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  • admin 10:00 am on February 21, 2017 Permalink
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    Solution Showcase Teradatas Compelling Open Source Strategy 


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  • admin 9:52 am on August 16, 2016 Permalink
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    Visual Analytics – the Missing Link In Your Social Listening Strategy 

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  • admin 9:51 am on April 29, 2016 Permalink
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    How Can You Supplement Your Data Strategy? 

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  • admin 9:48 am on November 26, 2015 Permalink
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    From Farm to Fork McCain Employs a Data Driven BI Strategy 


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  • admin 10:34 am on November 6, 2015 Permalink
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    Webinar: “From Farm to Fork” McCain’s Data-Driven Strategy 

    Join us as Lennie Colborne discusses McCain’s migration to a single global instance of SAP ERP and Teradata IDW – an effort dubbed the “One McCain Project”.
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  • admin 9:52 am on September 3, 2015 Permalink
    Tags: Aligned, , , Strategy,   

    Is Your Information Structure Aligned with the Corporate Strategy? 

    So, your organisation just went through yet another restructure! You notice that the new structure does not look very different to the last one 6 months ago and again not vastly different to how it was 20+ years ago and likely to remain for the foreseeable future, with the exception of Heads that change!


    Source: England.nhs.uk

    By keeping the general organisation design this way the top level management can maintain span of control by establishing boundaries and rules of behaviour to ensure certainty that the organisation’s resources are efficiently managed to provide best return on investment. This sort of organisation structure, generally recognised as mechanistic or bureaucratic is commensurate with a view that strategy is formed at the top of the organisation and the rest of organisation is seen as a means of implementing the strategy. While generally not visible in the organisation chart, other forms of design co-exist (e.g. matrix structures) in most organisations, to enable new product development, geographic integration and cross-functional coordination.

    In this resource-driven paradigm, enterprise information is considered a corporate resource and is centrally managed. Corporate managers continually enhance and ‘ring-fence’ corporate data as part of the planning process with an expectation that it can be tapped at any time with the reliability, stability and certainty of achieving a predictable value from it. For top level managers and the customer-facing employees the enterprise information becomes mission critical and a proxy to the state of affairs of the organisation. So, the limits imposed on the organisation’s database are based upon the managers’ own perception of their value as information. In this context, relational databases, SQL, strict service levels for concurrent query workload management become the norm. From this perspective, hierarchical organisational structures, SQL and relational databases join the ranks of death and taxes.

    This is not to say that bureaucratic organisational structure is the only design or ideal or desirable design for a number of reasons: globalisation, mergers and acquisitions, horizontal / vertical integration, outsourcing, crowdsourcing, digital transformation etc. Henry Mintzberg, one of the most influential researchers in organisational strategy wrote the book in 1980, “Structures in Five: Designing Effective Organisations”.

    Mintzberg advises organisational strategists to change the precise configurations of their organisation regularly by adjusting the 5 essential components of the structure (i.e. Strategic Apex, Middle Line, Operating Core, Techno-structure, Support Staff) while maintaining the basic form (i.e. Functional hierarchy; Divisional hierarchy; Adhocracy; Network organisation etc) for ensuring control (see example pictures below). Most notable of these is Adhocracy, which has very little formal structure for companies facing complex and dynamic environment with highly skilled professional specialists in their organisation who work together through a process of mutual adjustment.


    Source: lindsay-sherwin.co.uk

    Among companies that have leveraged such informal structures is 3M Corporation, which regularly formed a small number of teams to try out new ideas; some die out fairly quickly, but others develop into new growth opportunity that spins off as new ventures or even separate divisions. A notable example is the Post-It Note that was developed out of the bootlegging program.

    Why should enterprise information architecture and structure, on which the executives, managers and employees who rely on for running their business be any different? Is the enterprise information structure adapting to dynamic changes? Why not use Discovery Analytics that minimises risks to derive greater value to the enterprise?

    Much as how organisation strategy and organisational structures have evolved over time, digital (i.e. Online, social network, social media ,etc) is transforming the information landscape of the enterprise into loosely coupled and non-coupled data structures that co-exist with tightly coupled structures (see diagram below) to enable enhanced intelligence from advanced analytics. In fact, machine learning is becoming a big driver because of its implications for the service industry wherein many traditional services type activities can be done by computers more quickly, more cost effectively and more accurately.

    In this digital age, Teradata’s Unified Data Architecture allows the flexibility for organisations to adapt to the changing attitudes and behaviours of customers by seamlessly integrating all types and structures of data to enable strategic and operational intelligence.

