The CIO s Chance of a Lifetime

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1 White Paper The CIO s Chance of a Lifetime Using Big Data and Analytics as the Ticket to Strategic Relevance An IDC White Paper sponsored by SAS Institute Dan Vesset, Henry Morris December 2013

2 Executive Summary: Using Big Data and Analytics as the Ticket to Strategic Relevance IDC identified a number of stumbling blocks that businesses face in their path to fully embracing analytics, including overcoming existing organizational mindsets and settling upon the appropriate home in the organization for the analytics function. Today is a time of unprecedented opportunity and risk for CIOs and the enterprises they support. We are in the early stages of what IDC refers to as the 3rd Platform of computing in which new technologies cloud, mobile, social, and Big Data are coming together to form a new platform for industry and enterprise innovation and growth. These innovations will reset the landscape for every industry that uses IT, with Big Data and associated analytics playing a critical role. As our society becomes increasingly digitized, the volume of data that organizations need to manage and analyze continues to grow. To make sense of and drive maximum value from this data, businesses are spending at unprecedented levels, which IDC estimates at $95 billion worldwide, on relevant information management, access, and analysis technologies and services (source: IDC s Worldwide Business Analytics Technology and Services Forecast, forthcoming). But even as Big Data and analytics are fundamentally transforming business, many organizations don t know how to calculate or even articulate the value of analytics. In a March 2013 study on analytics in the enterprise, IDC identified a number of stumbling blocks that businesses face in their path to fully embracing analytics, including overcoming existing organizational mindsets and settling upon the appropriate home in the organization for the analytics function. And for businesses that do have a defined home for analytics, it often lives outside IT, with a chief data officer or chief analytics officer. In This White Paper This white paper describes the results of a study conducted by IDC and sponsored by SAS Institute to examine the role that the CIO and the IT group play in enabling, supporting, and leading analytics programs and projects within their organizations. Insights about analytics strategy and investment drivers, analytics culture, and outcomes of analytics projects are presented along with recommendations for CIO/IT organizations to maximize their impact on positive outcomes of analytics projects, productive collaboration and interactions with line-of-business and analytics counterparts, and optimized utilization of scarce IT resources toward high-impact analytics projects. The research was conducted in the first half of 2013 and was based on four roundtable sessions of IT, LOB, and analytics leaders from North America, northwestern and southwestern Europe, and the Asia/Pacific region and a survey of 578 IT, LOB, and analytics managers and executives across 11 countries in the United States, Europe, and Asia/Pacific. 2 The CIO s Chance of a Lifetime: Using Big Data and Analytics as the Ticket to Strategic Relevance IDC White Paper December 2013

3 Big Data is creating a new, unique role for the CIO that will contribute directly to organizational success and that is fully appropriate to the CIO function. The Continuing Disconnect Between IT and Lines of Business Our study found that there is an ongoing disconnect between IT and lines of business (LOBs) with regard to analytics. IT is too frequently seen as a roadblock to rather than an enabler of analytics, and many lines of business are developing workarounds and shadow IT approaches. Among the specific areas of disconnect we identified are that LOBs see faster time to ROI from analytics than IT, many LOBs are actively working with chief analytics officers while IT is less plugged into them, IT is less involved in setting analytics strategy than it believes, and LOBs are less satisfied than IT with IT/LOB analytics collaboration. Further, while LOB executives we spoke with were able to articulate their business analytics strategy, IT participants were not particularly clued into it. Big Data Changes Everything While the concept that IT is a roadblock and LOBs are working around central IT is not new, what is different is the changing nature of analytics in the world of Big Data and the opportunities this presents to the CIO. Previously, individual departments or business units had sufficient data at their disposal, and with access to cloud computing, in-department business analysts, and other workarounds, they were able to cobble together sufficient IT resources to handle their analysis needs. But in the era of Big Data, many of the sources required to achieve a 360-degree view of the customer and other aspects of the business are scattered throughout and even outside the enterprise. Taking full advantage of these sources requires a more holistic, enterprisewide approach to gathering, integrating, and ensuring the integrity of the data. This is good news for the CIO. Big Data is creating a new, unique role for the CIO that will contribute directly to organizational success and that is fully appropriate to the CIO function. The CIO should be taking an active role in developing an analytics strategy, establishing the IT department as a trusted advisor, and setting the foundation to support analytics within the enterprise. The CIO should perform the difficult task of gathering, integrating, and normalizing the diverse sets of data from within and outside the enterprise and present the business with a trusted single version of the truth. This includes establishing data advisory boards and steering committees to coordinate activities and share best practices and helping LOBs measure and assess the outcomes of analytics projects. The CIO also Areas of Disconnect Between IT and Lines of Business % of respondents who agreed that: IT LOB They are satisfied with IT/LOB analytics collaboration 65% 55% IT is primary analytics strategy developer 39% 25% IT decides analytics projects funding 19% 10% 3 The CIO s Chance of a Lifetime: Using Big Data and Analytics as the Ticket to Strategic Relevance IDC White Paper December 2013

