01884nas a2200205   4500008004100000022001400041245006100055210006100116260004200177300001000219490000600229520127700235653001301512653002001525653002301545653002401568653002501592100002501617856003601642       2014                        eng d  a1927-032100aFormulating an Executive Strategy for Big Data Analytics0 aFormulating an Executive Strategy for Big Data Analytics  aOttawabTalent First Networkc03/2014  a25-340 v43 aThe recent surge in big data technologies has left many executives, both of well-established organizations and emerging startups, wondering how best to harness big data. In particular, the analytics aspect of big data is enticing for both information technology (IT) service providers and non-IT firms because of its potential for high returns on investment, which have been heavily publicized, if not clearly demonstrated, by multiple whitepapers, webinars, and research surveys. Although executives may clearly perceive the benefits of big data analytics to their organizations, the path to the goal is not as clear or easy as it looks. And, it is not just the established organizations that have this challenge; even startups trying to take advantage of this big data analytics opportunity are facing the same problem of lack of clarity on what to do or how to formulate an executive strategy. This article is primarily for executives who are looking for help in formulating a strategy for achieving success with big data analytics in their operations. It provides guidelines to them plan an organization's short-term and long-term goals, and presents a strategy tool, known as the delta model, to develop a customer-centric approach to success with big data analytics.10abig data10abusiness vision10aexecutive strategy10aIT entrepreneurship10apredictive analytics1 aPalem, Gopalakrishna  uhttp://timreview.ca/article/77301601nas a2200253   4500008004100000022001400041245006000055210006000115260004200175300001000217490000600227520085000233653003501083653001801118653002401136653001601160653002601176653002101202653002401223100002001247700002601267700001801293856003601311       2013                        eng d  a1927-032100aEnabling Sustainable Improvement in IT Entrepreneurship0 aEnabling Sustainable Improvement in IT Entrepreneurship  aOttawabTalent First Networkc06/2013  a28-380 v33 aFirms must embrace processes that enable the information technology (IT) function to become a strategic partner to the business functions it serves. Process ambidexterity is a way for processes to be augmented to improve alignment and adaptability to new markets and technologies. By applying the principles of process ambidexterity, the key elements required for sustainable change within the capabilities that comprise the IT function of the firm are identified. Furthermore, the scope and depth of the dysfunction that is widespread across large firms that depend upon IT are outlined to provide a contextual basis for presenting a solution framework to address sustainable change. This framework for sustainable change is of primary benefit to IT executives seeking to systematically transform the IT function and enable IT entrepreneurship.10acapability maturity assessment10aIT capability10aIT entrepreneurship10aIT function10aprocess ambidexterity10aprocess maturity10asustainable metrics1 aRenaud, Paul, E1 aNarkier, Sheppard, D.1 aBot, Sonia, D  uhttp://timreview.ca/article/694