How do top- and bottom-performing companies differ in using business analytics?

Purpose Business analytics (BA) has attracted growing attention mainly due to the phenomena of big data. While studies suggest that BA positively affects organizational performance, there is a lack of academic research. The purpose of this paper, therefore, is to examine the extent to which top- and bottom-performing companies differ regarding their use and organizational facilitation of BA. Design/methodology/approach Hypotheses are developed drawing on the information processing view and contingency theory, and tested using multivariate analysis of variance to analyze data collected from 117 UK manufacture companies. Findings Top- and bottom-performing companies differ significantly in their use of BA, data-driven environment, and level of fit between BA and data-drain environment. Practical implications Extensive use of BA and data-driven decisions will lead to superior firm performance. Companies wishing to use BA to improve decision making and performance need to develop relevant analytical strategy to guide BA activities and design its structure and business processes to embed BA activities. Originality/value This study provides useful management insights into the effective use of BA for improving organizational performance

A Process to Implement an Artificial Neural Network and Association Rules Techniques to Improve Asset Performance and Energy Efficiency

In this paper, we address the problem of asset performance monitoring, with the intention of both detecting any potential reliability problem and predicting any loss of energy consumption e ciency. This is an important concern for many industries and utilities with very intensive capitalization in very long-lasting assets. To overcome this problem, in this paper we propose an approach to combine an Artificial Neural Network (ANN) with Data Mining (DM) tools, specifically with Association Rule (AR) Mining. The combination of these two techniques can now be done using software which can handle large volumes of data (big data), but the process still needs to ensure that the required amount of data will be available during the assets’ life cycle and that its quality is acceptable. The combination of these two techniques in the proposed sequence di ers from previous works found in the literature, giving researchers new options to face the problem. Practical implementation of the proposed approach may lead to novel predictive maintenance models (emerging predictive analytics) that may detect with unprecedented precision any asset’s lack of performance and help manage assets’ O&M accordingly. The approach is illustrated using specific examples where asset performance monitoring is rather complex under normal operational conditions.Ministerio de Economía y Competitividad DPI2015-70842-

Innovation and Employability in Knowledge Management Curriculum Design

During 2007/8, Southampton Solent University worked on a Leadership Foundation project focused on the utility of the multi-functional team approach as a vehicle to deliver innovation in strategic and operational terms in higher education (HE). The Task-Orientated Multi-Functional Team Approach (TOMFTA) project took two significant undertakings for Southampton Solent as key areas for investigation, one academic and one administrative in focus. The academic project was the development of an innovative and novel degree programme in knowledge management (KM). The new KM Honours degree programme is timely both in recognition of the increasing importance to organisations of knowledge as a commodity, and in its adoption of a distinctive structure and pedagogy. The methodology for the KM curriculum design brings together student-centred and market-driven approaches: positioning the programme for the interests of students and requirements of employers, rather than just the capabilities of staff; while looking at ways that courses can be delivered with more flexibility, e.g. accelerated and block-mode; with level-differentiated activities, common cross-year content and material that is multi-purpose for use in short courses. In order to permit context at multiple levels in common, a graduate skills strand is taught separately as part of the University’s business-facing education agenda. The KM portfolio offers a programme of practically-based courses integrating key themes in knowledge management, business, information distribution and development of the media. They develop problem-solving, communications, teamwork and other employability skills as well as the domain skills needed by emerging information management technologies. The new courses are built on activities which focus on different aspects of KM, drawing on existing content as a knowledge base. This paper presents the ongoing development of the KM programme through the key aspects in its conception and design

ALOJA: A framework for benchmarking and predictive analytics in Hadoop deployments

This article presents the ALOJA project and its analytics tools, which leverages machine learning to interpret Big Data benchmark performance data and tuning. ALOJA is part of a long-term collaboration between BSC and Microsoft to automate the characterization of cost-effectiveness on Big Data deployments, currently focusing on Hadoop. Hadoop presents a complex run-time environment, where costs and performance depend on a large number of configuration choices. The ALOJA project has created an open, vendor-neutral repository, featuring over 40,000 Hadoop job executions and their performance details. The repository is accompanied by a test-bed and tools to deploy and evaluate the cost-effectiveness of different hardware configurations, parameters and Cloud services. Despite early success within ALOJA, a comprehensive study requires automation of modeling procedures to allow an analysis of large and resource-constrained search spaces. The predictive analytics extension, ALOJA-ML, provides an automated system allowing knowledge discovery by modeling environments from observed executions. The resulting models can forecast execution behaviors, predicting execution times for new configurations and hardware choices. That also enables model-based anomaly detection or efficient benchmark guidance by prioritizing executions. In addition, the community can benefit from ALOJA data-sets and framework to improve the design and deployment of Big Data applications.This project has received funding from the European Research Council (ERC) under the European Union’s Horizon 2020 research and innovation programme (grant agreement No 639595). This work is partially supported by the Ministry of Economy of Spain under contracts TIN2012-34557 and 2014SGR1051.Peer ReviewedPostprint (published version

How can SMEs benefit from big data? Challenges and a path forward

Big data is big news, and large companies in all sectors are making significant advances in their customer relations, product selection and development and consequent profitability through using this valuable commodity. Small and medium enterprises (SMEs) have proved themselves to be slow adopters of the new technology of big data analytics and are in danger of being left behind. In Europe, SMEs are a vital part of the economy, and the challenges they encounter need to be addressed as a matter of urgency. This paper identifies barriers to SME uptake of big data analytics and recognises their complex challenge to all stakeholders, including national and international policy makers, IT, business management and data science communities. The paper proposes a big data maturity model for SMEs as a first step towards an SME roadmap to data analytics. It considers the ‘state-of-the-art’ of IT with respect to usability and usefulness for SMEs and discusses how SMEs can overcome the barriers preventing them from adopting existing solutions. The paper then considers management perspectives and the role of maturity models in enhancing and structuring the adoption of data analytics in an organisation. The history of total quality management is reviewed to inform the core aspects of implanting a new paradigm. The paper concludes with recommendations to help SMEs develop their big data capability and enable them to continue as the engines of European industrial and business success. Copyright © 2016 John Wiley & Sons, Ltd.Peer ReviewedPostprint (author's final draft