4 Our thesis that Big Data is changing the CIO s role is supported by four key findings that debunk commonly held beliefs and that serve as the foundation for IDC s recommendations. needs to become better at telling stories of IT s role in successful analytics projects to continue building awareness among LOB and CXO audiences. The Four Busted Myths Our thesis that Big Data is changing the CIO s role is supported by four key findings that debunk commonly held beliefs and that serve as the foundation for IDC s recommendations. Table 1 provides a summary of the findings and implications for CIOs. Lessons Learned from the Analytic Achievers In our study, 95% of those surveyed saw benefits from analytics; however, a smaller group (31%) of respondents 1) were able to measure the value of analytics to their business and 2) reported that the benefits either met or exceeded their expectations. We classified these organizations as Analytic Achievers. IDC used the Analytic Achievers to understand how organizations that are getting greater value out of analytics differ from the rest of the organizations in the study. For example, we found that Analytic Achievers place a higher priority on investment in analytics as a factor in achieving their organization s goals. Furthermore, Analytic Achievers are three times more likely to be in complete agreement that IT places appropriate value on analytics. This white paper looks to draw lessons from Analytic Achievers to understand the best practices they are using and how those best practices are contributing to success in analytics. Table 1 The Four Busted Myths and Implications for CIOs Myth IT controls all things data. Technology poses the biggest challenge. IDC Finding Analytics is finding a home, but not in IT. The greatest stumbling blocks are organizational mindset and culture. CIO Implications Support creation of and work closely with analytics groups. Help define the components of an enterprisewide analytics strategy. Key role: Take an active role in developing your company s analytics strategy. Become a clearinghouse to share and disseminate best practices. Use the strategy of influencers. Key role: Actively influence the data-driven decision-making organizational culture. Everyone understands the value of analytics. You can t have analytics without IT. Businesses have trouble articulating the value of analytics. IT is part of the problem, not the solution. Assist LOB and analytics staff in measuring and assessing the outcomes of analytics projects. Develop more consultative skills. Key role: Tell better analytics success stories. Focus on the information management steps data integration, data management, data quality, and data security of the analytics life cycle. Focus on providing a single version of the truth. Key role: Provide a world-class analytics platform; then know when to step aside. 4 The CIO s Chance of a Lifetime: Using Big Data and Analytics as the Ticket to Strategic Relevance IDC White Paper December 2013

