as a function of CoEs, 100f, 102

Information Evolution Model (IEM)

about, 10–12, 11f, 22–24

in Challenged Level organizations, 23, 24f

defined, 169

Departmental Level, 136–142

Enterprise Level organizations, 142–149

Individual Level, 131–136

Innovate Level, 156–163

Optimize Level organizations, 149–156

organizational maturity levels, 23–24, 24f

information infrastructure, as an initiative to achieve objectives, 125

information management process, 169

information processes

as an initiative to achieve objectives, 125

in Challenged Level organizations, 32–33, 40–41

in CoEs, 105

in Departmental Level, 41, 139–140

in Enterprise Level organizations, 58

in Enterprise Level Organizations, 146–147

in Individual Level, 33, 133–134

in Innovate Level organizations, 83

in Optimized Level organizations, 74–75

information value chain, 170

infrastructure

in Departmental Level, 137–139

in Enterprise Level organizations, 143–145

in Individual Level, 132–133

in Innovate Level, 158–159

in Optimize Level organizations, 150–152

infrastructure resources, 170

Innovate Level organizations

about, 68–69, 79–81, 156–158

adaptability in culture at, 161

analytical thinking in culture at, 162

analytics in, 159

business focus in, 157

COEs and, 95–96

collaboration in culture in, 162

collaborators, 81–82

consistency of knowledge processes in, 159–160

culture in, 85–86, 161–163

data management in, 159

data value in, 157

decision making in, 157

degree in knowledge processes in, 159

dynamics of people at, 161

globalization in, 158

governance in knowledge processes in, 160

in IEM, 23, 24f

information access in, 158

information processes in, 83

infrastructure in, 158–159

innovation in culture at, 162

intelligence tools in, 158

internal collaboration in culture at, 162

IT architecture in, 158

knowledge process in, 159–160

managing constant renewal, 83

metrics in knowledge processes in, 160

motivators of people at, 161

outsourcing in knowledge processes in, 160

people in, 82, 160–161

rewards in culture at, 161

skills of people at, 160–161

social responsibility in culture at, 163

striving to be, 86–87

support network for, 83–85

technical infrastructure for, 84–85

technologies, new in, 159

innovation

in culture at Departmental Level, 141–142

in culture at Individual Level, 135–136

in culture at Innovate Level, 162

in culture in Enterprise Level organizations, 148

in culture in Optimize Level organizations, 155–156

defined, 170

intelligence tools

defined, 170

in Departmental Level, 137–138

in Enterprise Level organizations, 144

in Individual Level, 132

in Innovate Level, 158

in Optimize Level organizations, 151

internal collaboration

in culture at Departmental Level, 142

in culture at Individual Level, 136

in culture at Innovate Level, 162

in culture in Enterprise Level organizations, 148

in culture in Optimize Level organizations, 156

internal information processes, as a function of CoEs, 100f, 103

IT architecture

defined, 170

in Departmental Level, 137

in Enterprise Level organizations, 143–144

in Individual Level, 132

in Innovate Level, 158

in Optimize Level organizations, 150–151

J

Jobs, Steve, 18

K

Key Performance Indicators (KPIs), 54–56, 170

knowledge process

in Innovate Level, 159–160

in Optimize Level organizations, 152–154

L

leadership, importance of, 128–129

Lewis, Michael

Moneyball: The Art of Winning an Unfair Game, 3

M

master data, 170

master data management, 170

maturity levels

accelerating, 97–99

and CoE, 95–96

organizational, 23–24, 24f

maturity model, 170

metadata, 170

metrics

defined, 171

in information processes at Departmental Level, 139

in information processes at Individual Level, 134

in information processes in Enterprise Level organizations, 146

in knowledge processes at Innovate Level, 160

in knowledge processes in Optimize Level organizations, 153

model building/deployment, 14–15

Moneyball: The Art of Winning an Unfair Game (Lewis), 3

motivators

defined, 171

of people at Departmental Level, 140

of people at Individual Level, 135

of people at Innovate Level, 161

of people in Enterprise Level organizations, 147

of people in Optimize Level organizations, 154

N

New York Times, 3

O

Oakland Athletics, 3

operational categories, of maturity levels, 23–24, 24f

optimization

about, 69–71

getting the most from, 78–79

Optimize Level organizations

about, 68–71, 149–150

adaptability in culture in, 155

analytical thinking in culture in, 156

analytics in, 152

business focus in, 149

COEs and, 95–96

collaboration in culture in, 155

consistency of knowledge processes in, 153

culture in, 78, 155–156

data management in, 152

