"The big challenge?
We are still spending too much time figuring out what happened - and we want to get that to zero," says Plush. "We want to drive true mindshare to focus less on what we did to what is happening, what is the best that can happen and what is our potential?"
Pushing the use of predictive analytics inside DuPont's global organization that spans 13 businesses could have become something of a battle inside the company's culture, Plush said, but the recession suddenly put a new focus on the value of analytics in every division.
"It became very important to everyone to understand the cash flow, what could the accounts receivables expect, on a daily basis," Plush said. "There was no debate: this something that everyone had to know what was coming, so they could plan."
