The following is a selection of some commonly used analysis and analytics techniques applicable to the Organizational-Level Strategy for Business Data Analytics domain. The following list of techniques does not represent a comprehensive set of techniques used by an analyst in the Organizational-Level Strategy for Business Data Analytics domain but presents a small, but useful, set of techniques that can be used.

 

Techniques	Usage Context for Business Data Analytics	BABOK® Guide v3.0 Reference
Balanced Scorecard	Used to describe a balanced view of the organization from different perspectives. It is useful for aligning the data strategy to business objectives and outcomes.	Chapter 10.3
Benchmarking and Market Analysis	Used to identify problems and opportunities in the current state and plan for the future state to align the organizational- level strategy. Often used with with different frameworks such as Five Forces, STEEP, and CATWOE.	Chapter 10.4
Five Forces	Used to analyze the market forces that determine the effectiveness of analytics strategies. For example, it can be useful to evaluate new entrants that are heavily utilizing analytics in a particular industry.	Chapter 10.4 (Benchmarking and Market Analysis)
Business Capability Analysis	Used to create a hierarchical catalogue of capabilities the organizaion possesses and determine the role of analytics where it can enhance or restrict any business capabilities. For example, adding analytics for sales and marketing can enhance the ability of the teams to effectively target and communicate enterprise value propositions to the customers.	Chapter 10.6
Business Model Canvas	Used to understand how the organization creates value propositions and how analytics is currently leveraged. It is useful in identifying areas where analytics can be a competitive advantage in delivering business outcomes.	Chapter 10.8
Collaborative Games	Use to encourage stakeholders in an analytics strategy formulation activity to collaborate in building a joint understanding of the strategy.	Chapter 10.10
Metrics and Key Performance Indicators (KPIs)	Used to understand how analytics can influence the metrics and KPIs of an enterprise as well as the KPIs for analytics strategy once implemented.	Chapter 10.28
Organizational Modeling	Used to understand and identify gaps in the current organizational models to design the organization strategy for analytics.	Chapter 10.32
Risk Analysis and Management	Used to identify and mitigate uncertainties in the analytics startegy for the enterprise. For example, it can be used to determine an alternate course of action when analytics engagements fail.	Chapter 10.38
SWOT Analysis	Used to understand the enterprise's strengths, weaknesses, opportunities, and threats. It is useful for explaining the internal and external context of an organization. For example, it can be used to assess how analytics can be used to mitigate the challenges or generate opportunities for the organization.	Chapter 10.46
Value Chain Analysis	Used to discover how value is added through key activities within the organization to deliver products and services to the customers. It is useful to outline the key business units where analytics can enhance the value of the offerings.	Chapter 10.6