5 Myth #1: IT Controls All Things Data IDC Finding: Analytics Is Finding a Home, But Not in IT We have just built an analytics group to get everybody who does this into the same room. Data Scientist, leading U.S. membership organization It s not possible to centralize the analytics function. Different skills are needed across different areas. Head of CFO Data Governance, European financial services firm Our research shows that irrespective of title, the CIO does not hold a monopoly on all things information. In today s market, where analytic capabilities are increasingly viewed as competitive differentiators, analytics is increasingly being entrusted to a separate group with responsibility not only for performing analysis but also for investing in analytics technology and services. According to our study, 38% of organizations indicated that the majority of their analytics human resources (HR) reside in a centralized analytics group outside IT a figure that would have been close to 0% five to ten years ago and 21% said their analytics strategy is primarily determined by a centralized analytics group. These organizations and their data scientists a relatively recent title but one that has grown rapidly in popularity tend to operate under technology procurement and HR guidelines that are separate from those of the typical centralized IT group. In fact, in our study, only 15% of respondents said that IT alone is responsible for deciding analytics project funding; nearly 50% of respondents indicated that IT and LOBs collaborate on this decision. These analytics organizations are headed by new leadership roles with titles including chief analytics officer and chief data officer. As a senior vice president in the analytics group of one of the largest insurance companies said in one of our roundtable sessions, We have a chief data officer and a program around data management capabilities that ranks as the second most important initiative within our company. In addition, there are powerful business leaders across industries whose positions are largely defined by analytics and data. These can include roles such as the chief risk officer in banking, chief actuary in insurance, and head of merchandising in retail. The emerging analytics organization is an area where IDC observed a major disconnect between IT and LOB respondents. LOB respondents were well aware of chief analytics officers and the critical role they play, while IT respondents discounted their significance. But the CIO ignores this trend at his or her peril: The halo effect on analytics groups may be temporary or may last for years, but in the short term, it can marginalize the CIO s role in enabling analytics solutions to the detriment of the broader organization. The CIO risks being left behind. On the other hand, there is an important role the CIO can and should play in analytics. One of the key findings of our survey is that an enterprisewide analytics strategy leads to better outcomes from analytics projects: We found that Analytic Achievers have a significantly higher incidence of analytics strategy that spans the whole enterprise or multiple business 56% have an enterprisewide strategy compared with 32% of the rest of the organizations in the study (see Figure 1). The implication is that while incremental, department-level deployments are the preferred method, analytics works best when the strategy is guided at the corporate, CXO level and not within specific business units or departments. As a vice president of one of the world s largest hospitality companies said in one of our roundtable sessions, Analytics strategy is critical for us. We have many different analytics projects, and they need to be in concert. 5 The CIO s Chance of a Lifetime: Using Big Data and Analytics as the Ticket to Strategic Relevance IDC White Paper December 2013

6 Figure 1 Analytic Achievers Have Enterprisewide Analytics Strategy Analytic achievers have a significantly higher incidence of enterprisewide analytics strategy. Analytic Achievers The Rest of the Organizations 32% 56% Question: Which of the following best describes your organization s analytics strategy? Percentages reflect those stating enterprisewide. Source: IDC, March 2013 When you are talking with cross-functional teams, never use the word change. Always use the word improve. Because nobody wants to change, but everyone wants to improve. Director, Analytics, major U.S. online retailer CIO Implications Support creation of and work closely with analytics groups. The CIO needs to be plugged into and cooperate closely with emerging analytics groups such as data advisory boards, analytics steering committees, and analytics competency centers. Only by being part of such cross-functional management bodies can IT leaders expect to have an opportunity to influence their organization s culture of analytics. Help define the components of an enterprisewide analytics strategy. The CIO should take an active role in helping the organization articulate all the necessary components of an analytics strategy. The strategy should include references to technology, process, people, and data. Key role: Take an active role in developing your company s analytics strategy. The CIO has the opportunity and the responsibility to take an active role in developing the analytics strategy and to act as the hub of analytics-related communication and coordination among all stakeholders. Part of the strategy should include methods and metrics for evaluating analytics project and program success. IT should focus its strategic contribution on IT core competencies and actively communicate those competencies to internal audiences. 6 The CIO s Chance of a Lifetime: Using Big Data and Analytics as the Ticket to Strategic Relevance IDC White Paper December 2013

