Analyst Perspectives

Our benchmark research on business analytics suggests that it is counterproductive to take a general approach to the topic. A better approach is to focus on particular use cases and lines of business (LOB). For this reason, in a series of upcoming articles, I will look at our business analytics research in the context of different industries and different functional areas of an organization, and illustrate how analytics are being applied to solve real business problems.

MicroStrategy, announced version 9.3. The announcement came out of Amsterdam this month just in front of MicroStrategy World, the company’s annual conference for the European market. Release 9.3 delivers significant updates in four main areas: big data, advanced analytics, automated administration and visual data discovery.

Our research agenda for 2012 in human capital management outlined the importance of workforce management for all organizations. One provider, WorkForce Software, provides systems that support scheduling, time and attendance, leave and absence and fatigue management. As I noted in my last analysis on WorkForce Software, the company’s focus on the fatigue aspect of workforce management, especially in white-collar environments such as transportation, utilities and healthcare, has provided them...

Usually, just figuring out how to start the process of change is a major barrier to improvement in business. I think that’s especially true when it comes to integrated business planning (IBP). I started using that term six years ago to differentiate that process from financial budgeting and the many other forward-looking activities used in companies. IBP applies to a longstanding objective: bringing together the disparate strands of forward-looking activities across a corporation to foster...

Our benchmark research into agent performance management shows that the majority of companies are not very mature in their use of people, processes, information and technology in handling customer interactions. Companies are most mature is their use of information, but even in this area they are hampered by their failure to use the latest technologies available to support their efforts.

The demand for business information on mobile devices such as smartphones and tablets continues to increase, while the technology to support it has not. In our benchmark research on information applications, only 11 percent of organizations said they are very satisfied with their ability to provide such information, and their top two complaints with existing technologies are that they are too slow and not adaptable or flexible. The unique aspects of mobile technology, from the small screen size...

Risk has always been an integral part of business, but our recent Governance, Risk and Compliance (GRC) benchmark research shows that companies deal with risk with varying degrees of effectiveness – especially operational risk. A majority of companies lag in their overall GRC maturity, as I covered in a recent blog post. Operational risk management should be of greater interest to executives today because they can have greater control of it than before. The expansion of IT systems to automate...

We have just released our 2012 Value Index for Total Compensation Management (TCM), in which we evaluate the competency and maturity of vendors and products. Our firm has been researching this category for many years, and our latest benchmark research in total compensation management found some improvement among applications in a field where many organizations still use outdated applications to manage an area with large financial and human capital impacts.

It is hard to avoid seeing the impact of social media on our daily work, from marketing and sales to customer service. Consumers and customers can interact on the Internet to share their experiences and opinions often and easily, but internally we in business are still operating in the era of electronic mail and phone calls. Fortunately, that archaic state is changing. A new generation of technologies called social collaboration has evolved from social media to adapt to business needs. These...

The use of social collaboration to support human capital management is increasing as the need to engage talent becomes a higher priority in organizations. In particular, those that have a growing population of workers from the millennial generation see social media as a primary means of communication. Social collaboration is growing in acceptance – 58 percent of organizations now permit it, according to our benchmark research on social collaboration and human capital management (HCM). For many...