Advanced Analytics. Interviews with the C Suite

We had much experience in this area, delivering analytics to many executives.   It seems the connections have slipped in general.   It takes more than interviewing them, it takes ongoing connection and review of the goals, processes and the value propositions  involved

Advanced analytics: Nine insights from the C-suite
by Jit Kee Chin, Mikael Hagstroem, Ari Libarikian, and Khaled Rifai

Conversations with hundreds of business leaders reveal nine ways that they are—and are not—adapting to the analytics revolution.

Data and advanced analytics have arrived. The volume of available data is growing exponentially, with more added every day from billions of phones, sensors, payment systems, and cameras. Machine learning is becoming ubiquitous, but organizations are struggling to turn data into value.

The stakes are high. Those who advance furthest, fastest will have a significant competitive advantage; those who fall behind risk becoming irrelevant. Analytics cannot be the sole province of the chief information officer (CIO), as is sometimes the case. The CIO may not understand the business as a whole well enough to spot opportunities and threats, or be influential enough to ensure that the company addresses them appropriately. While the expertise the CIO brings is of course essential, business-unit leaders and CEOs must be in charge of analytics to accelerate the pace of change and to ensure intelligent investment. This is beginning to happen: McKinsey has found that more than 50 percent of CEOs consider themselves the primary leader of the analytics agenda, and that figure has been growing steadily.

With this in mind, we spoke to more than 300 top executives of major companies. Here we offer nine insights based on these conversations, and suggest actions for business leaders to take.  .... "