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Why Companies Need to Focus on Operational Analytics
of ‘GameChangers’
for‘Laggards’
52% 28% had integrated analyticsin their decision-makingprocess within operationsagainst
GAME CHANGERS LAGGARDS
43%
59%
48%
68%
11%
27%
23% Using external data to enhanceinsights
High utilization of operations data
Routinely collected unstructureddata to improve the quality of data
Integration of Data to AchieveSingle View of Operations Data
45%
The DNA of the Game Changers
Who are the Game Changers?
How do Industry Verticals Fare on Realizing Successfrom Operational Analytics Initiatives?
How Do Countries Fare in Realizing Success from Operational Analytics Initiatives?
Success in Realizing Benefits*
Low
Hig
h
High
Leve
l of I
mpl
emen
tatio
n*
Strugglers
20%Game Changers
18%
Laggards
41%Optimizers
21%
of organizations now prioritizeoperational analytics initiativesover front office
are introducing analyticsinitiatives in their operations.They have mostlyimplemented proof ofconcepts and are alsostruggling to derive benefits.
have integrated most oftheir analytics initiativeswith their businessprocesses and haverealized the desiredbenefits from their analyticsinitiatives.
LAGGARDS
have integrated analyticsin most of their businessprocesses; however, lagbehind in realizing benefits.
STRUGGLERS
GAME CHANGERS
Success in Realizing Benefits
Low
Hig
h
High
Leve
l of I
mpl
emen
tatio
n
Strugglers Game Changers
Laggards Optimizers
China
UK
Nordics
GermanyNetherlands
US
France
HOW CAN ORGANIZATIONS WALK THE TALK ?
Operational Analytics: A Strategic Priority that Remains Unexploited
> 70%
Operations
Potential Benefits viaData-driven OperationalImprovements against
= $117 billion
just $38 billion for consumer facingprocesses
The Size of the Prize Explains the Strategic Shift towards Operations
However, Few Organizations are Succeeding in
Seizing the Operational Analytics Prize
Level of implementation & Success of
Operational Analytics Initiatives
Electricity Companies have leapfrogged other sectors
US Companies have taken the lead
of companies have implementedanalytics initiatives throughouttheir operations and realized theirobjectives
Only 18%
A Robust Data Strategy
A Data-Driven Decision Making Process
#digitaltransformation
Reach out: Interested in reading the full report? Head to https://www.capgemini-consulting.com/going-big-operations-analyticsFollow us on Twitter @capgeminiconsul or email [email protected]
Level of Implementation Low indicates analytics initiatives are still at Proof of concept stage.High indicates analytics initiatives are extensively integrated into business operations.
Success in Realizing BenefitsLow indicates firms are not able to realize desired benefits. High indicates firms are highly successful in realizing desired benefits from analyticsinitiatives.
Success in Realizing Benefits
Leve
l of i
mpl
emen
tatio
n
Strugglers Game Changers
Laggards Optimizers
Electricity ProductionConsumer Products
Manufacturing
Life Sciences / Pharmaceuticals
Automotive
Low
Hig
h
High
Strugglers
Game Changers
Laggards OptimizersDevelop a structured view of Analytics initiatives across the organization
Build B-case and assess operations-wide impact of analytics initiatives
Identify availability and level ofintegration of data within organization
Success in Realizing Benefits
Leve
l of I
mpl
emen
tatio
n
Align initiatives to organization’s strategic objectives
Institute governance mechanismto implement insights across levels
Set-up a feedback loop withstakeholders to review performance
Ensure continuous executivesponsorship for analytics initiatives
Build centralized teams to coordinateefforts
Appoint analytics championsto steward analytics initiatives
*
GOING BIG
OPTIMIZERS
have typically realized earlybenefits from their analyticsinitiatives in a limitednumber of areas within theiroperations and have not yetscaled up to more complexinitiatives.
