In the last few years, many researchers and analysts have predicted power shifts in business intelligence and analytics world. Today, self-service analytical tools are enabling information workers everywhere identify new insights and drive business performance.
In this slideshare, learn from IDC research and Amaysim BI Manager about:
Why meeting the analytical needs of business users matter to organizational performance
What’s driving leaders in APAC enterprises towards a self-service paradigm?
How to encourage adoption of analytical tools in your organization
How leading Asia Pacific enterprises such as Amaysim are adopting self-service analytics and the benefits they’ve experienced.
This slideshare came from a full webinar delivered by Tableau. You can the full length webinar at http://www.tableau.com/learn/webinars/how-analytic-culture-drives-performance-asia-pacific-organizations
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More Related Content
How a Data-Driven Culture Improves Organizational Performance
1. An Analytic Culture Drives Performance
in Asia Pacific Organizations
Brian McDonough
IDC
June 2015
10. 10
Self Service1
IT Impact
Centralized IT practices must adapt
Responding to the demand for self service BI/analytics tools will
necessitate a reassessment of current centralized IT practices.
Involve LOB to better meet analytic needs
Self service BI/analytic demand will come from across user types and
will differ based on personas.
Work with any groups who brought their own analytics into the
organization.
Bring your own BI/analytics tools (and data) exposes the organization
to addressable risks.
11. 11
Self Service1
Guidance for IT
Recognize that “bring your own BI/analytics tools” is an
unstoppable movement
Similar to BYOD that will require IT, Line of Business, and Analytics groups to
collaborate closely while recognizing each other’s core competencies.
Deploy fit-for-purpose tools
Appropriately address different BI/analytics use cases such as performance
management, operational intelligence, and visual discovery and exploration.
IT should focus on core competencies:
• Data governance
• Security
• Knowledge sharing and training
• Vendor management
12. 12
Skilled Staff Shortage2
Guidance
Use existing technology skills
Skills will likely exist for deploying and optimizing analytics software and
hardware infrastructure. Accessing data sources.
Develop competency centers
Mix of cross-functional and domain-specific skills representation (IT and
LOB)
Use external services
Easier-to-use tools reduce the impact on users but the technology still
must be implemented. IT and the help of external service providers
make delivery of an analytics solution possible.