data & analytics disruption financial implications...data & analytics organizational impact...

FINANCIAL IMPLICATIONSDATA & ANALYTICS DISRUPTION

MATURITY OF D&A INTEGRATION

EXECUTIVE OWNERSHIP

Who sets the D&A strategy at the company?

Data & Analytics (D&A) is increasingly viewed as a key driver of transformation and competitive advantage.

96%of respondents believe that effectively leveraged D&A has a positive impact on firm performance

27%of CEOs make a visible effort to support the company’s D&A vision and initiatives

28%recently started

investing

50%partially embedded into the

organization and culture

3%specified “other”

19%fully embedded into the organization and culture

79%of respondents believe that D&A will moderately or significantly disrupt their category in the next 12 months

Companies with the best analytics capabilities are 2x more likely to be top-quartile financial performers1~2x

While the opportunity is widely recognized, Data & Analytics capabilities have yet to be fully integrated into the culture and leadership of most organizations.

Many organizations have begun to embed Data & Analytics in specific functional areas, with the highest current application in customer analytics and digital.

1% 23% 59% 11%

ORGANIZATION�STRUCTURE2

Do not have a D&A function

Centralized Structure:

one team under a single leader

Hybrid Structure:

a centralized team exists, but

some units maintain individual ownership

Decentralized Structure:

D&A is embedded

directly into functions/

regions

53%

9%

13%

4%

21%Chief Data Officer/ Chief Analytics Officer

CIO/CTO

Other

CEO

CMO/Chief Commerical Officer

Leadership Competencies(Ranked in order of importance)

1

2

3

4

5

6

Stakeholder Management/Ability to Navigate Political Environment

Communication Skills/“Storytelling”

Visionary/Innovative

Operational/Execution Capability

Commercial Acumen

Technical Depth

1 35

642

2. 6% from “other” category not included

1. Source: Bain & Company, Inc.Big Data Diagnostic Survey

FUNCTIONAL IMPACT High level of impact

Marketing Digital

LegalHuman Resources

Low level of impact

56%

53% 63%

69%

56% and 69% of respondents indicate that D&A will have a high level of impact on marketing and digital over the next 12 months

53% and 63% of respondents indicate that D&A will have a low impact on HR and legal over the next 12 months

CAPABILITIESD&A capabilities at which organizations are best at

Customer analytics44%

Business analytics25%

Marketing analytics15%

Product/Web analytics10%

Data enablement6%

Russell Reynolds Associates:Data & Analytics Organizational ImpactBased on Russell Reynolds Associates’ 2015 Survey of Business and Data & Analytics Leaders

It is more important for Data & Analytics leaders to be change agents than to bring sophisticated technical capabilities.

C

M

Y

CM

MY

CY

CMY

K

R512002 - rr0071 - Data and Analytics v7.pdf 1 02/12/2015 09:20