2. Developing intelligence
A developing organization will have the building blocks for a culture of data in place but will often falter when it comes to actually acting on insights.
There will be, says Nilsson, “a clearly outspoken will to be data-driven and make decisions based on data, but it’s likely that the big ideas are more ambitious than the actual actions taken. This is also the stage where we tend to see some decent investment in analytics tools, and we see budget put towards truly becoming digitalized.”
We might see, for instance, consumer insights being presented to leadership to help influence decisions.
But, ultimately, this cultural shift does need to come from the top down, and at this stage we may not see senior leadership driving the data culture.
To reach a higher level of maturity, senior leadership need to be both flag-waving for data and analytics and also empowering and emboldening their departments to do so.
3. Digital consumer intelligence
At this advanced stage we see leadership champions using consumer insights data in decision making, say, being integrated into the recruitment process, or the company website. Analyzing data will likely now come naturally to key areas of the business.
“In the ‘advanced’ category, we are hearing not only stories of ambitious ideas, but stories of what they’ve actually done. We’re hearing how data has and will inform decision making in the company, ie we’re going from ideas to real execution,” Nilsson explains. “There’s also a common language and understanding of data – a data literacy – across the organization, but it’s important to be mindful that this culture of data is unlikely to look the same throughout each area of the business.”