7 Myth #2: Technology Poses the Biggest Challenge IDC Finding: The Greatest Stumbling Blocks Are Organizational Mindset and Culture The culture of analytics is not very deep. There is no top-down push for analytics. Business Intelligence Unit Manager, European government tax agency With issues such as data integration and reconciliation, many organizations think that the biggest obstacle to realizing the value of analytics is the lack of proper technology to perform data integration and analysis. But our study found that while having the proper technology is important to success in analytics, the most significant stumbling blocks are the mindset and culture of the organization. Resistance by top management, organizational silos, and disconnect between IT and the business are issues that organizations must overcome to maximize the business benefits of analytics. Many organizations make the move to analytics not in a proactive, strategic manner but in response to key triggering events. These could include executive turnover, merger and acquisition activity, major economic shocks or changes in growth phases, and new regulation or deregulation. On the other hand, Analytic Achievers have a much stronger strategic, centralized, and proactive approach to analytics. They have significantly stronger involvement by senior IT leadership in promoting and encouraging the use of analytic capabilities (see Figure 2). And although the largest percentage of survey respondents indicated that LOB groups are primarily responsible for developing the analytics strategy, among Analytic Achievers, analytics strategy leadership was evenly divided between IT and LOB. It is possible for IT leaders to take an active leadership role not only in providing and supporting analytics technology but also in influencing the data-driven decision-making culture of the organization. This role has a significant impact on positive outcomes of analytics projects. Figure 2 IT Is More Involved Among Analytic Achievers Analytic Achievers The Rest of the Organizations 34% Percentage of respondents who indicated that IT leaders are very involved in promoting and encouraging the use of analytic capabilities 15% Question: How involved are the following managers in promoting and encouraging the use of your organization s analytic capabilities? Source: IDC, March The CIO s Chance of a Lifetime: Using Big Data and Analytics as the Ticket to Strategic Relevance IDC White Paper December 2013

8 CIO Implications Become a clearinghouse to share and disseminate best practices. As a central entity, the CIO organization is in a unique position to be able to collect, assess, and share best practices with business units and other departments around the enterprise. Instead of merely providing reactive responses to user requests or focusing on incremental technology enhancements, IT leaders should take advantage of their depth of technology expertise, best practices, and use cases to proactively seek out and expose LOBs to what s possible with analytics. Use the strategy of influencers. The CIO should identify champions throughout the enterprise, particularly in LOB and analytics organizations, and work with them to promote the role of IT and the value that IT provides. Key role: Actively influence the data-driven decision-making organizational culture. While it s true that the CIO plays a huge role in providing and supporting the data platforms and analytics technology on which the organization depends, that alone is not enough. IT leaders must take an active leadership role in influencing the data-driven decision-making culture of the organization. Myth #3: Everyone Understands the Value of Analytics IDC Finding: Businesses Have Trouble Articulating the Value of Analytics Ironically, we are the analytic function. We tell other people the ROIs on their projects but we have a difficult time sitting down and saying how much money [analytics] is going to make. Director, Strategy & Analytics, major U.S. hospitality chain Our study showed that organizations believe in the business value of analytics. 95% of respondents indicated that they have seen real benefits from analytics projects. Previous IDC studies found that organizations classified as Fact Finders those that are more analytically oriented are 20% more likely to be among leaders within their industry. But despite this belief, few organizations were able to actually quantify the benefits of analytics. Part of the challenge is the difficulty in tracking and measuring benefits. Few organizations have the discipline and methods to perform pre- and post-project assessments that are needed to quantify analytics project outcomes. This was a common theme among our roundtables and was borne out in the survey results. As Figure 3 illustrates, 61% of respondents said they have seen benefits but have not quantified them. 8 The CIO s Chance of a Lifetime: Using Big Data and Analytics as the Ticket to Strategic Relevance IDC White Paper December 2013

