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  • admin 9:51 am on August 12, 2016 Permalink
    Tags: , , Napster, NextGen, , , ,   

    Teradata Powers Analytics for Napster Next-Gen Music Streaming Products 

    Unified Data Architecture™ is new the foundation for integrating Hadoop data into the music service’s big data analytic ecosystem
    Teradata United States

     
  • admin 9:51 am on October 6, 2015 Permalink
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    Teradata PARTNERS Conference Will Showcase the Internet of Things, Big Data Analytics, Next-Gen Marketing 

    Coming October 18: thought leadership in data science, analytics and marketing applications illuminate the future of data-driven business
    Teradata News Releases

     
  • admin 9:46 am on July 16, 2015 Permalink
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    Teradata taps Cloudera to power next-gen Hadoop appliance 

    Teradata Press Mentions

     
  • admin 9:51 am on February 12, 2015 Permalink
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    The Next-Gen Business (Analytics) Analyst 

    NBAA in·dis·pen·sa·ble

    ˌindəˈspensəb(ə)l/

    adjective

    1. absolutely necessary, essential, or requisite

    2. incapable of being disregarded or neglected

    noun

    3. a person or thing that is indispensable.

    Indispensable. A descriptor for the “ultimate” business analytics analyst. Once achieving the status of “indispensable,” many career doors open (and remain open) as one contributes to the hottest growth area in business today, analytics.

    Analytical skills are critical for a Business Analyst looking to differentiate himself or herself from other BA’s that are stuck running reports, distributing Excel and PowerPoint charts, prettying-up graphs, working 8am-5pm, and not asking (or having time for) deeper business questions. The NGBA must understand business needs, gather information, articulate potential solutions, model and solve complex problems, and enable decisions based on limited insights. A growing number of companies are looking to predictive analytics, data mining, text analytics and other analytics techniques to gain the next competitive edge. And with the movement into this space comes the need for talent to support these capabilities. As more and more companies deploy analytics tools and other data analytics capabilities and begin filling out their analytics team, the pool of available talent will shrink making the NGBA a hot commodity and in high demand globally.

    The traditional Business Analyst (BA) role centered on several key capabilities that enabled business process and some technology movement. The BA traditionally owned definition of business requirements for a project and documentation and prioritization of business priorities as it related to technology feature / function needs. In some cases the BA served as a light project manager and at a minimum supported standard project management routines. The “analytics” function was historically handled by statisticians and quantitative analysts typically housed deep in marketing and largely disconnected from the business. For example, during my time at Coca-Cola, the “SAS” group was relatively unknown buried within marketing and separated from the traditional analytic reporting and analysis teams supporting the business. Rarely were they involved in day-to-day business operational routines and for the most part, few knew who was even part of the team. (NOTE: At the time, BI was about getting a good view of historical performance vs. forward-looking predictive analytics). Finally, BA’s are often financial-model focused or known as “report-runners.”

    The Next-Gen Business Analytics Analyst needs both technical and business skills, a set of abilities that takes time – and the right aptitude – to develop. A number of universities have established degree programs in business analytics (advanced analytics) that fill the need for “skills” without experience. These curriculums center their education on a number of disciplines, including statistics, computer science and business development. The NGBA skill set extends beyond the standard BA in that additional project management, analytic function, and business engagement skills are required – and the NGBA typically brings real-life business experience to the team in addition to deeper analytic skills.

    Here are several core skills necessary for the NGBA:

    • Breaking Down The Problem: The NGBA is able to listen to a business stakeholder (and multiple stakeholders across organizational silos) and ask insightful questions to get to the root business problems. The NGBA is then able to originate business requirements, data needs, scope of potential projects (or a rough list of potential solutions / enablers), and critical success factors to support investment in business change. Critical thinking and business understanding are relevant attributes of the NGBA. The NGBA helps to shape data, technology, process and people capabilities required to sustain analytics offerings.
    • Analytical Skills: The NGBA uses a variety of techniques to analyze business problems, define supporting data, and outline potential solutions. For some NGBA roles, knowing how to use tools like R and Python could be critical aspects of the role while in others, spreadsheet, Business Intelligence, visualization and analysis tool knowledge could suffice. The NGBA is able to interpret the results of the analytical insights and communicate the results to key stakeholders in a business context to drive value. While it’s important that the NGBA have a conceptual technical understanding, as it helps to analyze the problem and communicate with technical stakeholders, writing code or queries may not be required.
    • Business Value: The NGBA assists stakeholders with business case development, ROI modeling and by leading business case analysis sessions. In addition, the NGBA measures ongoing project impact to assess performance vs. plan.
    • Communication Skills: The NGBA is an excellent communicator (and facilitator) and in fact can collaborate with both business and technology team members. The NGBA can facilitate working sessions, ask probing questions, and is able to translate business needs into capability requirements – and in the analytics space, define data needed to support the business requirement. The NGBA is also able to quickly frame a business case, current state / future state models, and inputs / outputs that support.

    What are you doing to transition from Dispensable to Indispensable?

    The post The Next-Gen Business (Analytics) Analyst appeared first on Industry Experts.

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  • admin 9:53 am on November 25, 2014 Permalink
    Tags: , , , , NextGen, ,   

    Four Survival Skills That Every Next-Gen Marketer Needs 

    bear grylThe days when marketing executives could justify their jobs with “increased brand visibility” and “higher consumer confidence” now belong to a bygone era, like Mad Men and the three-martini lunch. The marketers of today sound more like data scientists than armchair sociologists as they talk about marketing ROI metrics and how technologies like Hadoop can transform the customer experience. It may seem as though Marketing has finally found its inner geek, but the reality is that data analytics has grown a lot cooler in the last five years. If marketers want to keep up in this new environment, they’ll need to develop these four survival skills and fast:

    An Analytical Mind

    Experience with data analytics is no longer just a qualification for IT. Next-gen marketers will need to roll up their sleeves and dig into their data with gusto and a good understanding of different analytic approaches. That means knowing the different strengths and weaknesses that enterprise data warehouses, marketing applications and big data systems bring to the table.

    The Ability to Navigate the C-Suite

    As marketing departments become drivers of technology in the business, they’ll need to communicate and build consensus among the CIO, CFO and CEO to get buy-in for those technology purchases. This requires that marketing learn to present its initiatives across the C-suite in measurable and understandable ways such as return on marketing investment, shifting capex to opex, growing top-line revenue and capturing market share.

    A Newfound Respect for Customer Preferences

    Next-gen marketers are expected to protect customer relationships and identities rather than behave like paparazzi who would put the pursuit of the perfect customer snapshot ahead of privacy. Despite the amount of personal information shared through social media, consumers are still highly selective and engaged in the kinds of information they share and with whom. Successful next-gen marketers will understand how to achieve customer intimacy by asking permission and using anonymized data analytics to protect identities.

    A Passion for Sharing

    On the other side of the coin, next-gen marketers will need to become better at sharing information with colleagues and trusted business partners. The old days of hoarding data insights like so much treasure have given way to infused intelligence where analytic insights are embedded into business processes such as supply chain management and customer service to create a consistent, 360-degree customer experience.

    As more next-gen marketers enter the global workforce, we’ll begin to see a profound change in the way that other departments and particularly the C-suite view the role of marketing in the organization. The outdated image of Mad Men working magic with smoke and mirrors who could be easily sacrificed to the chopping block during an economic downturn will disappear. In its place, the marketing department of the future will be viewed as a vital Data/Customer Champion whose efforts are instrumental in harnessing data to drive better decisions across the business.

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