Pulse Survey UNDERSTANDING WHY ANALYTICS STRATEGIES FALL SHORT FOR SOME, BUT NOT FOR OTHERS

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The opportunities created by digital transformation are fueling unprecedented change. It is changing industries across the world, evolving established ways of working, and shifting the competitive landscape.

Transformative insights powered by cloud, data, and AI are at the heart of this digital transformation. The actions generated from these insights are enabling organizations to fundamentally re-imagine how they engage customers, transform products, optimize operations, and enable employees. JOHN ‘JG’ CHIRAPURATH GENERAL MANAGER The retail industry, as an example, is reinventing itself with new customer AZURE DATA & AI experiences that integrate across traditional channels, online sales, in-store sales, and merchandising. The manufacturing industry is innovating with streamlined production and “connected” products while the financial services industry is enabling “always on” digital experiences as customers demand access to their assets 24x7, from any location, and from any device.

As organizations leading this transformation become data-driven and embark upon their digital transformation journey, they must address challenges related to how investments across cloud, data, and AI need to be interwoven in a fluid manner. Organizations need to:

• Overcome divisional and system data silos in the face of exponential data growth to obtain a holistic view of their businesses

• Ensure data privacy and security is at the forefront, with robust organizational policies supported by system controls

• Deliver insights from these systems to everyone in the organization in an easy- to-use, yet performant and cost-effective manner

This report outlines why business leaders are pursuing a data-driven culture to enable digital transformation and how they are overcoming these challenges to get the best value from all their data. As you will see in the report, a common quality among these businesses is their ability to deliver timely insights to everyone in their organization from all their data, while ensuring accuracy and trust. UNDERSTANDING WHY ANALYTICS STRATEGIES FALL SHORT FOR SOME, BUT NOT FOR OTHERS

As the drive for digital transformation continues to gain steam, global HIGHLIGHTS executives are seeing market upheaval follow in its wake. Traditional retailers are expanding digital storefronts and backing them with “showrooming” at physical locations. Commercial realtors are 91% becoming facilities managers for environmentally optimized smart OF GLOBAL EXECUTIVES SAY EFFECTIVE DATA AND ANALYTICS STRATEGIES buildings. And insurance companies are rewriting rate structures based ARE ESSENTIAL FOR BUSINESS TRANSFORMATION. on the actual driving habits of individual customers. No matter how they see it affect their organizations individually, nearly all (93%) of the senior leaders responding to a new survey by Harvard Business Review 80% Analytic Services report that significant volatility has impacted their OF RESPONDENTS SAY THEIR ORGANIZATIONS ARE STRUGGLING TO industry over the past two years. BECOME MATURE USERS OF DATA AND ANALYTICS. How are these organizations addressing market change? While many factors go into successful responses to market upheaval, executives in the survey agree that data and analytics strategies will play a key role. Ninety-one percent say that in the next 55% two years, effective data and analytics strategies will be essential for successful OF ORGANIZATIONS NAME DATA SILOS business transformation initiatives. FIGURE 1 Similarly, 87% believe that analytics AND DATA MANAGEMENT DIFFICULTIES proficiency will be a competitive differentiator in their industry over the next two AS THE BIGGEST CHALLENGES TO DATA AND ANALYTICS STRATEGIES. years. The reason: executives are seeing a direct link between business performance and decisions based on high-quality data. Across the entire survey sample, many respondents show they understand the importance of analytics for arriving at successful business outcomes, not just for 51% OF EXECUTIVES RANK SELF-SERVICE gauging results at the end of a project. For example, more than half (54%) say data ANALYTICS FOR BUSINESS USERS and analytics have the most value at the earliest stages of development processes AT THE TOP OF THEIR INVESTMENT for products, services, and internal initiatives. Only 11% say the greatest value PRIORITIES. comes from measuring the outcome of initiatives. Based on responses from 456 senior executives from throughout the world and across a mix of industries, the survey identified widespread commitments to modern data strategies and the widespread use of analytics throughout organizations. But the data also shows that maturity in this area is hard to achieve. In fact, only 20% of the respondents consider their organizations to be mature in terms of technology adoption, decision-making processes, and employee skill levels.

