It can seem like a new technology is trending every few days.
While many come and go, some have the ability to make a huge impact on business.
Last year, Gartner released its top 10 tech trends for 2018.
Let’s take a look at some of them to see how these disruptive technologies affect analytics.
Most companies struggle to derive value from business intelligence data, according to Supply Chain Quarterly’s analysis of research in big data analytics.
One of the most frustrating things about software is when it fails to provide value.
That’s exactly what static business intelligence software does.
Think to yourself: If this software vanished today, would I change how I do business?
Learning a new piece of software can be difficult, but it doesn’t have to be.
To say that implementing new enterprise software can be a challenge is an understatement.
Just over one-third of software projects finish on time and on budget. That might be why 75 percent of business and IT executives believe their software projects are doomed to failure.
We understand that business intelligence software implementation has a stigma attached to it.
Ominous.
That’s what often comes to mind when employees find out they must learn a new piece of software. After all, they already know how to do their job, so why do they need a new tool?
Consider that only 59 percent of business software implementations are completed within their original timeframe, according to the BI Survey.
Suppose your business has just purchased a major business intelligence software tool. You bought it because it would help alleviate your greatest pain points. And you’ve helped contribute to the upward spending trend in enterprise software.
Then your worst fear comes to life.
We’ve heard some pretty bad supply chain analysis advice over the years.
Some of that advice is exemplified in these examples which show just how bad things can get.
To be fair, the scope of some of these examples wasn’t known until too late. However, one big takeaway we’d like to mention up front is to plan for failure—what you’ll do when the playbook you’ve so carefully crafted is thrown out the window.
We’re done with pivot tables, and we think you should be, too.
Scoffing at the time-honored pivot table may seem heretical. After all, pivot tables have been around for more than 30 years and have helped countless employees summarize scads of data across organizations of all sizes. Your search engine results for “pivot tables” will return no shortage of tutorials and information singing their praises.
Guha is CEO of CGN Global with over 20 years of experience managing complex business challenges and defining unique approaches for business strategy and collaborating with other Senior Executives to drive strategic transformational change within global firms.
Harsh is Managing Partner for CGN Global with over 30 years of experience in managing multiple global manufacturing businesses and creating new high growth businesses and has held senior positions with Schlumberger, General Instrument Corporation, Sumida Corporation, Avon Products and General Mills.
Mark has over 35 years of experience and most recently held the position of Executive Director for a large manufacturing firm where he was responsible for corporate processes including operations planning, real estate, quality, capability building, and supply chain.
Jim has over 30 years of experience in the accounting field including auditing, tax and consulting with industry experience spanning law, healthcare, retail, construction, not for profits, the public sector, and manufacturing.
Muthu is a seasoned and accomplished executive who has helped leading companies shape innovative strategies to drive distinctive top and bottom line growth through business and technology transformations, advanced analytics, tools and processes. He has over 26 years of professional experience in both industry and management consulting, which includes Cisco Systems, Motorola, McKinsey & Company, General Electric, and United Airlines.
Mike has over 35 years of experience and most recently held the position of Director of S&OP, Demand & Orders and Capacity Planning for a large manufacturing company where he was responsible for designing and leading the execution of key enterprise processes including S&OP, Capacity Planning, Dealer S&OP and Orders & Inventory Optimization.
Jim has 25 years of extensive experience in diverse mid-markets including growth advisory, mergers and acquisitions, capital sourcing, corporate sales and divestitures, and in-depth strategic and financial analysis.
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