9 Figure 3 Most Organizations Have Not Quantified Benefits from Analytics 61% 34% 5% Have not seen benefits Have seen benefits but have not quantified them Have seen benefits and have quantified them Question: Has your organization seen tangible benefits from its analytic capabilities? Source: IDC, March 2013 We need to tell more [analytics] success stories. Business Intelligence Unit Manager, European government tax agency CIO Implications Assist LOB and analytics staff in measuring and assessing outcomes. CIOs must work to quantify the value of analytics projects and the impacts those projects have had on the business. Having access to data from all enterprise applications, systems, and data warehouses, CIOs can monitor the quality of analytic models and results of decisions made based on analytics. Key success factors include defining the business case, identifying metrics, and tying analytics to business outcomes. IT was involved in monitoring the analytics model quality and decision outcomes for 72% of Analytic Achievers versus only 57% of the rest of the organizations. Develop more consultative skills. CIOs should develop departmental skills to act as an internal consulting organization to ensure the success of analytics projects and should not limit their role to providing infrastructure support. This not only will help establish the CIO as a trusted advisor but also will help spread the mindset of analytics throughout the organization and better equip the organization with the necessary tools and methodologies to quantify the value of analytics. Key role: Tell better analytics success stories. IT cannot simply complete a project and walk away. Many best practices hinge on the ability of IT leaders to articulate and market their core competency and value proposition to other internal stakeholders. By better communicating the value of analytics and IT s role in realizing it, IT can help LOBs better assess the value of analytics. This helps sharpen the story of what analytics does for an organization and can help stimulate wider analytics deployment. 9 The CIO s Chance of a Lifetime: Using Big Data and Analytics as the Ticket to Strategic Relevance IDC White Paper December 2013

10 Myth #4: You Can t Have Analytics Without IT IDC Finding: IT Is Part of the Problem, Not the Solution There s a lot of us versus them. If we keep working like this, IT will not survive. VP, Enterprise Technology, Architecture, and Processes, European pharmaceutical company The reality is that IT is a constraint. Director, Analytics, major U.S. online retailer The Ongoing IT/Line-of-Business Disconnect Our research found large differences between the views of LOBs and IT in regard to how helpful IT is as part of the analytics process. This came across clearly in the survey data, which shows a 14% disconnect between IT and LOB respondents with regard to whether IT is the primary developer of analytics strategy (39% of IT respondents versus 25% of LOB respondents) and a 10% disconnect in terms of satisfaction with IT/LOB collaboration around analytics (65% of IT respondents versus 55% of LOB respondents). Perhaps most telling is that nearly twice as many IT respondents as LOB respondents believe that IT decides which analytics projects receive funding 19% versus 10% (see Figure 4). This data suggests a lack of communication between the two groups and possibly different interpretations of what should be part of an analytics strategy. And the disconnect was evident not only in the survey data. LOB respondents in the roundtable sessions saw IT having ownership of managing service-level agreements, keeping the systems running, and keeping the data clean, but not setting the analytics agenda, while IT respondents saw themselves driving the value proposition for analytics and driving analytics proposals. LOB respondents told us that the mindset of IT departments is focused on how much analytics Figure 4 The IT/LOB Disconnect Over Analytics % of respondents agreeing that... They are satisfied with IT/LOB collaboration around analytics IT is primarily involved in setting analytics strategy IT decides which analytics projects receive funding IT LOB Questions: How would you rate your satisfaction with the quality of business and IT collaboration/interaction around analytics? Which group in your organization is primarily responsible for developing your organization s analytics strategy? Who in your organization decides which analytics projects receive funding? Source: IDC, March The CIO s Chance of a Lifetime: Using Big Data and Analytics as the Ticket to Strategic Relevance IDC White Paper December 2013

