THE NEW INTELLIGENT ENTERPRISE
First Look: The Second
Annual New Intelligent
How are organizations using analytics? Can people access the data they need?
Here are a few highlights from our newest survey.
BY NINA KRUSCHWITZ AND REBECCA SHOCKLEY
THIS IS THE SECOND YEAR that MIT
Sloan Management Review has teamed up with the
IBM Institute for Business Value in a project we call
The New Intelligent Enterprise. Our inquiry into
how organizations are turning analytics into competitive advantage comprised conducting a survey
of more than 4,000 executives, managers and analysts from around the world and from a wide range
of industries. The results of our second annual survey are now in and we’ve begun analyzing the data.
The charts in this preview represent the answers
to just eight of the survey’s 27 questions, presented
as simple raw data. By the time the full report on
the survey is published this fall, the information
these charts hold will be combined and refined,
and, in many cases, compared with last year’s responses to give you a snapshot of what’s changed
since our 2010 survey. But even without that, these
initial charts will allow you to do some immediate
benchmarking — and see how your organization is
doing in relation to your peers.
A few things stand out on these pages. While last
year’s respondents said their top business objective
was “innovating to achieve competitive differentiation,” this year it’s “growing revenue.” Organizations
are also looking at analytics as a tool for strategic decision making, not just for tactical choices and activities.
That could affect every part of the organization in
some very interesting — and unexpected — ways.
Only about four in 10 respondents have access to
the information they want
either to a great extent or
completely. The majority
are less satisfied with their
information access — and
almost one-fifth either have
limited or no access to the
data they need to succeed
in their jobs.
To a limited
To a great
To what extent do you have sufficient
access to the information and analytics
needed to do your job successfully?
Make real-time decisions
Improve resource allocations
Reduce enterprise costs
Increase customer understanding
Increase employee productivity
Accelerate development of new products/services
Identify new markets
Manage enterprise risk exposures
Foster collaborative decision making
Increase enterprise/operational visibility
Improve supply chain performance
ANALYTICS USED FOR STRATEGIC DECISION MAKING
The top three objectives organizations cited for using analytics are difficult to measure,
but they align with organizations’ primary business objectives, suggesting that people
are starting to recognize the value of using analytics for strategic decision making.
What are your
Percentage of respondents
SUMMER 2011 MIT SLOAN MANAGEMENT REVIEW 87