Pulse Survey | Understanding Why Analytics Strategies Fall Short for Some, but Not for Others Harvard Business Review Analytic Services 1 Fifty-nine percent of executives report that their staffs turn to data each day, or even multiple times a day, when making decisions.

While the latest technologies, such successfully combine human judgment as self-service business intelligence, with systems that put data and insights artificial intelligence, and machine at their fingertips are in the strongest learning, are essential components for positions to compete successfully in becoming a data-driven organization, the marketplace.” getting the basics right is crucial to analytics success. For example, Data Takes Hold organizations also must leverage more For purposes of the survey, mature traditional technologies, such as data enterprises were defined as having warehouses, to bring together data three key attributes. First, they utilize from different formats, sources, and self-service business intelligence tools applications to derive insights that are and advanced analytics, including richer than the single source. That cloud-based analytics, modern data takes an integrated approach that also warehouse and data lake platforms, includes improved data governance, and artificial intelligence technology. the development of new skills for the Second, they leverage various forms business staff, cultural change, and of advanced analytics, such as real- updates to organizational management. time and big data analytics for Now is the time to put an integrated decision making. And finally, they strategy into play. “The volume of have employees in multiple business data is increasing exponentially—not units across the company with skills to just every year or every month, but understand, embrace, and learn from literally every day,” says Randy Bean, data analyses. chief executive officer of NewVantage Even though only 20% of the Partners, a management consulting executives rank their organizations firm that specializes in data and as mature, the rest aren’t sitting on analytics strategies for business the sidelines. transformation. “Companies that Many organizations are taking important steps toward integrating data and analytics into routine business FIGURE 1 operations. Nearly two-thirds (61%) BUSINESS SUCCESS IS DIRECTLY LINKED TO DATA STRATEGIES of the executives in the entire survey Data-driven enterprises are positioned to become market leaders report that their organization has data strategies that cover multiple Rate the extent to which you agree or disagree with the following statements business units. Another 29% use more ad hoc, department-by-department SOMEWHAT AGREE STRONGLY AGREE TOTAL approaches, while only 10% have no Over the next two years, an effective data and analytics strategy will be essential for successful formal strategy. business transformation initiatives Executives also say analytics are 17% becoming a standard business practice. 74% 91% FIGURE 2 Fifty-nine percent report that their staffs turn to data each day, Over the next two years, having a successful data and analytics strategy will be essential to become a competitive or even multiple times a day, when differentiator in our industry making decisions. 18% 69% Executives from some high-performing 87% departments report even higher rates of data and analytics use. Eighty- SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, JULY 2019 two percent of the respondents who

2 Harvard Business Review Analytic Services Pulse Survey | Understanding Why Analytics Strategies Fall Short for Some, but Not for Others are part of strategic planning draw FIGURE 2 on data insights at least once a day. In addition, daily data consultations ANALYTICS BECOME EMBEDDED IN BUSINESS PROCESSES Mature organizations frequently turn to data resources to support decision making happen among the 72% of respondents from a combination of customer-facing groups that include marketing, public Frequency of use of data and analytics in the department respondents work within relations, and communications, along with business development and sales. Multiple times per day 30% As executives assess the value of data and analytics, they’re focusing Daily on strategic benefits. Fifty percent 29% expect new insights from information will yield improved customer Weekly satisfaction rates. In addition, 43% of 20% leaders are eyeing improved quality Twice a month for products and services through 5% enhanced use of data. Executives may rank some benefits Once a month lower, such as responding to 10% competitive threats at 18%, because Once every six months they feel attention to customers, 4% products, and operations lays the foundation to maintaining and Once a year expanding market share. The low 1% ranking of cybersecurity (at 4%) might reflect the business focus of the survey Never respondents and their desire to identify 1% returns outside of the IT department. SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, JULY 2019 Drilling into the data, it’s clear that the select group of mature data users is seeing significant business benefits from its status. FIGURE 3 For example, 62% of executives from mature companies say data insights are directly linked to better customer experience. This percentage is impressive considering that while half of the survey respondents name improved customer satisfaction as the top goal, only 15% of organizations that aren’t mature report improved customer satisfaction rates. Similarly, 16% of less mature organizations are seeing data-fueled gains in revenue performance, while 13% are improving profits.

