University of Newcastle, Australia
Zanne chose to be interviewed in chair #4
1. What is your job title?
Business Intelligence Manager, Strategy, Planning and Performance at the University of Newcastle (UON).
I also have the honour of being the current chair of the AAIR Data Warehousing, Business Intelligence & Analytics special interest group, otherwise known as the DW/BI&A SIG.
2. Briefly, how would you describe your role in terms of your place in your institution?
As the Business Intelligence Manager working with a diverse team within the Strategy Planning and Performance group, I help provide leadership and strategic direction to enhance business intelligence (BI) and support the delivery of the University’s Strategic Plan. I also lead the engagement for business intelligence across the university. It is my responsibility to craft a compelling vision, and then carry it out in a well-developed BI Strategy, along with appropriate executive sponsorship. The BI maturity analysis determined the roadmap to implement the strategy, and the creation and ongoing development of the BI Governance Framework helps to define and operationalise the UON BI Strategy, align its BI initiatives with corporate strategic goals, and ensure return on its investment.
The BI team is committed to continuously improve the proactive way the team engage and deliver, by analysing processes and mitigating the risks associated with BI projects and issue resolution. Our expertise in complex systems analysis, combined with a deep understanding of technology and modern, agile management and leadership techniques, makes the BI team uniquely positioned to find strategic solutions to tough problems. We are an innovative team, and strive to provide a more dynamic environment for information consumers. As a team, we foster an environment that promotes transparency, collaboration and knowledge sharing.
3. From your perspective, what are the emerging areas of interest in institutional research?
Data and analytics are becoming more strategic and business-critical in contemporary organisations of all types. To remain competitive, our strategies must reflect the same grip and insight. Hybrid organisational models and higher levels of analytics require universities to rethink how they deliver BI and analytics.
Universities have access to a vast reserve of data associated with their business activities, with information systems capturing a wide array of information across its student, teaching, timetabling, research, human resource, payroll, finance and administrative services. Transforming this data into high value information assets is a complex challenge that requires a highly skilled team with an in depth understanding of business processes, and an assembly of critical infrastructure and technology.
Business intelligence is essential for business growth and competitive advantage, yet reaping benefits from BI requires more than implementing the technology that enables it. Together, data and analytics are taking centre stage as the single most powerful catalyst for change in the enterprise, independent of the industry in question. Savvy business and BI leaders recognise the enormous potential of data and analytics as a driver for innovation and growth. Organisations that invest in the enhancement of their analytical capabilities using an enterprise-wide approach will see returns in cross-functional efficiency, as organisational silos are broken down. The capability to make timely, well-informed decisions based on the analysis of comprehensive data will result in significant competitive advantage within any industry.
4. What do you believe will be the future priorities for institutional research?
There is a recognised need to build linkages and share information regarding BI and analytics capability in higher education. Gartner referred to advanced machine learning (ML) and artificial intelligence (AI) in its top ten strategic technology trends for 2017. The answers to current business needs cannot be answered by BI or AI alone. It should be noted that organisations that do not have a BI strategy and allow data silos to persist, or do not make use of ML and AI technologies are missing opportunities to achieve collective intelligence.
The growing complexity of data, with influences such as the Internet of Things (IoT), algorithmic business and increased regulation, will force a more business-led, business relevant, and ethical information governance discipline. Information governance requirements are quickly growing as organisations struggle with managing risk, optimisation and value associated with data. Aligning universities information governance initiatives with these fundamental issues will deliver great dividends for the quality and impact of BI outputs. Data and analytics leaders need to transform their organisational understanding and the role of data governance, and soon.
The challenge is how to harness this rapidly expanding landscape—how to target the right opportunities, despite internal constraints such as budgets, governance mandates, skills and culture—and manage external forces like competition, market dynamics and regulatory and social pressures.
External engagement with BI experts and industry leaders is essential to ensuring universities are abreast of rapid change and innovation in enterprise analytics.
5. Complete this statement: In my role, I can’t operate effectively without…
…my daily cup of coffee, the collaborative spirit within the BI team, a work environment filled with laughter, and the established relationships with key members and industry leaders I have been fortunate to meet through my association with AAIR.
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