data value in, 149–150

decision making in, 150

degree in knowledge processes in, 152–153

dynamics of people in, 154–155

globalization in, 150

governance in knowledge processes in, 153

in IEM, 23, 24f

information access in, 151

information processes in, 74–75

infrastructure in, 150–152

innovation in culture in, 155–156

intelligence tools in, 151

internal collaboration in culture in, 156

IT architecture in, 150–151

knowledge process in, 152–154

metrics in knowledge processes in, 153

motivators of people in, 154

outsourcing in knowledge processes in, 154

people in, 73, 154–155

rewards in culture in, 155

self-improvement in, 73–75

self-managing knowledge workers, 72–73

skills of people in, 154

social responsibility in culture in, 156

stopping at, 86–87

technical infrastructure in, 77

technologies, new in, 152

organization transformation

aligning capabilities with business objectives, 20–22

approaches to, 13–15

assessing current capabilities, 19–20

challenges of, 15–17

executive sponsorship, 18–19

first steps to, 24

managing challenges of, 17–18

starting the journey, 22–24

outsourcing

defined, 171

in Enterprise Level organizations, 57

in information processes at Departmental Level, 140

in information processes at Individual Level, 134

in information processes in Enterprise Level organizations, 146–147

in knowledge processes at Innovate Level, 160

in knowledge processes in Optimize Level organizations, 154

P

people

as an initiative to achieve objectives, 125

in CoEs, 104

in Departmental Level, 38, 140

in Enterprise Level organizations, 56, 147

in Individual Level, 32, 134–135

in Innovate Level organizations, 82, 160–161

in Optimize Level organizations, 73, 154–155

supporting analytics, 8–10

performance management, 126, 171

phased approach, compared with big bang approach, 109

Predictably Irrational: The Hidden Forces That Shape Our Decisions (Ariely), 92

predictive analytics, modeling future with, 84

processes, supporting analytics, 8–10

Progressive organizations, 23, 24f, 68–69

R

renewal, managing constant, 83

rewards

in culture at Departmental Level, 141

in culture at Individual Level, 135

in culture at Innovate Level, 161

in culture in Enterprise Level organizations, 147–148

in culture in Optimize Level organizations, 155

defined, 171

risks

facing Enterprise Level organizations, 62–64

weighing, 6–8

risk-to-innovation phenomenon, 7

Riyad Bank example, 114–118, 120–121

S

scalability, 171

self-improvement, in Optimized Level organizations, 73–75

self-managing knowledge workers, 72–73

service-oriented architecture (SOA), 171

shared services model, 171

Silver, Nate, 3

skills

as an initiative to achieve objectives, 125

defined, 171

of people at Departmental Level, 140

of people at Individual Level, 134

of people at Innovate Level, 160–161

of people in Enterprise Level organizations, 147

of people in Optimize Level organizations, 154

SOA (service-oriented architecture), 171

social responsibility

in culture at Departmental Level, 142

in culture at Individual Level, 136

in culture at Innovate Level, 163

in culture in Enterprise Level organizations, 149

in culture in Optimize Level organizations, 156

defined, 171

static reports, 172

“sticky buttons”, 43

strategy development

about, 113–114

characteristics of, 121–122

E.SUN Bank example, 118–121

guiding principles of, 127–128

identifying starting points for, 126–127

key components of, 122–126

knowing where to start, 114

leadership, 128–129

Riyad Bank example, 114–118, 120–121

strategy objectives

approach to achieving, 124–125

for Challenged Level organizations, 46–47

clarity of, 122–123

current and desired capabilities and competencies, 123–124

for Foundational organizations, 64–65

organizational initiatives to achieve, 125

performance management KPIs, 126

for Progressive organizations, 87–88

support network, for Innovate Level organizations, 83–85

T

technical infrastructure

as an initiative to achieve objectives, 125

in Challenged Level organizations, 33–35, 41–44

in CoEs, 106–108

in Departmental Level, 43

in Enterprise Level organizations, 60

in Individual Level, 35

in Innovate Level organizations, 84–85

in Optimize Level organizations, 77

technologies, new

in Departmental Level, 138–139

in Enterprise Level organizations, 145

in Individual Level, 133

in Innovate Level, 159

in Optimize Level organizations, 152

technology, supporting analytics, 8–10

text analytics, 172

“them,” “us” versus, 44–46

transparency, 172

U

“us,” “them” versus, 44–46

V

value

See also data value

customer, 4

of Foundation organizations, 51–54

value chain, 52

W

wariness, overcoming, 52–53

Washington Post, 3