Changing Business Models In practice, data-driven transformation is changing business models throughout industrial sectors. “When people in the telecom industry think of analytics, the first thing they typically SIXTY-TWO PERCENT OF EXECUTIVES FROM MATURE think of is predicting churn rates— which customers may be in danger COMPANIES SAY DATA INSIGHTS ARE DIRECTLY LINKED of going to other service providers. But the value of data and analytics TO BETTER CUSTOMER EXPERIENCE.

Pulse Survey | Understanding Why Analytics Strategies Fall Short for Some, but Not for Others Harvard Business Review Analytic Services 3 FIGURE 3 ANALYTICS MATURITY IS CRUCIAL TO ACHIEVE BUSINESS OUTCOMES Mature organizations see improved customer satisfaction and business performance as a result of their analytics investments CONSIDER THIS BENEFIT AS A TOP GOAL MATURE USERS OF DATA AND ANALYTICS THAT SAW IMPROVEMENTS IN THIS BENEFIT LESS MATURE USERS OF DATA AND ANALYTICS THAT SAW IMPROVEMENTS IN THIS BENEFIT

80%

62% 60 60% 54% 54% 51% 43% 44% 44% 40 35% 30%

20 15% 16% 13% 11% 11%

0 IMPROVED CUSTOMER INCREASED REVENUE INCREASED PROFIT INCREASED MARKET FASTER TIME TO MARKET SATISFACTION RATES PERFORMANCE RESULTS SHARE FOR NEW PRODUCTS AND SERVICES

SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, JULY 2019

goes far beyond that,” says BK Vasan, T-Mobile, and determines how many executive director of data engineering, phones will be needed to support cloud, and advanced analytics at demand both online and in stores. T-Mobile, the wireless carrier. “The Other sectors are also more fully biggest opportunities come from capitalizing on data resources. Staffing enabling business people to think agencies, for example, are transitioning differently based on the insights they’re from linear transactional processes that getting from data.” begin when clients ask talent scouts For example, one of T-Mobile’s to find someone with a particular set most advanced users of analytics is of skills. Data and predictive modeling the customer support desk, where are flipping that model so that search data helps representatives provide firms can more actively work with enhanced customer service. One data- both employees and job candidates. related initiative analyzes the long- The traditional role continues while term value of customers who contact agencies can also act as personal the company. “As of the first contact agents for workers by pushing job with a customer, representatives listings to them and digitally managing see the relevant information about their careers, says Tomas Chamorro- the person so they know how to Premuzic, chief talent scientist at a respond appropriately to each staffing firm and a professor of business caller,” Vasan says. psychology at University College London and at Columbia University. With the help of data and AI-based analytics, the company is also Meanwhile, video streaming services forecasting demand each fall when have primarily used data to decide Apple introduces its latest wireless what content to license from movie products. The analysis tool compares and television production studios buying data from previous years, for subscribers. After developing a predicts the impact of new marketing deeper, data-driven understanding of programs from both Apple and consumer preferences, some services

4 Harvard Business Review Analytic Services Pulse Survey | Understanding Why Analytics Strategies Fall Short for Some, but Not for Others “THE BIGGEST OPPORTUNITIES COME FROM ENABLING BUSINESS PEOPLE TO THINK DIFFERENTLY BASED ON THE INSIGHTS THEY’RE GETTING FROM DATA.” BK VASAN, EXECUTIVE DIRECTOR OF DATA ENGINEERING, CLOUD, AND ADVANCED ANALYTICS, T-MOBILE “The biggest barriers aren’t related to technology; they’re all the other issues surrounding the transformation, from being a traditional legacy business to becoming a data-driven organization,” says Randy Bean, CEO at NewVantage Partners.

