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