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Analytical Maturity Model (DELTA)

Analytical Maturity Model (DELTA)Adopted from the Five Stages of Analytics Maturity developed by Tom Davenport and Jeanne Harris in their book, Competing on Analytics: The New Science of Winning, and the DELTA Model developed in 2010 by Tom Davenport, Jeanne Harris and Bob Morison in their book, Analytics at Work: Smarter Decisions, Better 5 Analytical CompetitorsRelentless search for new data and metricsAll key Analytical resources centrally managedStrong leadership passion for Analytical competitionAnalytics support the firm s distinctive capability and strategyWorld class professional analysts and attention to Analytical amateursSTAGE 4 Analytical CompaniesIntegrated, accurate, common data in central warehouseKey data, technology and analysts are centralized or networkedLeadership support for Analytical competenceAnalytical activity centered on a few key domainsHighly capable analysts in central or netwo

Analytical Maturity Model (DELTA) Adopted from the Five Stages of Analytics Maturity developed by Tom Davenport and Jeanne Harris in their book, Competing on Analytics: The New Science of Winning, and the DELTA Model developed in 2010 by Tom Davenport, ... capability and strategy World‐class professional ...

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Transcription of Analytical Maturity Model (DELTA)

1 Analytical Maturity Model (DELTA)Adopted from the Five Stages of Analytics Maturity developed by Tom Davenport and Jeanne Harris in their book, Competing on Analytics: The New Science of Winning, and the DELTA Model developed in 2010 by Tom Davenport, Jeanne Harris and Bob Morison in their book, Analytics at Work: Smarter Decisions, Better 5 Analytical CompetitorsRelentless search for new data and metricsAll key Analytical resources centrally managedStrong leadership passion for Analytical competitionAnalytics support the firm s distinctive capability and strategyWorld class professional analysts and attention to Analytical amateursSTAGE 4 Analytical CompaniesIntegrated, accurate, common data in central warehouseKey data.

2 Technology and analysts are centralized or networkedLeadership support for Analytical competenceAnalytical activity centered on a few key domainsHighly capable analysts in central or networked organizationSTAGE 3 Analytical AspirationsOrganization beginning to create centralized data repositoryEarly stages of an enterprise wide approachLeaders beginning to recognize importance of analyticsAnalytical efforts coalescing behind a small set of targetsInflux of analysts in key target areasSTAGE 2 Localized AnalyticsData useable, but in functional or process silosIslands of data, technology, and expertiseOnly at the function or process levelMultiple disconnected targets that may not be strategically importantIsolated pockets of analysts with no communicationSTAGE 1 Analytically ImpairedInconsistent, poor quality, poorly organizedn/aNo awareness or interestn/aFew skills, and these attached to specific functions


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