are now producing original content In addition, DHD’s analyses have themselves to better match customer helped hospitals save money by preferences. Music streaming services showing clinicians which generic drugs are creating new revenue streams are as effective as their more expensive by licensing consumer data to help counterparts. “We can estimate how artists determine the best performance many euros a hospital is losing by not venues and song lists for new adopting generics,” van Boven adds. recordings, Chamorro-Premuzic says. Hospitals are turning to data to make Roadblocks to Data Maturity decisions that may literally be a Many organizations, however, are matter of life and death. For example, still searching for ways to better Dutch Hospital Data (DHD) is a public capitalize on their investments in data foundation in the Netherlands that and analytics. collects, manages, and processes The gap between mature and data from about six million patient emerging users of data and analytics encounters a year at the country’s demonstrates that while the potential 85 hospitals and university medical business benefits of using data centers. “Our data analysts and and analytics may be significant, epidemiologists work with people in organizations need a multifaceted hospitals to get answers to questions approach to yield successful outcomes. that are relevant for individual “The biggest barriers aren’t related institutions,” says DHD CEO Gert- to technology; they’re all the other Jan van Boven. issues surrounding the transformation, Authorized users can slice and dice from being a traditional legacy their hospitals’ data and public business to becoming a data-driven records via electronic dashboards organization,” Bean says. created by DHD. Large organizations Problems that contribute to with staffs of data analysts, such as disappointing outcomes typically university medical centers, can also fall within four categories: data download information for use with management, staffing and culture, their in-house business intelligence technology, and organizational tools. Administrators and clinicians misalignment. FIGURE 4 can investigate problems associated with therapies flagged for higher- More than half (55%) of the executives than-expected complications and say the root cause of disappointing mortality rates, van Boven says. The results stems from data silos and analyses also help hospitals run more difficulties managing data coming cost effectively by avoiding expensive from multiple new systems. Siloed treatments that haven’t demonstrated data locks information within improved results. “Data helped individual departments and can detect that giving endoscopy exams block efforts to develop deeper, when someone reports heartburn more insightful analyses into shifting doesn’t offer additional value for 99% customer expectations and market of the people with that complaint,” opportunities. he explains.

6 Harvard Business Review Analytic Services Pulse Survey | Understanding Why Analytics Strategies Fall Short for Some, but Not for Others FIGURE 4 Questionable data, leading to untrustworthy analyses, is another DATA MANAGEMENT PROBLEMS DERAIL SUCCESS stumbling block. More than half Breaking down data silos ranks as a top priority (52%) of the survey sample blame inaccurate or insufficient information The biggest challenges companies face for effectively using data and analytics for hurting their results. Other survey for business decisions data uncovered additional problems. For example, 51% report that poor Data silos and difficulties managing data from multiple new systems data governance leads to conflicting 55% definitions of key categories, such as “customer” or “sales.” Without Inaccurate or insufficient data clear, consistently applied definitions, 52% companies can’t accurately determine essential details, such as which clients Reluctance from business decision makers to rely more on data analytics than “gut feel” when making decisions are most profitable and how well a new 38% product sold in the last quarter. Lack of self-service business intelligence tools A significant number of respondents 34% also identify people-related problems. Fifty-eight percent acknowledge that Cultural barriers that stop data analysis from being more available to more departments/titles their company’s employees don’t 33% have the training or skills to make informed business decisions based on Outdated technology or operations data analyses. In addition, 54% say 32% skills gaps and costs arise from their Increased volumes and format types of structured or unstructured data enterprise’s complex mix of data and 32% analytics tools. The result: investments in the latest analytics tools may go Disconnect between business intelligence tools and back-end data unused or underutilized because front- 31% line workers simply don’t know how to utilize them. Short timelines for turning insights into actions ahead of competitors 21% Then there’s the issue of legacy technology, which blocks organizations New security challenges arising as data is increasingly shared from becoming more data-driven. 18% Forty-seven percent of the survey respondents say their company can’t Other cost-effectively scale its internal IT 4% systems for expanded use of data and analytics. In addition, 45% of the SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, JULY 2019 organizations operate on-premises IT systems that are at or near performance capacities. All these factors combine to make it difficult for internal data to make final decisions about funding, centers to handle the increased organizations must give end-users processing demands of data and channels for clearly communicating analytics systems. their needs and the types of tools that will improve their work. Perhaps the least known factor that contributes to poor analytic outcomes Decision-making breakdowns also is organizational, namely that the will arise because of poor collaboration for wider adoption of data and analytics between two key groups. Only 27% of still flows from the top down. Senior the survey respondents say business executives, ranging from the C-suite to and IT staffs work together effectively. IT managers, still call the investment By contrast, more than a third describe shots for 64% of organizations. these interactions as only “slightly” or Less than a third of enterprises see “not at all” effective. Better interactions department heads and end-users as the between technology and employees primary drivers for new investments. will help ensure that new digital tools While it isn’t unusual for senior leaders will support business goals.