    Hence, on the one hand, the extent of information at the core is limited by the boundaries drawn up by the managers, and on the other hand, expanded by the variety of enterprise data accessible by the customer-facing employees. So, modern enterprise information is the consequence of a complex mix of structured and semi-structured data that transform perceived information into actionable decisions by using the skills of employees for the benefit of improved communication and organisational performance. Is your Information Architecture aligned with the corporate strategy? Do you have business governance in place to ensure Discovery Analytics is in the corporate agenda?

    Sundara Raman is a Senior Communications Industry Consultant at Teradata. He has 30 years of experience in the telecommunications industry that spans fixed line, mobile, broadband and Pay TV sectors. He specialises in Business Value Consulting, business intelligence, Big Data and Customer Experience Management solutions for communication service providers. Connect with Sundara on Linkedin.

    The post Is Your Information Structure Aligned with the Corporate Strategy? appeared first on International Blog.

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  • admin 9:55 am on July 30, 2015 Permalink
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    Teradata’s SQL-on-Hadoop Strategy Begins with Presto 

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  • admin 10:33 am on May 9, 2015 Permalink
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    Keys to Creating an Individualized Data Driven B2C Marketing Strategy 

    Savvy marketing teams are implementing data-driven, individualized B2C strategies to drive results, and digital experiences are now a critical part of that customer journey — from exploration and purchase to use and engagement. Join us to learn best practices for taking action on customer data and the importance of creating an individualized customer approach.
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  • admin 9:54 am on April 2, 2015 Permalink
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    Developing a Data Strategy Seven Common Mistakes and How to Avoid Them 


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  • admin 9:55 am on March 30, 2015 Permalink
    Tags: , , Execution, , Strategy   

    Best Practices for Big Data Strategy Execution 

    by David A. Kelly

    To identify the essential components for any big data strategy, Teradata Magazine spoke with three noted experts who have conducted substantial research and handled the physical implementations of big data initiatives. Each one addresses a best practice you can adopt to develop your successful strategy:

    > View Big Data as a Valued Corporate Asset

    Like existing corporate data sources, the information in the ever-expanding world of big data needs to be viewed as an important asset. Organizations have to dedicate resources and capital to manage and take advantage of the new opportunities that big data provides, including using it in conjunction with all of their other data—it’s the combination of data that makes it the most powerful. One of the main benefits of the data is the ability to accelerate innovation and create new business or service models.

    “Before the advent of big data, there was often a feeling of ownership when it came to data that was generated or used within organizations. Departments would define set data as ‘theirs.’ But now, with big data, it’s no longer about just how a single group should manage or use data, it’s about how that data can benefit the organization as a whole. It’s really a different way of looking at data and the value it can bring to an organization. With big data, your corporate view has to be more expansive.”

    —Vince Dell’Anno, managing director, Information Management – Data Supply Chain, Accenture Analytics

    > Foster a Culture of Embracing Data

    To obtain the full benefits of a big data strategy, cultural changes are often needed on both the business and IT side. Organizations need to foster attitudes that value creativity, experimentation and taking data-informed risks. Business and IT leaders need to be willing to challenge, adapt and refine both their strategy and execution plans based on data and practice fact-based decision making.

    “With big data, the business side of an organization needs to be open to having its assumptions second-guessed. There’s no point in exploring big data if the results will have no effect on how the business is run. It can be uncomfortable, but a business needs to be open to the impact that the analysis of big data can have. At the same time, IT organizations need to take a different view—they need to be more open and encouraging about the use of different types of data, and be more business and user-driven.”

    —David Stodder, director of business intelligence, TDWI Research

    Collect Diverse Data, Then Follow Up With Action

    Organizations need to integrate data as a foundation for cross-functional analysis while also developing ways to measure and track data that can govern the business. Big data allows organizations to empower both front and back office functions through better access to more information. Employees can take action at the point of insight, increasing responsiveness and agility.

    “By collecting a wide variety of customer interaction data, including social media interactions, organizations can leverage data to understand the customer and customer experience better to improve customer retention and customer experience.”

    —Dan Vesset, vice president, Business Analytics and Big Data Program for IDC

    Read more about big data strategy in the Q1 2015 issue of Teradata Magazine.

    David A. Kelly is a Boston-based freelance writer who specializes in business, technology and travel writing.

    The post Best Practices for Big Data Strategy Execution appeared first on Magazine Blog.

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