Transforming Resources to Operationalize Analytics: An Empirical Investigation

While substantial research has focused on the adoption and implementation of business analytics (BA), analytics operationalization – integral for embedding BA within business processes and workflows – remains underexplored. Operationalization ensures that analytical outputs and processes are accessible and actionable at points of need, facilitating timely decision-making. Drawing on resourcing theory, we investigate the dynamic transformation of BA resources within an Australian financial institution employing a single case-study method. We develop a framework explaining the transformation of BA resources – 'Resource as a Product', 'Resource as a Service', and 'Resource as a Change Agent' – that drive analytics operationalization. Our findings contribute to BA literature by highlighting the role of resource transformation in operationalizing analytics, a link poorly understood to date. We also present enabling strategies such as integrating business, data, and technology use cases and leveraging data and analytics influencers that organizations can implement to transform their resources for analytics operationalization.