Big Data and Competitive Advantage

The link between big data and corporate competitive advantage

Success in business is all about building, sustaining and augmenting competitive advantage.

SuccessGiven comparable infrastructure (Capital, Access to Capital, Land, Equipment, Tools, Premises, Staff, Intellectual Property/Knowhow, Current Products/Services, Products / Services Under Development, Projects Awaiting Approval, Technology Trends, Changing Legislation, Competitors) what is it that distinguishes one corporation from another in terms of ability to augment competitive advantage?

If you subscribe to the notion that managing a business today is more complex, has more options, shorter ROI timelines, with increased risk and uncertainty, one differentiating factor is the methodologies in use for strategic and operational planning, monitoring and control.

Let’s start with the problem of making best use of scarce corporate resources.

Most organizations have no shortage of exciting initiatives that could be undertaken at any point in time but lack the resources to implement more than a few of these.

It follows that strategists need ways and means of ranking prospective initiatives in order of decreasing attractiveness.

For this, they need to be able to inventory candidate initiatives, with an indication of the resources they would need going forward. Clearly, we might as well also inventory existing initiatives with the resources they are using in order to be able to determine on an ongoing basis which resources are available for new initiatives.

Strategists don’t like to tie up any one resource completely as that might prevent new initiatives from being undertaken so each resource needs a minimum reserve level.  Similarly, they don’t want any one resource to be tied up for too long a period of time.

A practical approach is to dynamically cross-link resources to initiatives (current and prospective). Resources sit in a pool and are assigned to initiatives and returned to the pool when no longer needed.

Strategists reasonably want to see all corporate assets/resources/initiatives at one computer screen and have the ability to drag/drop resources to new initiatives as well as repatriate resources to their respective resource pools as and when initiatives no longer need these resources.

The final step is to rank new initiatives according to their attractiveness (i.e. read “according to their ability to sustain or augment competitive advantage”).

This puts senior management in a position to select the more promising initiatives and  declare these as ”ready for implementation”.

A graphic free-form search knowledge base is the environment of choice here as it can provide visual oversight for tens of thousands of dynamic data points, with hierarchical linking.

Strategy Implementation

Responsibility for implementation on new initiatives goes to operational managers who compete for resources via ROI requests and annual budget requests.  The only initiatives that should get approved are those that contribute directly or indirectly to strategic objectives.

Operations managers similarly need infrastructure for setting up Projects or Cases, engaging best practice protocols for the performance of work, and assessing progress toward meeting Case goals.

Here, the methodologies of choice are BPM (Business Process Management), R.A.L.B (auto-Resource Allocation, Leveling and Balancing), and FOMM (Figure of Merit Matrices) within a Case Management run-time environment.

Enter Big Data

Consistent with the trend toward making decisions assisted by real-time predictive analytics, organizations are seeing dramatic increases in the quantity of data being collected as part of workflow management.

Given that one cannot analyze data that one does not collect, corporations do not, today, unduly agonize over what data to collect / not collect.

Collecting data carries with it no obligation to analyze the data and, within reason, the incremental cost of collecting more data rather than less data is not significant.

Two examples of practical use of big data are as follows:

  1. Operations Level (predictive analytics)

Overlaying of cross-case data at decision branching points along best practice template instances can guide users in the selection of sub-pathways to engage along instances (e.g. similar Cases went this way, 60% of the time).

  1. Strategy Level (connect-the-dots gaming exercises)

Consolidation of operational data to corporate dashboards/KPIs at a graphic free-form search knowledge base gives managers the option of being able to challenge trended data by engaging connect-the-dots searches across the entire space. (e.g. we are projecting a 10% increase in sales, which is  120% of target, except that, on analysis, the competition is increasing at a higher percentage, so maybe 10% is not “good”).


Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in the areas of critical infrastructure protection, major crimes case management, healthcare services delivery, and b2b/b2c/b2d transactions. (C) 2010-2021 Karl Walter Keirstead, P. Eng. All rights reserved. The opinions expressed here are those of the author, and are not connected with Jay-Kell Technologies Inc, Civerex Systems Inc. (Canada), Civerex Systems Inc. (USA) or CvX Productions Number of accessing countries 2010-2020 : 168
This entry was posted in Case Management, FOMM, Operational Planning, Risk Analysis, Strategic Planning. Bookmark the permalink.

2 Responses to Big Data and Competitive Advantage

  1. One exception to “.. the incremental cost of collecting more data rather than less data is not significant” is in healthcare where incentive legislation requires healthcare professionals to collect long term outcomes assessment data.

    This detracts from provider productivity and, some claim, costs providers a lot of money.


  2. Here is an expansion of some of the operational methodologies discussed in the article:

    BPM posts the next-in-line step(s) following completion of any step comprised within a BPM template instance.

    R.A.L.B. allows workers to prioritize their work and allows supervisors to level and balance workload across workers.

    FOMM hosts Case Objectives and allows Case Managers to carry out periodic non-subjective assessments of progress toward meeting Case Objectives.


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