Pulse Survey | Understanding Why Analytics Strategies Fall Short for Some, but Not for Others Harvard Business Review Analytic Services 7 FIGURE 5 “We rely on user stories and on our TOOLS FOR DATA DEMOCRATIZATION business ambassadors to demonstrate Executives are eyeing investments in analytics that support users throughout organizations what benefits hospitals have actually realized with data,” van Boven says. Of the below technology efforts, which, if any, are or are soon to be the biggest investment “This lets others consider whether priorities for your company? something similar might work in their organization, and if so, see a model for Building self-service analytics/business intelligence for business users ensuring success.” 51% How to Advance on the Leveraging machine learning/artificial intelligence for decision making Maturity Spectrum 37% Most respondents are at organizations Predictive analytics systems that aren’t as far along the maturity 36% spectrum as DHD, and as the survey shows, forward-looking Real-time analytics systems and/or IoT solutions executives must accelerate their 34% journey to data maturity with plans that comprehensively address Moving analytics platform (e.g., data warehouse, data lake, data management, etc.) to the cloud the full range of data governance, 29% cultural, technological, and Big data analytics systems organizational challenges. 27% The survey results illustrate how mature organizations see data and Don’t know analytics as part of a larger effort 5% that combines investments in cloud- None of the above based data-management and analytics 4% platforms, the elimination of data silos for broader dissemination of Other information by leveraging established 2% technologies such as the data warehouse, and the addition of SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, JULY 2019 business intelligence (BI) tools that address the needs of end users. This combination is yielding a significant return: nearly two-thirds (63%) of Unchecked, those four problem areas—data management, staffing and executives from mature organizations remaining problem areas will keep say decision makers can quickly access organizations from becoming more the data they need, when they need mature users of data and analytics, it, versus 39% of less-mature firms. but best practices are emerging to help What’s more, this three-pronged organizations overcome these hurdles. approach provides a model for how less Naturally, to move forward on the mature users of data can move forward. maturity continuum, senior leaders Consider that 55% of respondents must begin with realistic expectations. overall say they will invest to create an “Firms that expect a quick journey effective framework for reliable data to becoming data-driven are setting management. A close look at the survey themselves up for failure,” Bean warns. data shows that mature organizations “Organizations will have the highest have already invested in this area. probability of success when they Fifty-nine percent are running cloud- recognize this is a process that must be based analytics platforms along with continually modified based on changes data warehouses and data lakes. This, in their markets, their businesses, and in part, contributes to the result that in technology.” 61% of mature organizations aren’t DHD is one such organization. Its naming data silos as a top challenge to philosophy is to promote change by their analytics strategies. focusing on potential business benefits.