11 The reason there is shadow IT is because IT is too slow and expensive. The business does not have time to wait. Head of IT Domain Business Intelligence, European financial services company The best, most successful projects that I have worked on have had a very tight relationship between analytics and IT no matter how much tension there might be. VP, Advanced Analytics, U.S. travel services company will cost the business and how data can be stored and not (LOB s desire) how it can be used by the business. Lines of Business Are Using Shadow IT The pressure to succeed with Big Data and analytics initiatives is putting great pressure on technology teams, and in many cases, IT has failed in key aspects to support the analytic needs of the organization. A common complaint among business executives and data scientists in our roundtables is that IT is too slow to address their requirements. In their efforts to achieve their goals, many lines of business have turned to siloed projects using shadow IT groups dedicated to analytics, and many analytics organizations have the power to operate outside IT. This has added to the ongoing friction between IT and LOBs. A key challenge for the CIO is the lack of expertise and time to address all the steps of the analytics life cycle. Unfortunately, many CIOs are not focusing their attention on IT s core competencies or placing much value on the role of other groups in the analytics life cycle. These IT groups strive for greater efficiency in processes where their involvement should be minimal. But organizations that are successful with analytics have a role for IT: In our research, Analytic Achievers exhibited greater IT involvement in analytic life-cycle steps of data collection and data preparation and greater shared responsibility between IT and LOBs for analysis, deployment of analytic models, and monitoring of model and decision quality. The effort by IT to be all things to all people leads to inefficiency and substandard quality outputs and support for LOBs. A huge challenge is the ability to provide a single version of the truth. Roundtable participants talked about the importance of having a single version of the truth. But to a person, they also described how difficult it is to develop a single version of the truth, particularly in the era of Big Data with the need to integrate data from repositories spread throughout or outside the organization. CIO Implications Focus on the information management steps data integration, data management, data quality, and data security of the analytics life cycle. IT should focus on the steps of the analytics life cycle for which it is best equipped and leave the actual data analysis to analytics groups and lines of business. Appropriate IT roles include ensuring high levels of data quality and security, availability of all the necessary data, and certain aspects of master data management while also providing a flexible analytics technology infrastructure that encourages agile experimentation with data. Focus on providing a single version of the truth. This is a critical need for the organization and fits squarely with the CIO s responsibilities. In the era of Big Data, the CIO is in a unique position to gather, integrate, and ensure the integrity of data from multiple data sources inside and outside the organization. CIOs who can deliver against this goal will be able to demonstrate clearly how they are driving value to the business. Key role: Provide a world-class analytics platform; then know when to step aside. In the context of analytics, the IT core competency lies in data collection and data preparation. Our survey data shows that when IT is more involved in these two steps of the analytics life cycle, the organization tends to reap greater benefits from analytics projects. But when IT is involved in every step of the analytics life cycle, it slows everything down. 11 The CIO s Chance of a Lifetime: Using Big Data and Analytics as the Ticket to Strategic Relevance IDC White Paper December 2013

12 The key to uncovering this new path is the emergence of Big Data: Prior to the advent of Big Data, lines of business could make due with the resources they had at their disposal, but in the world of Big Data, in which information must be com bined and integrated from throughout the enterprise and often from external sources, this is no longer possible. Conclusion: Realizing the Chance of a Lifetime In this study, we identified many ways that IT is perceived to be a roadblock to a successful analytics strategy and a number of disconnects between how IT and lines of business view IT s role. While this fundamental story is not necessarily new, what is new is the path forward for the CIO that not only helps IT look out for its own interests but also better supports business needs in a very strategic, outcome-oriented capacity. The key to uncovering this new path is the emergence of Big Data: Prior to the advent of Big Data, lines of business could make due with the resources they had at their disposal, but in the world of Big Data, in which information must be combined and integrated from throughout the enterprise and often from external sources, this is no longer possible. In this new world, the CIO can gain new relevance by: Staking out the appropriate analytics role for the IT organization. Analytics teams are gaining new prominence in the enterprise, but the CIO organization still has a critical role to play. While supporting and assisting the creation of analytics teams, it should establish itself as the custodian and integrator for data across the enterprise. It should also stake its position as a coleader of establishing enterprisewide analytics strategy. Working to remove organizational mindset stumbling blocks. As the logical central repository for best practices, the CIO organization should act as the internal information hub, connecting disparate LOBs, sharing lessons learned, encouraging collaboration, and guiding the analytics process forward. And, in part by using the strategy of influencers, CIOs should take an active role in promoting the organization s data-driven decision-making culture. Quantifying the value of analytics. CIOs should focus on the methodology and metrics necessary to quantify the business benefits of analytics. They should develop greater consultative skills to help organizations assess the value of analytics, and they should apply internal marketing techniques to promote IT s capabilities and highlight IT s success stories in developing and supporting analytics solutions. Partnering with LOBs to add value as a data integrator. CIOs should focus on what they do best: the information management steps of the analytics life cycle. They should provide the necessary infrastructure to present a trusted, single version of the truth. But most of all, they should focus on the portions of the analytics life cycle to which they are best suited providing the data and technology foundation for analytics and know when to step aside. This new role is unique to the CIO s function; it can be implemented only by a centralized IT organization. It is also a new role that is evolving with the emergence of Big Data. This role cannot be performed by shadow IT. Big Data and analytics provide a potentially career-changing chance for CIOs to increase their strategic relevance within the enterprise truly the chance of a lifetime. n 12 The CIO s Chance of a Lifetime: Using Big Data and Analytics as the Ticket to Strategic Relevance IDC White Paper December 2013

