Executives should focus on targeted efforts to source data, build models, and transform organizational culture.
Big data and analytics have climbed to the top of the corporate agenda. Together, they promise to transform the way companies do business, delivering the kind of performance gains last seen in the 1990s, when organizations redesigned their core processes. And as data-driven strategies take hold, they will become an increasingly important point of competitive differentiation.
In our work with dozens of companies in six data-rich industries, we have found that fully exploiting data and analytics requires three mutually supportive capabilities. First, companies must be able to identify, combine, and manage multiple sources of data. Second, they need the capability to build advanced-analytics models for predicting and optimizing outcomes. Third, and most critical, management must possess the muscle to transform the organization so that the data and models actually yield better decisions. Two important features underpin those competencies: a clear strategy for how to use data and analytics to compete and the deployment of the right technology architecture and capabilities.