Leading With Data· a Bicycle Guide

Partial book profile

Competing on analytics the new science of winning

Davenport, Thomas H., 1954- author, Harris etc.

Organizations achieve significant and sustainable competitive advantage by building an enterprise-wide capability to use data and analytics systematically to outthink and out-execute the competition.

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What it’s about

In a business landscape where traditional sources of advantage have eroded, "Competing on Analytics" reveals a new and powerful basis for competition: the strategic use of data. Authors Thomas Davenport and Jeanne Harris introduce the concept of the "analytical competitor," an organization that leverages business intelligence, predictive modeling, and fact-based decision-making to its core. Through compelling case studies from companies like Netflix, Caesars Entertainment, and UPS, the book provides a clear roadmap for transformation. It introduces a five-stage maturity model to help leaders assess their current capabilities and lays out the essential components—Data, Enterprise, Leadership, Targets, and Analysts (DELTA)—required to build a culture and infrastructure that not only supports but is driven by analytical insight, ultimately leading to superior performance and market leadership.

The through-line

Who it’s for
A business leader, manager, or executive who wants to improve their organization's performance and find a sustainable competitive advantage in a world where traditional differentiators are eroding.
The problem
The organization struggles to differentiate its offerings, faces intense competition, and makes critical decisions based on intuition or incomplete information, leading to suboptimal performance and missed opportunities. Leaders feel uncertain and anxious, suspecting they are 'flying blind' and not leveraging their data effectively. They are overwhelmed by the complexity of building a true analytical capability and fear being disrupted by more data-savvy competitors.
The plan
  1. Understand the nature of analytical competition and its core attributes.
  2. Assess your organization's current position using the five-stage analytical maturity model.
  3. Build the foundational pillars of capability: Data, Enterprise, Leadership, Targets, and Analysts (DELTA).
  4. Cultivate the necessary human resources—leaders, professional analysts, and analytically-minded employees.
  5. Develop a robust and integrated technology architecture to support enterprise-wide analytics.
The payoff
The organization consistently outperforms competitors by making better, faster, data-driven decisions. · Key business processes are optimized, leading to higher efficiency, greater profitability, and enhanced customer loyalty. · The company develops a sustainable competitive advantage that is difficult for rivals to replicate.

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