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Why P&G CIO Is Quadrupling Analytics Expertise
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gimhoff605
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gimhoff605,
User Rank: Apprentice
2/27/2012 | 7:44:25 PM
re: Why P&G CIO Is Quadrupling Analytics Expertise
P&G is spot on. Messrs. Passerini and McDonald see the goal of real time info as just that. Filippo identifies what this model seeks and is in need of. This is global leadership in businesses data, time sensitive with speed while also being wholly inter-active including live in the field - all inclusive. What is not to like?

To quote from Mark Twain ~ 1908: " Thunder is good thunder is impressive but, it is lighting which does the work." Naturally the world has changed since so to borrow this metaphor today: P&Gs new model may be like the speeding up global lightening strikes in frequencies and with far better precision and results. I like it. Greg Imhoff
DRUSE000
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DRUSE000,
User Rank: Apprentice
2/22/2012 | 10:02:41 PM
re: Why P&G CIO Is Quadrupling Analytics Expertise
I wonder if the speed of decision making will actually increase given P&G's consensus style of decision making. I am sure that these new insights can improve the quality of decisions. I am not convinced that the speed of decision making will increase unless P&G changes its decision making model and decision rights. Chris, did you have any discussion with Passerini on this?
Sam Iam
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Sam Iam,
User Rank: Apprentice
2/18/2012 | 1:37:57 AM
re: Why P&G CIO Is Quadrupling Analytics Expertise
I wouldn't call this "analytics" in the sense of using predictive analytics to determine likely outcomes. It sounds like moving from pumping out static reports to a business intelligence self-service model. In other words, they can figure out that there was a dip in detergent sales and try to piece together the reasons why after the fact, but they did not use SPSS/SAS style multiple regression analyses and other predicative modeling tools to know that there would be a dip in detergent before it happened. It is stage two of a three stage evolution. People used to get reports which told them what happened, but not why. They now know what and why, but the cutting edge step is moving to understanding what will happen and why it will happen using modeling tools before they implement a decision.

Many organizations, if we are honest, do not even know to a high level of certainty what happened. They get BI reports and everyone immediately questions the validity of the numbers. Master data management and data quality is a necessary first step for many organizations before they even are serious about BI or analytics.
ChrisMurphy
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ChrisMurphy,
User Rank: Author
2/17/2012 | 5:48:59 PM
re: Why P&G CIO Is Quadrupling Analytics Expertise
You highlight a huge risk: that IT will try to "get as much data as possible so that the executives can ignore it." P&G's approach is the opposite of that. Passerini explicitly tries to avoid that risk by doing what he calls "putting the cart before the horse." So, his team first created this Business Sphere, which allows data to be shared in a very dramatic way in front of the executive team, knowing that he couldn't yet provide all the data that those execs would want to discuss. By design, IT didn't try to figure out all the data execs would want. IT has tried that approach for ages and it doesn't work. Instead, Passerini put the data visualization platform in place, knowing execs would complain that they need more data about XYZ. IT would react to that pull -- execs asking for data -- rather than guessing what they wanted and collecting that.
TechYogJosh
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TechYogJosh,
User Rank: Apprentice
2/17/2012 | 9:43:09 AM
re: Why P&G CIO Is Quadrupling Analytics Expertise
Not sure what is so amazing in here. Perhaps the article is not providing enough ground for readers to appreciate this so called transformational journey. These type of data-points are always captured, and ignored. The classic Dilbert model of "get as much data as possible so that the executives can ignore it and make decisions based on company politics." CIOs have to "prove" their worth and justify their place in the organization and therefore have to keep on doing things which appear "helping business". Otherwise if things are what they were 3 years back, the role of IT will be questioned and CIO will come under stress. Its the same thing across organizational chain, everyone has his/her performance indicators and promised goals to achieve and thrive to achieve them irrespective of the fact that those are largely useless.


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