How are organizations leveraging data and analytics to increase operational efficiency, engage key stakeholders, and report on business successes? From 2010-2018, the Data and Analytics initiative investigated how technology enables competitiveness.
MIT SMR’s research employs global qualitative and quantitative methods to investigate how data is influencing business processes, offerings, and engagement with customers. It looks at trends in the use of analytics, the evolution of analytics strategy, optimal team composition, and new opportunities for data-driven innovation.
The 2018 Data & Analytics Global Executive Study and Research Report by MIT Sloan Management Review finds that innovative, analytically mature organizations make use of data from multiple sources: customers, vendors, regulators, and even competitors.
The 2017 Data & Analytics Report by MIT Sloan Management Review finds that the percentage of companies deriving competitive advantage from analytics increased for the first time in four years.
The 2016 Data & Analytics Report by MIT Sloan Management Review and SAS finds that analytics is now a mainstream idea, but not a mainstream practice. Few companies have a strategic plan for analytics or are executing a strategy for what they hope to achieve with analytics.
The 2015 Data & Analytics Report by MIT Sloan Management Review and SAS finds that talent management is critical to realizing analytics benefits.
Based on a global executive survey with 2,000+ respondents and interviews with more than thirty executives, MIT Sloan Management Review and SAS Institute Inc. report that analytics has become a common path to business value.
MIT Sloan Management Review and SAS Institute Inc. report on the distinctive characteristics and habits of companies that are very effective at using analytics to compete and innovate. This report offers an in-depth analysis of Analytical Innovators, the early leaders in the analytics revolution that is changing how many companies are managed.
In this second joint MIT Sloan Management Review and IBM Institute for Business Value study, we see a growing divide between those companies that, on one side, see the value of business analytics and are transforming themselves to take advantage of these newfound opportunities, and those, on the other, that have yet to embrace them.
Based on a global executive survey with 2,000+ respondents and interviews with more than thirty executives, MIT Sloan Management Review and SAS Institute Inc. report that analytics has become a common path to business value.
MIT SMR’s 2018 Data & Analytics Report finds a link between customer engagement and data analytics.
MIT SMR hosts a Twitter chat on analytics and customer service on March 1, 2018, at 11 a.m. EST #MITSMRChat.
Data audits may be helpful in maintaining balance between data-rich and data-poor companies.
Given the growing importance of data to companies, how should managers measure its value?
Business leaders need to prioritize effective, two-way communication with their data scientists.
Integrating new technologies with legacy systems is both a problem and an opportunity.
Getting business value from data depends on developing effective analytics teams — leaders included.
Small errors in data linkages can sometimes prove damaging — but not if managers watch for them.
Though customer service is a key analytics focus, it offers potential for security improvements too.
For companies relying on algorithms in daily transactions, transparency is a difficult issue.