8 Harvard Business Review Analytic Services Pulse Survey | Understanding Why Analytics Strategies Fall Short for Some, but Not for Others 55% OF RESPONDENTS SAY DATA SILOS AND DIFFICULTIES MANAGING DATA FROM MULTIPLE NEW SYSTEMS ARE THE BIGGEST CHALLENGES COMPANIES FACE FOR EFFECTIVELY USING DATA AND ANALYTICS FOR BUSINESS DECISIONS. “The key is to identify three or four specific business goals to focus on and then understand what data will be needed to support those efforts,” says Randy Bean, CEO at NewVantage Partners.

Data-management platforms address learning and artificial intelligence a range of tasks, from enforcing to support decision making, while rules for sharing information across only about a third (35%) of the rest departments to monitoring the are ready to do so. DHD is among the accuracy of new records being created organizations that are already piloting in business systems. “Success from the use of machine learning. It’s using an analytics point of view hinges the technology to apply medical on the quality of the data,” says codes to define diagnoses and patient Thomas C. Redman, president of Data categories. Early results are showing Quality Solutions, a consulting firm encouraging signs of improved data that focuses on data and analytics quality through a more accurate initiatives. “The old adage, ‘garbage in/ application of codes for each medical garbage out,’ is being replaced with ‘big encounter, van Boven says. Machine garbage in/big garbage out.’” learning may also save money through coding automation that reduces Data problems often stem from personnel demands. “We will still need inaccuracies created in one coding specialists, but they’ll perform department that ripple throughout the more specialized roles, such as organization, he adds. For example, ensuring we are maintaining medical if someone in marketing enters an standards,” he says. erroneous name for a prospect, the error will distort sales department Since people, and not just data, are records when the prospect places involved in the maturation process, an order. “Improving data quality staffing and culture must be refined, comes down to getting everyone in too. To ensure staff members have the the company to understand they have necessary skills to use data effectively, two roles: one being a data creator, 57% of the organizations surveyed will the other being a data customer,” increase training and hire new talent. Redman explains. Forty-three percent of executives Quality improves quickly once people across the entire sample say they will understand their dual roles, he adds. promote greater collaboration among Customers clarify what information IT and business users. This is another is most important for their work, and area where mature organizations are creators find and eliminate root causes excelling. Fifty-three percent of data of errors. “The role for leadership leaders report that their business and is to make sure people understand IT work together effectively, compared these roles and provide the tools and to only 20% of the rest. training people need to carry them The skills needed to help organizations out,” Redman adds. use analytics more effectively ranges Mature organizations are seeing from data science and social science another payoff from already having to so-called soft skills, such as critical invested in data-management thinking and curiosity, says Chamorro- systems—they’re now better- Premuzic. People need to go outside positioned to add advanced analytics of their comfort zones and learn how technologies. Nearly half (46%) of to use data to tell stories and offer mature companies say their biggest insights relevant to key stakeholders, technology investments over the he explains. next two years will be for machine

