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The ascent of analytics: A rundown

Divina Paredes | March 1, 2016
ICT leaders share their experiences on propelling data analytics to the frontline of decision-making.

Providing we have fail-safes in place, you can make far more efficient use of your resources this way.

Data is debunking myths all the time. Governments traditionally work in silos. Child protection area does not know what is happening within the health or education system. But when you bring that data together in a research type context, we make it available and help more agencies make better decisions about where to focus resources.

But there are also complex privacy concerns, and we need to be careful about using evidence.

We are on the threshold of harnessing the power of analytics. But there is an important dimension – the ethical dimension. Just because you can do something doesn’t mean you should.

We should be aware of this as analytical tools become more powerful and insightful.

Approachable analytics is about making it accessible to a broadening base. This requires organisations to have the agility of a start-up but the resilience of a blue chip company.

Carmen Casagranda, Cigna:

Like any technology process, we have been going through a maturity model. In that model we are going from hindsight driven reporting to move into insight driven analytics.

We built a business intelligence team to address this. We had reporting decentralised across the organisation so we had lots of great work happening in different departments. This led to an age old argument of which data is the right data, and we had conversations around where the data is coming from and where the insights are being driven.

We centralised that under one team and brought in a professional BI manager to help pull the team together. We have people around the organisations building that team up. We have been pushing ahead with real-time analytics.

We are making sure we are freeing up the data so that people that actually need it make real-time decisions. We are giving that information to the right areas of the organisation so we can turn information into insights to make strategic decisions based on the quality and integrity of our data.

How do you get the message across to the Board and your executive peers?

Claire Govier, Kiwibank:
Data analytics can join the dots and bring things together into stories and facts that has not been done before.

Traditionally in banking, the analytical and operational teams were not necessarily hooked up, or were working in different parts of the organisation, creating different data sets for very different purposes.


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