Fine Tuning for Performance: How Culture and the Right Analytics Drive Success for Leading Organizations in Asia and The Pacific

Self-service analytics is helping information workers everywhere identify new insights that improve their businesses. In the past two or three years, we’re seeing an increasing number of Tableau users coming from Asia and the Pacific regions.

How are decision-makers in these regions using self-service analytics? How is the adoption of this new technology impacting organization’s performance and culture?

To get the answers, we commissioned IDC – an industry research firm - to survey business intelligence and analytics users located in Japan, Australia, India and Singapore.

IDC found that organizations with a strong analytics culture supported by upper management see significant improvements to organizational performance. When managers are more involved in promoting the use of analytics, the users report:

  • 6X more frequently that ad-hoc, on-demand access and multi-dimensional analysis technology needs are fully met
  • 3.4 X more frequently that data visualization technology needs are fully met

Read this whitepaper to learn:

  • Why meeting the analytical needs of business users matter to organizational performance
  • How to encourage adoption of analytical tools in your organization

We've also pulled out the first several pages of the whitepaper for you to read. Download the PDF on the right to read the rest.


Aided by self-service analytics, agile decision making in the line of business enables organizations to identify opportunities and risks as conditions warrant to improve business performance. It is not always an easy task, but the organizational benefits, both quantitative and qualitative, make giving users more control over their own analytics fate worth the effort.

We found users in Asia/Pacific (AP) often do not have access to the analytics they need to perform better in their roles.

But a segment of organizations are addressing this shortcoming and outperforming their peers. These organizations foster a management-driven culture of decision making supported by analytics. This leads to more satisfied analytics users and improved benefits. Organizations that better meet the needs of business users for ad hoc analysis, for example, are twice as likely to outperform organizations that underserve these needs.

Organizations seeking to maximize benefits through pervasive analytics should consider the following:

  • Deliver fit-for-purpose technology capabilities that best support the business user. This can be discovered through closer collaboration and communication between the IT department and lines of business, with an analytics or business intelligence (BI) team coordinating the process of serving the analytics needs of users. Users in AP often cited shortcomings in ad hoc analysis, visual analysis, and mobile access to information as inhibitors to broader and more effective use of analytics. Purpose-built analytics solutions that extend beyond commonly available enterprise reporting solutions can address these deficits.
  • Ensure managers encourage the use of analytics in decision making. Managers can lead by example and influence corporate policies. Management influence is key to driving pervasive analytics use across the organization.
  • Establish a team responsible for improving the analytics capabilities of the organization. The team's responsibilities should include establishing data governance policies, providing access to data sources, championing the analytics solution, and developing new analysis to share with users.

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