10 Harvard Business Review Analytic Services Pulse Survey | Understanding Why Analytics Strategies Fall Short for Some, but Not for Others In addition, senior executives should He adds that analytics tools that make sure they have the right balance come with some cloud platforms give of skill sets. “Data scientists alone executives at DHD greater insights into won’t make an impact; they need to be usage rates and security trends. “These complemented with people from other are out-of-the box tools that we would backgrounds and profiles,” Chamorro- otherwise have to build ourselves,” Premuzic says. “Organizations should de Waard says. leverage cognitive diversity by Lastly, most organizations responding bringing different people together.” to the survey (58%) plan to launch or More than half (51%) of executives expand company-wide strategies for responding to the survey say self- making data and analytics an integral service analytics and BI applications part of all decision-making processes. for employees are or will soon be “Don’t start from the perspective of, investment priorities, namely when it ‘We have to build a comprehensive comes to technology. FIGURE 5 data environment so somebody may use some of our data at some point in A focus on the business staff time,’” Bean explains. “The key is to marks what some observers call a identify three or four specific business democratization of data, by putting goals to focus on and then understand more information and analytics what data will be needed to support tools into the hands of end users. those efforts.” “The best dashboards are those that are developed by end users to help With an approach focused on core use cases, organizations position them perform what-if analyses,” themselves to demonstrate quick van Boven says. wins that validate analytics strategies For longer-term investments— and build momentum for follow-on spanning a two-year timeframe—a projects. “We are seeing a number of solid majority (60%) of respondents organizations establishing a solid data say they’re earmarking cloud-based environment for a particular line of analytics platforms, including data business and then building it out as warehouses, data management a broader production environment systems, and data lakes. Cloud- as other business units see results based resources not only help and begin to sign on to the data organizations store information and strategy,” Bean says. process analytics requests, but also provide tools for freeing information that’s been traditionally locked within departmental boundaries. Some cloud platforms offer data integration capabilities for cleaning and combining disparate information into central databases and data warehouses. Forty-one percent of the companies surveyed will invest in new resources like these to help eliminate data silos and enable more seamless coordination between business intelligence tools and analytics FOR LONGER-TERM INVESTMENTS—SPANNING A platforms. By contrast, only 36% plan to invest in on-premises versions TWO-YEAR TIMEFRAME—A SOLID MAJORITY (60%) of these resources. “The cloud has been the most impactful technology OF RESPONDENTS SAY THEY’RE EARMARKING we’ve seen in recent years,” says Kees CLOUD-BASED ANALYTICS PLATFORMS, INCLUDING de Waard, IT manager at DHD. “The cloud helps us manage costs by letting DATA WAREHOUSES, DATA MANAGEMENT SYSTEMS, us expand or shrink services as our needs change.” AND DATA LAKES.

Pulse Survey | Understanding Why Analytics Strategies Fall Short for Some, but Not for Others Harvard Business Review Analytic Services 11 METHODOLOGY AND PARTICIPANT PROFILE A total of 456 respondents drawn from the HBR audience of readers (magazine/ enewsletter readers, customers, HBR.org users) completed the survey.

SIZE OF ORGANIZATION 19% 25% 9% 17% 6% 25% FEWER THAN 100 100 – 499 500 – 999 1,000 – 4,999 5,000 – 9,999 10,000 OR MORE EMPLOYEES EMPLOYEES EMPLOYEES EMPLOYEES EMPLOYEES EMPLOYEES

SENIORITY 32% 39% 19% 12% EXECUTIVE SENIOR MIDDLE OTHER MANAGEMENT/ MANAGEMENT MANAGEMENT BOARD MEMBERS

KEY INDUSTRY SECTORS OTHER INDUSTRIES WERE LESS THAN 7% OF THE TOTAL

11% 11% 9% 9% 9% 9% 7% FINANCIAL TECHNOLOGY BUSINESS/ EDUCATION GOVERNMENT/ MANUFACTURING HEALTH CARE SERVICES PROFESSIONAL NOT-FOR-PROFIT SERVICES

JOB FUNCTION OTHER FUNCTIONS WERE LESS THAN 6% OF THE TOTAL

23% 8% 7% 7% 7% 6% GENERAL/EXECUTIVE CONSULTING IT MARKETING/PR/ STRATEGIC R&D/INNOVATION/ MANAGEMENT COMMUNICATIONS PLANNING PRODUCT DEVELOPMENT

REGIONS 37% 26% 21% 7% 5% 3% NORTH AMERICA EUROPE ASIA/PACIFIC LATIN AMERICA MIDDLE EAST/ OTHER AFRICA

Figures may not add up to 100% due to rounding.

12 Harvard Business Review Analytic Services Pulse Survey | Understanding Why Analytics Strategies Fall Short for Some, but Not for Others

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