13 Appendix: Methodology The research, which was conducted in the first half of 2013, is based on interviews conducted during roundtable sessions and a survey of IT, LOB, and analytics leaders. Roundtable Sessions IDC conducted four roundtable sessions with IT, LOB, and analytics leaders from North America, northwestern and southwestern Europe, and the Asia/Pacific region. Two sessions were held in San Francisco and one session each was held in London and Taipei. Each session, which was attended by 7 to 15 participants, was moderated by an IDC analyst with expertise in the business analytics market. Participants were led by analysts through a multihour session covering three primary topics: analytics strategy, analytics culture, and outcomes and benefits of analytics projects. The Survey IDC surveyed 578 IT, LOB, and analytics managers and executives across 11 countries in the United States, Europe, and Asia/Pacific. The research participants represented a wide range of private and public sector organizations with 500+ employees (82% of survey respondents companies had 1,000+ employees). 63% of survey respondents identified themselves as being part of their organization s IT group, with the remaining 37% of respondents being part of their organization s business groups. Analytic Achievers Part of the survey response analysis included the correlation of results from 28 questions, including questions about the outcomes of analytics projects. We asked survey participants if their analytics projects resulted in quantifiable benefits and if the benefits met their organizational expectations. As a result of this analysis, we isolated a group of organizations where analytics projects either met or exceeded their expectations for quantifiable benefits. We call this group of organizations Analytic Achievers. This white paper includes references to Analytic Achievers and the rest of the organizations. The latter group is defined as organizations whose benefits did not meet expectations or whose benefits are not quantified. 13 The CIO s Chance of a Lifetime: Using Big Data and Analytics as the Ticket to Strategic Relevance IDC White Paper December 2013

14 About IDC International Data Corporation (IDC) is the premier global provider of market intelligence, advisory services, and events for the information technology, telecommunications, and consumer technology markets. IDC helps IT professionals, business executives, and the investment community make fact-based decisions on technology purchases and business strategy. More than 1,000 IDC analysts provide global, regional, and local expertise on technology and industry opportunities and trends in over 110 countries worldwide. For more than 49 years, IDC has provided strategic insights to help our clients achieve their key business objectives. IDC is a subsidiary of IDG, the world s leading technology media, research, and events company. You can learn more about IDC by visiting Copyright Notice IDC Corporate Headquarters 5 Speen Street Framingham, MA USA Tel: External Publication of IDC Information and Data Any IDC information that is to be used in advertising, press releases, or promotional materials requires prior written approval from the appropriate IDC Vice President or Country Manager. A draft of the proposed document should accompany any such request. IDC reserves the right to deny approval of external usage for any reason. Copyright 2013 IDC. Reproduction without written permission is completely forbidden. SAS and all other SAS Institute Inc. product or service names are registered trademarks or trademarks of SAS Institute Inc. in the USA and other countries. indicates USA registration. Other brand and product names are trademarks of their respective companies _S

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