Overview
Business success depends on two abilities - to gain new insights faster than the competition, and to turn those insights into good decision making.
According to a 2009 Gartner Group paper, because of lack of information, processes, and tools, through 2012, more than 35 per cent of the top 5,000 global companies will regularly fail to make insightful decisions about significant changes in their business and markets. In contrast, a survey by Accenture of 371 companies found that 65% of top performers said they had significant decision-making support or real-time analytical capabilities - versus 23% of low performers. The same study found that 40% of top performers use analytics across the whole organization, compared to 23% of low performers.
Getting the right information to the right people at the right time significantly increases the likelihood that they will make better decisions and helps the organisation to achieve its goals. This counterbalances the apparent obsession of management today with collecting and stockpiling data, without focusing on the purpose for which it should be collected and intelligent mechanisms for extracting the actual golden nuggets of information.
Benefits of attending
The conference also introduces the emerging discipline called Evidence-based Management (EbM) , which is being used by many pioneering organizations throughout the world as a way to improve their competitive positions. Through EbM, organisations explicitly use evidence (the best and most appropriate information) to guide the decision-making processes to extract maximum value and competitive advantage from their data and information.
The expert presenters share tips, tools and templates which should enable organisations to become more evidence-based in their decision making, and avoid the traps of making decisions based on anecdotal data or dangerous half-truths.
Delegates return to their desks with new insights and skills, which will enable them to apply true business intelligence so as to extract the actual golden nuggets of information and make a real improvement to their own and their organisations' performance.
This training may be available onsite; please contact us if you are interested.
Audience
- CEOs; CIOs; CFOs; CTOs
- Chief Operating Officers
- Managing Directors
- Financial Directors
- Marketing Directors.
- Heads of Business Projects
- Business Development Managers
- Business Analysts
- Business Managers
- Chief Knowledge Managers
- Strategic Planners
- Analysts
- Change managers who influence organisational culture
Course Outline
Keynote: In Search of Business Intelligence: Five steps for turning data into actionable knowledge.
Bernard Marr, Chief Executive & Director of Research, The Advanced Performance Institute
- How can we create an intelligent organisation?
- How can we use data and analytics to improve organisational performance?
- How can we identify the burning and unanswered questions to avoid data overload?
- How can we collect and store the right data, while avoiding the danger of too big and too perfect?
- How can we turn data into information, and information into knowledge?
- How do we create a culture of evidence-based decision making and close the knowing-doing gap?
Mapping, Measuring and Managing Capabilities for Strategic Benefit
Andrew Gregory, Group Leader, Technical Capability & Outreach, AWE plc
- Mapping capabilities to gain strategic insights
- Measuring and assessing your capabilities to highlight potential performance risks
- Managing and maintaining your capabilities
- Reporting on your capability indicators
Harnessing Social Networking to Empower your Business Insight
Ian McNairn, Program Director Web Technology & Innovation, SWG Integration, Office of the IBM CIO
- Using Social Software to extract business intelligence from inside your organisation
- who knows what, who knows whom, who create what, what is valuable to the organisation, where are the gaps?
- Working with your customers/partners by using social media and social networking to fuel your knowledge
- Risks & Pitfalls of Social Networking tools
- Privacy (EU in particular), dangers of group think, hacking/hi-jacking/misappropriating networks
- Using Web Analytic tools to visualise and supplement your network insight
Adaptive Enterprise Intelligence
Gabriel Bellenger, Strategy Manager International, Accenture
- The burning platform: information rich, intelligence poor
- The predictive insight framework
- Private and public sector case studies
Leading vs Lagging Metrics
Ian Gotts, CEO, Nimbus
- Are your managers operating as company doctors or coroners? Are your managers and supervisors using business information delivered through reports and scorecards to take the pulse of the organisation or to conduct a post mortem of last month's performance?
- Lagging indicators vs leading indicators. Managing by lagging indicators is like driving whilst looking through the rear window.
Case Study: Business Intelligence: Trends and Insights for a small company
Bruce Spicer, Head of Information Management, Surrenda-Link Investment Management
- Background on Surrenda-Link
- BI - Current trends and next steps
- The Surrenda-Link BI Challenge:
- Solutions and lessons learned
- Slow steps towards greater business insight
Transforming Performance in North East Lincolnshire
Beverley Compton, Deputy Director, Policy and Performance, North East Lincolnshire Council
- Our improvement story
- Getting the basics right
- Moving forward under new leadership
- Developing data resources and systems for knowledge management
The training course outline shown above is a standardised version representing all
the dates shown and may vary from the course you attend. You will be sent the actual
course outline when you enquire about a specific date.