David Menninger's Analyst Perspectives

Business intelligence has evolved. It now includes a spectrum of analytics, one of the most promising of which has been described as augmented intelligence. Some organizations have used the term to describe the practical reality that artificial intelligence with machine learning is not replacing human intelligence, but augmenting it. The term also represents the application of AI/ML to make business intelligence and analytics tools more powerful and easier to use. It’s this latter usage that I prefer and I’d like to explore in this perspective.

When I looked at the state of analytics recently, it was clear that analytics are not as widely deployed within organizations as they should be. Only 23% of participants in our Analytics and Data Benchmark Research reported that more than one-half of their organization’s workforce are using analytics. There are many elements to becoming a data-driven organization, as my colleague Matt Aslett points out, but analytics are a necessary component. Our research shows that organizations recognize the importance of embedded analytics, ranking it the second most important digital technology in their analytics and data efforts behind big data and ahead of artificial intelligence and machine learning (AI/ML).

The analytics and business intelligence market landscape continues to grow as more organizations seek robust tools and capabilities to visualize and better understand data. BI systems are used to perform data analysis, identify market trends and opportunities and streamline business processes. They can collect and combine data from internal and external systems to present a holistic view.

I often use the term “analytics” to refer to a broad set of capabilities, deliberately broader than business intelligence. In this Perspective, I’d like to share what decision-makers should consider as they evaluate the range of analytics requirements for their organization.

We’ve recently published our latest Benchmark Research on Data Governance and it’s fair to say, “you’ve come a long way, baby.” Many of you reading this weren’t around when that phrase was introduced in 1968 to promote Virginia Slims cigarettes, but you may have heard the phrase because it went on to become a part of popular culture. We’ve learned a lot about cigarettes since then, and we’ve learned a lot about data governance, too.

I’ve never been a fan of talking about semantic models because most of the workforce probably doesn’t understand what they are, or doesn’t recognize them by name. But the findings in our recent Analytics and Data Benchmark Research have changed my mind. The research shows how important a semantic model can be to the success of data and analytics processes. Organizations that have successfully implemented a semantic model are more than twice as likely to report satisfaction with analytics (77%) compared with a 33% overall satisfaction rate. Therefore, I owe it to all of you to write about them.

There is a fundamental flaw in information technology, or at least in the way it is most commonly delivered. Most technology systems are developed under the assumption that all people will use the system primarily in the same way. Sure, there are some options built in — perhaps the same action can be initiated by either clicking on a button, selecting a menu item or invoking a keyboard short-cut. The problem is that when every variation needs to be coded into the system, the prospect of providing personalized software programs to every individual is impractical.

I have written previously that the world of data and analytics will become more and more centered around real-time, streaming data. Data is created constantly and increasingly is being collected simultaneously. Technology advances now enable organizations to process and analyze information as it is being collected to respond in real time to opportunities and threats. Not all use cases require real-time analysis and response, but many do, including multiple use cases that can improve customer experiences. For example, best-in-class e-commerce interactions should provide real-time updates on inventory status to avoid stock-out or back-order situations. Customer service interactions should provide real-time recommendations that minimize the time to resolution. Location-based offers should be targeted at the customer’s current location, not their location several minutes ago. Another domain where real-time analyses are critical is internet of things (IoT) applications. Additionally, use cases like predictive maintenance require timely information to prevent equipment failures that help avoid additional costs and damage.

For years, maybe decades, we have heard about the struggles between IT and line-of-business functions. In this perspective, we will look at some of the data from our Analytics and Data Benchmark Research about the roles of IT and line-of-business teams in analytics and data processes. We will also look at some of the disconnects between these two groups. And, by looking at how organizations are operating today and the results they are achieving, we can discern some of the best practices for improving the outcomes of analytics and data processes.

Ventana Research recently announced its 2022 Market Agenda for Analytics, continuing the guidance we have offered for nearly two decades to help organizations derive optimal value from technology investments in order to improve business outcomes.