A managerial movement is now picking up steam: organizations are applying business analytics to gain insights to determine good decisions and best actions to take. This topic was once the domain of “quants” and statistical geeks developing models in their cubicles. Today, applying analytical methods is on the verge of becoming mainstream.
One way I draw my conclusion about this emerging movement is that there is much discussion about the topic. Articles in IT magazines and websites about analytics of all flavors, such as segmentation analysis, are increasingly prominent. Debate is always healthy, and some IT analysts view applying analytics as a fad or something that is way overvalued. Others, such as leading proponents of analytics like authors Tom Davenport of Babson College and Jeanne Harris of Accenture, claim that an organization’s achievement of competencies with analytics provide a competitive edge.
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