MSBA 300: Class Discussion

Graded Discusstion – Week 1

By Nguyen Vu Ha Yen Nhi

Module No. Discussion

Module 1: Discussion 1: Criticizing the article, “Competing on Analytics” by Thomas Davenport

Discussion 2: Provost and Fawcett on keeping data within the context of a problem

Discussion 3: Analyze the article “2021 Data and BI Trends” with perspective of Covid-19

Discussion 4: Evan Stubbs on three characteristics differentiate Business Analytics from

Business intelligence

Module 2: Discussion 5: Completing the Business Analytics Model

Discussion 6: Applying perspectives for understanding stakeholders

Discussion 7: Applying the SMART framework for goal-setting

Discussion 8: Iterations during the application of the CRISP-DM model

What changed in the business world in terms of data availability and acquisition

that would explain the analytics explosion we experienced 10 years later? Support

your answer with relevant references.

Response In his 2006 article “Competing on Analytics,” Thomas Davenport noted that only a

few companies—like Amazon and Capital One—had truly integrated analytics into

their core business strategy. These early adopters invested heavily in data collection, IT

infrastructure, and specialized analytics teams to make more informed decisions.

However, back then, analytics adoption was still limited by high costs, long setup

times, and restricted access to advanced tools.

By the mid-2010s, the landscape had changed significantly. The explosion of digital

data—driven by smartphones, social media, online transactions, and connected devices

—allowed companies to tap into vast, real-time data sources. According to IDC (2017),

global data volumes surged from 130 exabytes in 2005 to 16 zettabytes by 2016.

At the same time, the rise of cloud platforms like AWS and Azure made it faster and

cheaper to store, manage, and analyze data, reducing the time it took to build an

analytics infrastructure from years to mere months or even weeks.

Additionally, tools like Python, R, and other open-source technologies became more

accessible, empowering professionals without deep statistical training to run complex

analyses. This democratization of analytics opened the door to wider adoption across
 industries.

On a cultural level, businesses began placing more value on data-driven decision-

making, moving away from gut instinct. Influenced by success stories like Moneyball,

many organizations embraced experimentation and evidence-based strategies.

These combined shifts—in data availability, technology access, and business culture—

help explain why analytics took off so dramatically just a decade after Davenport’s

original insights.

References:

• Davenport, T. H. (2006). Competing on Analytics. Harvard Business Review.

• IDC (2017). The Digital Universe – Driving Data Growth in 2025.

• McKinsey Global Institute (2016). The Age of Analytics: Competing in a Data-

Driven World.

• Gartner (2015). Cloud-Based Analytics and the Democratization of Data.

Discussion 2 Reflecting on what Provost and Fawcett have to say about keeping data within the

context of a problem, name two different functions (for example, Sales, AP,

Logistics, etc.) in an organization and explain each function's perception of a

product.

Response In their article “Data Science and its Relationship to Big Data and Data-Driven
Decision Making,” Provost and Fawcett emphasize that data must always be

interpreted within the context of the specific problem it aims to address. This principle

is evident when examining how different departments within an organization can

perceive the same product in fundamentally different ways. Consider, for instance, the

perspectives of the Sales and Logistics teams.

Sales Perspective

From the viewpoint of the Sales department, a product represents market potential and

profitability. Key concerns include: Will this product attract customers? What is the

optimal pricing strategy? For example, a smartphone may be positioned as a premium

lifestyle item targeted at young professionals. Sales teams leverage data to analyze

consumer behavior, design targeted marketing campaigns, and forecast sales

performance.

When applied effectively, data science supports decisions that drive revenue and

enhance customer satisfaction. As Provost and Fawcett highlight, the value of data lies

in its alignment with specific business objectives—in this case, maximizing product

appeal and sales.

Logistics Perspective

In contrast, the Logistics team views that same smartphone through an operational lens.

Their focus lies in handling, storage, and timely delivery. They address practical

questions such as: Is the item fragile? How can we optimize distribution to meet

delivery deadlines? Data is used to manage inventory, forecast demand, and streamline
 supply chain processes.

When data is interpreted without regard for these logistical realities, it can result in

overstock, delivery delays, or resource inefficiencies. This reinforces the need to tie

data analysis closely to the operational context.

Key Takeaway

As Provost and Fawcett underscore, each department utilizes data to address its unique

challenges, which influences how a product is perceived and managed. While Sales

concentrates on customer appeal and profitability, Logistics prioritizes efficiency and

reliability. Recognizing these distinct perspectives ensures that data-driven insights are

relevant, actionable, and aligned with the organization’s overall decision-making

processes.

Discussion 3 The article 2021 Data and BI Trends puts 10 trends within the framework of what

we have all experienced during the COVID-19 pandemic. Read through the 10

trends. Which one of these trends would have been most important in facing the

pandemic head-on. Share your opinion.

Response Of the ten trends outlined in the 2021 Data and BI Trends report, the one that stands

out as most vital in addressing the COVID-19 crisis is the focus on real-time, business-

ready data.

During the pandemic, organizations across sectors found themselves needing to

static, delayed reporting—were insufficient in such a volatile environment. Leaders

required constantly updated information, enriched with business logic, to make swift

and informed decisions. Whether it was monitoring ICU capacity, distributing medical

supplies, or adapting to changes in consumer demand, access to current, actionable data

became essential.

