Optimizing broader, enterprise-wide value from analytics is often challenging due to:
- Availability and retention of skills needed to design, implement and manage an analytics capability
- Need to rapidly innovate, evolve and roll out analytic technologies and services to meet changing business needs
- Uncoordinated governance and initiatives, which lead to fragmented knowledge, unaligned technology solutions, higher costs and silo-solutions within functions or geographies
- Lack of executive sponsorship, often due to “gut-feel” management styles versus relying on data and resulting insights, as well as historic lack of confidence in the value of lower maturity analytic solutions
IBS operating models overcome these challenges and offer an enterprise-wide platform for innovating, building, serving, maintaining and evolving Analytics Services to all parts of the company.
These models offer four key advantages:
- Innovation and evolution platform: The combination of a coordinated, global delivery network together with end-to-end process governance and transparency provides a unique platform on which companies can transform and implement enterprise-wide analytics.
- Digital technology and transformation enabler: Leveraging end-to-end process and service knowledge, centralized specialists are better able to create value-adding analytic services. In IBS delivery centers, Analytics Services have access to latest technologies, used to optimize and scale new capabilities—something that is often skill and cost prohibitive in decentralized or regional operating models.
- Unique enterprise view: With end-to-end processes, cross-functional and cross-geographic views, and centralized internal and external data availability, shared Analytics Services teams are able to provide unique, neutral views of data and identify new business opportunities for their business partners in a consistent and efficient manner. They serve as “one source of truth” for data analysis and insight.
- Traditional shared business service benefits: By consolidating specialized skills in the right location with the right level of quality, companies can optimize costs and better understand their internal partners’ service requirements. Synergies with other IBS services produce additional cost, productivity and knowledge gains. Focused Centers of Competence are also often more able to attract hard to find skills and talent in the market.
Several global consumer goods companies have, for example, recently chosen to re-align decentralized functional analytics efforts and teams under the common umbrella of their shared services organizations, seeing that the competencies required to implement, operate and perform value-adding analytics, not to mention the value of common IT solutions and approaches, are better achieved in a shared center of excellence.
These shared Analytics Services teams are ideally composed of a diverse set of data science and modelling skills, visualization specialists, software developers and, of course, business analysts to perform the portfolio of analytics services. Companies leverage internal specialists, often supplementing with external service providers for infrastructure, software development and cloud services as required.
More agility for analytics model evolution
While initial, cross-functional Analytics Services were focused on leveraging initial data-warehousing and business intelligence tools, leaders are leveraging more advanced technologies, including artificial intelligence solutions, to drive improved business value. Leaders are not just looking to analyze what has taken place, but rather seek through predictive analytic methods what might happen, and ideally what prescriptive actions can be taken today to impact the future.
Nearly three quarters of companies surveyed in recent Accenture research see digitization, analytics and intelligent automation (DAA) as a top priority,3 with data analysis and insight being seen by 57 percent as the key benefit derived from AI solutions.4 Related Accenture insight from recent cross-industry studies and experience shows that 50 percent of companies implementing a well-organized analytics capability expect to deploy best in class Analytics Services, and estimate annual benefits of more than five percent in sales lift.5
As IBS organizations continue to pursue service enhancement opportunities, leveraging their traditional value proposition and applying this to the area of advanced Analytics Services can unlock substantial value for the business, making the shared business services model a real integrated component of successful companies’ overall operating models.
Experiences from companies optimizing their use of Analytics Services and advanced digital analytics solutions has shown, for example, sales improvements of between two to four percent through optimizing pricing, channel and marketing activities through improved analytics insight, focusing sales force efforts.
The inherent benefits—described above—of such models allow much quicker, coordinated and effective evolution of Analytics Services to reach a higher degree of maturity and value to the company as a whole.
Analytics Services: Human-centric, data-led, technology-driven
Building on the core components of robust Analytics Service models, including global delivery networks and governance, end-to-end process understanding, innovative service creation and delivery skills, and all based on the ability to serve as an innovation driver with advanced digital solutions—Analytics Services teams can unlock new business value opportunities previously trapped in operational data.