Moving the intellectual competence and operational dynamics of a firm to the hall of excellence wherein every key player and work process fit into intelligence best practices.

1. Developing Enterprise-Wide
Analytical Capability
Dr. Elijah Ezendu
FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,
PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr

2. “The most successful companies are
those whose CEOs make reasonably
accurate forecasts more of the time
than do their competitors”
- Robert Crandall

3. Analytical Capability drives business
activities to uncommon performance
and distinctiveness thereby
increasing its competitiveness.

4. The Rise of Analytics
Current realities have induced
organizations to take hold of
mathematical analysis and advanced
quantitative models for ascertaining
beeps and acts in business
environments.

5. Competing on Analytics Stages Model
Stage 1 (Analytically Impaired): Negligible capability.
Stage 2 (Localized Analytics) : Local and opportunistic capability.
Stage 3 (Analytical Aspirations): Begin efforts for more integrated data and
analytics.
Stage 4 (Analytical Companies): Enterprise-wide perspective, able to use analytics
for point advantage, but not yet at the optimal level.
Stage 5 (Analytical Competitors): Enterprise-wide, big results and sustainable
advantage.
Source: Thomas Davenport and Jeanne Harris, Competing on Analytics

6. Requirements for Developing Enterprise-Wide
Analytical Capability
Every member of the organisation must be analytics literate
and compliant.
 The firm must have a practicable enterprise-wide analytics
policy.
Establishment of cross-functional Project Team for
management of analytical capability.
Establishment of stretched objectives.
Top management buy-in.
Training of staff for appropriate skill acquisition.
The use of analytical software.
Proper orientation of staff.
Every component of the value chain must be involved.
Implementation and Promotion of Analytics Culture.

7. Cross-Functional Project Team for
Advancing Analytical Capability
This project team should consist of
managers/professionals selected from every
department, and must be led by the Head of
Competitive Intelligence in that organisation.

8. The Key Elements in an Analytical Capability
Organisation
• Insight into performance
drivers
• Choosing a distinctive
capability
•Performance management
and strategy execution
•Process redesign and
integration
Human
•Leadership and senior
executive commitment
• Establishing a fact-based
culture
• Securing and building
skills
• Managing analytical
people
Technology
• Quality Data
•Analytical technologies
Source: Thomas Davenport and Jeanne Harris, Competing on Analytics

9. Strategic Focus
The strategic focus of a firm in analytical
competition is usually aligned to its
competitive strategy, and determines key
areas to explore for building unique and
outstanding capabilities.

10. Which Strategic Focus?
• Cost Reduction
• Profitability Analysis
• Product Configuration
• Product Portfolio
• Supply Chain
• Customer Analysis
• Value Proposition
• Operations
• Price Analysis
• Service Analysis

11. CI Audit
Source: Elijah Ezendu, Competitive Intelligence

12. Analytical Technologies
Softwares for analytics apply complex
predictive and descriptive analytics for
mapping business drivers such as
product profitability, supply chain
effectiveness and customer churn thereby
converting data into actionable
information. They provide room for
comparing projects and resources to
structures and timeframes effectively.

13. Data-mining for Analytics
Data mining entails the application of computer
technology for surveying and utilizing data.
The applicable techniques in data-mining include
the following:
• Neural Networks
• Clustering
• Data Visualization
• Statistical Analysis
• Genetic Algorithm
• Rule Indication

14. Criteria for Evaluation of CI Software Applications
i. Information Needs Identification
ii. Information Acquisition
iii. Competitive Information Organisation and Storage
iv. Information Analysis
v. Presentation of Intelligence
vi. Distribution of Intelligence
vii. Ease of Using Interface
viii. Capability for Changing Display
ix. Navigation Features
x. Software Compatibility
xi. Requirements of Technical Expertise
xii. Usefulness of Help Facility
xiii. Total Cost
Source: France Bouthillier & Kathleen Shearer, Comparative Analysis of Competitive Intelligence Software Applications

15. Analytical People
Quantitative focused people drive analytics within an organisation. Some
quantitative disciplines are as follows:
 Business Field
 Physical Sciences
 Economics
 Psychology
 Engineering
Nonetheless, some people have developed analytic mind without
studying quantitative focused courses.

16. Analytical People
Amateurs ProfessionalsSemi-Skilled Practitioners

17. The major task confronting organizations
in the course of building enterprise-wide
analytical capability is conversion of non-
analytics inclined people to the level of
‘analytics advocates’, especially those
functioning as heads of departments,
sections and units. This is necessary to
ensure silos decision makers don’t ruin the
project.

18. Factors in Managing Analytical
Professionals
1. Recognize relative scarcity.
2. Use a mix of career incentives and reward
for reducing staff turnover.
3. Provide appropriate technology support.
4. Provide adequate training and
development opportunities.
5. Ensure effective governance.
6. Entrench ethical principles.
7. Overcome role-paralysis

19. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise
in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround
Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e-
Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business
Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova
Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l Board of
GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training),
Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management
Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead
Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited;
Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles),
Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping;
Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria;
Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic
Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria;
Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa;
Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost
Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of
Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business
Administration and Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of
Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting
intangible contributions of host communities and ecological environment: A model celebrated globally
as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host
communities. He had served as Examiner to Professional Institutes and Universities. He had been a
member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.

20. Thank You