ABSTRACT
Although the overall analytical proficiency is probably the strongest predictor of the quality of data-analysis-derived decision-guiding insights, it is the ability of the organization to “absorb” the so-created knowledge that determines the value of analytics to an organization. The most ingenious analysis, best-fitting models or most eye-opening findings will have little business value, unless they are put to a productive use. The attainment and preservation of informational advantage, discussed in the opening chapter, is contingent on two, equally important factors: 1. the ability to create competitively advantageous and decision-aiding knowledge, and 2. the consumption of that knowledge. The previous chapters were all focused on the former—in this chapter, we turn our attention to the latter.