The report emphasizes a move toward active intelligence, where data is not only

collected but processed and made usable in real time. This transition allowed

organizations to stay ahead by responding at the speed of change. Businesses equipped

with systems capable of managing streaming data could identify disruptions sooner,

deploy resources more efficiently, and maintain operational continuity in a time of

great uncertainty.

Moreover, the trend signals a broader transformation: from reactive decision-making to

anticipatory action. Rather than waiting for problems to arise, companies could set up

data-driven triggers that helped them act proactively. This agility proved to be a

competitive advantage during the pandemic.

In my opinion, organizations that prioritized timely and contextualized data were able

to adapt more effectively, showing that real-time, business-ready data is not just a

technical upgrade—it’s a strategic necessity in times of disruption.

three characteristics that differentiate business analytics from business

intelligence:

1) Business relevance

2) Actionable insight

3) Performance and value measurement

Select one, perform some research, and explain what it means in your own words.

Response In “Delivering Business Analytics”, Evan Stubbs emphasizes that performance and

value measurement is a critical component distinguishing business analytics from

traditional analytics. This principle focuses on assessing whether analytical insights

lead to tangible business improvements, such as increased revenue, cost reductions, or

enhanced customer satisfaction.

Stubbs argues that the true value of analytics lies not just in generating insights but in

ensuring those insights are actionable and lead to measurable outcomes. He notes that a

model with 80% accuracy that can be implemented effectively often provides more

value than a more accurate model that is too complex to deploy within existing systems

This approach necessitates aligning analytics initiatives with strategic business

objectives and establishing key performance indicators (KPIs) to track their impact. By

doing so, organizations can validate the effectiveness of their analytics efforts and
 make informed decisions about future investments.

In summary, performance and value measurement ensures that analytics efforts are not

only technically sound but also deliver real, sustained value to the organization. It

transforms analytics from a purely technical exercise into a strategic tool for driving

business success.

Discussion 5 Add a unique title to the fourth block under Analytics in the Business Analytics

Model that you studied, to complete the model.

Response To complete the final block in the Business Analytics Model, I propose naming it Data

Science.

This area is essential for extracting valuable insights from large and complex datasets

through advanced techniques such as machine learning, statistical modeling, and data

processing. Unlike Business Intelligence, which emphasizes what has already

happened, or Advanced Analytics, which projects future outcomes, Data Science digs
 deeper to uncover patterns and relationships that inform decision-making.

In the fast-changing business landscape of Asia and beyond, Data Science is becoming

a strategic tool that supports innovation and efficiency. It helps organizations not only

understand their data but also turn it into actionable strategies, making it an

indispensable part of a modern analytics approach.

Discussion 6 Imagine your data analytics team is presenting a new customer initiative to the

senior management of a large, family-owned company. One of the attendees is

the semi-retired founder of the company. Choose one of the stakeholder

perspectives that you studied to represent the founder. List four key points you

might cover to address any concerns he/she may have, based on the stakeholder

perspective you chose.

Response When introducing a new customer-focused initiative to senior leadership—especially

a semi-retired founder—it’s essential to approach the conversation through a personal

lens, prioritizing legacy, values, and emotional investment over data and profits.

Begin by emphasizing that the initiative upholds the founder’s original values and

vision. Reinforce that the foundation of the business—built on loyalty and customer
 care—remains at the heart of this strategy.

Next, explain how it will bolster the company’s standing and customer trust. Clarify

that data is being used to deepen customer relationships, not replace the personal

touch the founder championed.

Then, reassure the founder that the initiative respects the company’s identity as a

family-run business. The goal is to support its human-first approach with thoughtful,

informed decisions, not to turn the company into a faceless corporation.

Lastly, position the project as a way to ensure lasting success for the next generation.

Present it as a step toward securing a strong future, not just financially, but as a brand

future leaders can be proud of.

By framing the proposal around these values, you not only address the founder’s

concerns but also show that progress and tradition can coexist.

Discussion 7 The pandemic brought a lot of changes in everybody's lives. Write a SMART

goal to take care of something in your work or personal life that needs to get

back on track.

Response MY SMART goal:

better balance between work and personal life while working hybrid.

 Measurable: I’ll start work by 8:30 AM on both office and home days, set

aside 2 hours each day for deep focus tasks, and check in with my team at

least once a week.

 Achievable: I’ll use tools like Google Calendar to help plan my day and stick

to my schedule.

 Relevant: Getting my routine back on track will help me stay on top of

marketing campaigns, communicate better with the team, and avoid burnout.

 Time-bound: I’ll stick to this plan for the next 4 weeks and do a quick weekly

check to see how it’s going and what I can tweak.

Discussion 8 CRISP-DM is a methodology that allows multiple iterations of most phases. You

can see that from the arrows that go in a reverse or sideways direction. Choose

one of the six phases of CRISP-DM and give an example of when you might

want to follow one of those arrows back to repeat a phase. How will you decide

when your model is ready to deploy?

Response In the Evaluation phase of CRISP-DM, I might find that even though my model

performs well statistically, it doesn’t fully support the business objective. For

example, when I worked on a customer churn model for an insurance case, I noticed
during evaluation that the model mostly predicted churn for low-value customers.

While technically accurate, that wasn’t very helpful from a business standpoint. So, I

decided to go back to the Modeling phase to tweak the model—adjusting features and

modifying the target to focus on higher-value clients instead.

For me, a model is ready to deploy when it not only shows strong performance on

test data but also makes practical sense in the business context. I want to be confident

that stakeholders can use the insights to take real action. Until then, I see the

Evaluation phase as a critical checkpoint to make sure everything is aligned before

going live.