David Menninger's Analyst Perspectives

MicroStrategy is a long-standing business intelligence and analytics vendor that operates worldwide. Founded in 1989, this publicly traded company with hundreds of millions of dollars in revenue recently held its first in-person conference since prior to the pandemic. Similar to previous in-person events, the event was well attended by about 2,000 attendees and exhibitors. The theme, “MicroStrategy One,” is a way to explain the breadth of capabilities the company offers. The breadth of the product offering is one of the company’s greatest strengths, but also one of its biggest challenges.

Artificial intelligence (AI) has evolved from a highly specialized niche technology to a worldwide phenomenon. Nearly 9 in 10 organizations use or plan to adopt AI technology. Several factors have contributed to this evolution. First, the amount of data they can collect and store has increased dramatically while the cost of analyzing these large amounts of data has decreased dramatically. Data-driven organizations need to process data in real time which requires AI. In addition, analytics vendors have been augmenting business intelligence (BI) products with AI. And recently, ChatGPT has raised awareness of AI and instigated research and experimentation into new ways in which AI can be applied. This perspective, the second in a series on generative AI, introduces some of the concepts behind ChatGPT, including large language models and transformers. Understanding how these models work can help provide a better understanding of how they should be applied and what cautions are necessary.

Generative AI is a class of artificial intelligence used to generate new, seemingly real content. Broadly speaking, AI has traditionally been used to identify patterns in data and apply those patterns to categorize and predict behaviors. For instance, it can organize customers into groups (or clusters) with similar characteristics, or predict which customers are most likely to respond to certain offers.

In my perspective on decision intelligence, I lamented the fact that business intelligence technologies have left the rest of the exercise to the reader for too long. Making a decision is a process that involves many steps and many people. Decision-making is so complicated and divorced from day-to-day business processes that organizations have had to create entirely separate teams to focus on the analytics and data to support it. One aspect of the decision-making process that can be enhanced by technology is collaboration.

For years various types of systems have produced log files to help with monitoring, debugging and performance management. Often, this information was used in forensic analyses of why interruptions in service or other problems occurred. In many cases, log files are still used this way. But systems have grown more complicated, and many more devices are instrumented. Systems have been decomposed into much finer-grained, interdependent services. Infrastructure is now distributed between on-premises and multiple cloud providers. In addition, expectations now include 24x7 operation and real-time responsiveness. All of these factors combine to create challenges with volume and velocity of data that is collected and analyzed.

I’ve previously written about the analytics continuum, which spans a range of capabilities including reporting, visualization, planning, real-time processes, natural language processing, artificial intelligence and machine learning. I’ve also written about the analysis that goes into making intelligent decisions with decision intelligence. In this perspective, I’d like to focus on one end of the analytics continuum, which I’ll label advanced analytics.

Ventana Research recently announced its 2023 Market Agenda for Analytics, continuing the guidance we have offered for nearly two decades to help organizations derive optimal value from technology investments to improve business outcomes.

I’m proud to share Ventana Research’s 2023 Market Agenda for Digital Technology. Our focus in this agenda is to deliver expertise to help organizations prioritize technology investments that improve customer, partner and workforce experiences while also increasing organizational effectiveness and agility.

For far too long, business intelligence technologies have left the rest of the exercise to the reader. Many of these tools do an excellent job providing information in an interactive way that lets organizations dive into the data and learn a lot about what has happened across all aspects of the business. More recently, many of these tools have added augmented intelligence capabilities that help explain why things happened. But rarely did any of these tools provide information about what to do or how to evaluate the alternative ways in which you might respond.

Analytics processes are all about how organizations use data to create metrics that help manage and improve operations. Yet, the discipline applied to analytics processes seems to be lacking compared to data processes. I’ve pointed out that the weak link in data governance is often analytics. Organizations can also do a better job tying AnalyticOps to DataOps and do more to define and manage metrics. Our research has shown that creating and managing metrics in a semantic model improves analytics processes.