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The cover of Competing on Analytics

Competing on Analytics

Thomas H. Davenport, Jeanne G. Harris

How do companies use data and analysis to outthink their competitors, and what does it take to become one?

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At a glance

Author
Thomas H. Davenport, Jeanne G. Harris

Why read it

  • You will be able to judge how far your own organization competes on analytics, from data to leadership
  • You will learn where analysis pays off inside a business, from finance to customer processes
  • You will see why top management commitment and one organization wide approach to data matter, not just clever tools

Who it is for

  • A manager asked to make more decisions with data
  • A senior leader deciding how much to invest in analytics
  • An analyst who wants their work taken seriously by executives

Contents

  1. FOREWORD
  2. INTRODUCTION
  3. Analytics 1.0 and Its Implications for Today
  4. Analytics 2.0: Big Data Dawns in the Valley
  5. Analytics 3.0: Big (and Small) Data Go Mainstream
  6. Analytics 4.0: The Rise of Autonomous Analytics
  7. What This Revolution Means for Organizations
  8. What’s in This Book
  9. What’s Changed in This Book
  10. PART 1
  11. THE NATURE OF ANALYTICAL COMPETITION
  12. CHAPTER ONE
  13. THE NATURE OF ANALYTICAL COMPETITION
  14. What Are Analytics?
  15. Why Compete on Analytics?
  16. How Did We Get Here? The Origins of Analytical Competition
  17. When Are Analytical Decisions Appropriate?
  18. Analytics in Professional Sports—and Their Implications for Business
  19. CHAPTER TWO
  20. WHAT MAKES AN ANALYTICAL COMPETITOR?
  21. Primary Attributes of Analytical Competitors
  22. Support of a Strategic, Distinctive Capability
  23. An Enterprise-Level Approach to and Management of Analytics
  24. Senior Management Commitment
  25. Large-Scale Ambition
  26. Assessing the Degree of Analytical Competition
  27. CHAPTER THREE
  28. ANALYTICS AND BUSINESS PERFORMANCE
  29. Assessing the Evidence
  30. Analytics as a Source of Competitive Advantage
  31. Analytics in Government
  32. Serving the Market for Analytical Products and Services
  33. When Analytics Aren’t Enough
  34. Conclusion
  35. CHAPTER FOUR
  36. COMPETING ON ANALYTICS WITH INTERNAL PROCESSES
  37. Financial Analytics
  38. External Reporting to Regulatory Bodies and Shareholders
  39. Enterprise Performance Management and Scorecards
  40. Cost Management
  41. Risk Management
  42. Merger and Acquisition Analytics
  43. Operational Analytics
  44. Manufacturing
  45. Quality
  46. Safety
  47. Logistics
  48. Research and Development Analytics
  49. Human Resource Analytics
  50. CHAPTER FIVE
  51. COMPETING ON ANALYTICS WITH EXTERNAL PROCESSES
  52. Strange Bedfellows?
  53. Customer-Based Processes
  54. Attracting and Retaining Customers
  55. Pricing Optimization
  56. Brand Management
  57. Converting Customer Interactions into Sales
  58. Managing Customer Life Cycles
  59. Personalizing Content
  60. Supplier-Facing Processes

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