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NewVantage Partners | Survey

Big Data Executive Survey 2014: An Update on the Progress of Big Data in the Large Corporate World

Summary Report

With a Foreword by Thomas H. Davenport

NewVantage Partners LLC

www.newvantage.com

Boston | New York | San Francisco

Copyright 2014

http://www.newvantage.com/


2 www.newvantage.com

Foreword | Thomas H. Davenport

In writing the 2013 Big Data Survey foreword, I noted that

I was happy to see so much Big Data activity, but I

questioned the longevity of the term. Both comments are

even more appropriate this year. Big Data has entered the

mainstream, with two-thirds of the respondents running a

production application. Spending is up, and is expected to

increase dramatically. Surveyed executives are bullish on

the importance of Big Data to their businesses. Only 3%

feel that it’s the “same old stuff.” Everything is sunny in the

world of big data.

Except, its name! Perhaps never has there been such

enthusiasm about a business topic, and less satisfaction

with the name of it. Fewer than 1 in 5 respondents feel

that the name is “apt and descriptive,” and the rest dislike

it or view it as overstated. This raises the question, of

course, whether everyone in the survey -- and in your

organization -- means the same thing when they talk

about “Big Data.” My guess in both cases is that they don’t.

For many, Big Data has become an encompassing term

that has come to mean any analytical application of data.

The problem with this all-encompassing usage is that it

blurs the lines between big and small data, structured and

unstructured data, legacy data and new sources of data,

and other valid differences. My suggestion is to exert

caution and precision when using the term Big Data within

your organization, and use more descriptive language such

as, “We’re more rapidly and cost-effectively bringing

together our traditional legacy data sources.” Or, “We’re

analyzing text converted from call center speech to better

understand customer satisfaction.”

Given this terminological uncertainty, one wonders what

the executives in this survey -- and others around the

world -- are really excited about when they express

enthusiasm for Big Data (and they are excited; 82% say it’s

“important or mission critical” to their organizations, 23%

say its value is “revolutionary,” and 74% believe that its

value “warrants serious attention.”)

There are a variety of possible targets for such admiration

– 22% executives in the survey want to integrate new

sources and more varieties of data, 16% want to integrate

and manage larger volumes of data, and 4% want to

specifically analyze social media or unstructured data.

New data types promise to shed new light on almost any

business entity, from customer sentiments to supplier

relationships.

It could also be that the enthusiasm is aimed at Big Data

technologies such as Hadoop, although executives in the

survey (4%) minimized the important of choosing and

implementing the right technologies as being critical to

business adoption. I’ve noticed in other contexts, however,

that even large, established organizations like those in this

survey cannot fully resist their siren call.

Not surprisingly given this collection of capabilities, this

survey suggests a complicated organizational landscape for

Big Data. It’s capable of addressing many business

problems, so it’s reasonable to have multiple

constituencies within organizations. Business and IT, CDO

and CIO and CAO, Marketing and Finance and R&D --

everybody wants in on this act. On the positive side of this

complex matrix, Big Data could usher in a new era of

organizational collaboration. Or it could yield a massive

amount of confusion and infighting.

Overall, however, this survey suggests a bright future for

Big Data. It’s clearly not just hype, and it’s not just

experimental. Companies are getting real value from it in

production applications. Now if we could only figure out

what to call it!

Thomas H. Davenport is the President’s Professor at Babson

College and was most recently Visiting Professor at Harvard

Business School. He is the author of Competing on Analytics,

cited by CIO Magazine as one of the “Top 15 Most Ground

Breaking Management Books.”, and Big Data at Work, his newest

work.



Introduction Themes and Trends

NewVantage Partners Big Data executive survey was first

conducted in 2012 at the encouragement of Fortune 1000

senior business and technology executives who had

participated in NewVantage Partners executive thought-

leadership roundtable discussions. These executives were

seeking to understand the state of Big Data initiatives

among peer institutions.

Survey respondents are Fortune 1000 senior business and

technology executives who have a vested interest in the

success of an organization’s data and analytics, and Big

Data, initiatives. Respondents include executives with the

following responsibilities:

Line-of-Business President | Group Executive

Chief Executive Officer (CEO)

Chief Operating Officer (COO)

Chief Financial Officer (CFO)

Chief Marketing Officer (CMO)

Chief Information Officer (CIO)

Chief Data Officer (CDO)

Chief Technology Officer (CTO)

Chief Analytics Officer

Chief Risk or Privacy Officer

Chief Architect or Chief Scientist

Head of Big Data for the Enterprise

Head of Analytics | Informatics

Senior Business Leader | Executive

Medical Chief | Medical Information Officer.

Response to the 2014 executive survey has significantly

exceeded previous years, which is directly attributable to

growing executive and corporate interest in data and

analytics, and Big Data in particular, as a critical corporate

asset.

As large corporations looks to leverage their information

assets, the important of data is increasingly magnified.

The 2014 Big Data Executive Survey is the beneficiary of a

record number of senior executive respondents. This year,

59 companies participated, with 125 individual executive

respondents. Executive participants spanned senior

business and technology roles. However, wherever these

executives sat within the organization, they shared a

common interest and common objective to see their

company effectively utilize data and analytics in support of

corporate business goals.

“59 companies participated,

with 125 individual executive respondents”

The 2014 survey highlighted some new as well as some

familiar themes, most notably:

Big Data investment is significant and growing

Big Data initiatives are in production, or fast on

the way

Big Data initiatives are being driven from the top,

with senior executive sponsorship and

commitment

The Chief Data Officer (CDO) role is becoming a

corporate standard

Business and technology partnership is growing

and critical to Big Data success

Big Data is being integrated into the mainstream

Executives are wary of the term Big Data.

NewVantage Partners is pleased to have had this

opportunity to learn from and to share these results with

the participating companies, and beyond.



Demographics

Survey participants comprised 59 Fortune 1000 and industry

leading companies, and 125 senior executive respondents.

Participating Companies -- 59

Executive Respondents -- 125

The breakdown of survey respondents is summarized in

Figure 1:

C-Suite Executives – 35%

COO | CFO | CMO | CIO | CTO | CDO

Big Data Function Leader – 26%

Analytics Leader – 16%

Chief Architect | Senior Technologist – 16%

Business Unit Leader – 7%

President | EVP | SVP

The largest group of respondents comprised C-suite

executives, followed by executives with corporate leadership

responsibilities for Big Data initiatives within or across the

enterprise.

The breakdown of C-Suite executives by role is summarized

in Figure 2:

Chief Data Officer – 31%

Chief Information Officer – 31%

Chief Technology Officer – 21%

Chief Marketing Officer – 10%

Other C-Executive – 7%

The breakdown of executives by Business or Technology

functions is summarized in Figure 3.

Business – 33%

Technology – 41%

Business and Technology – 26%.



The survey focused on organizations that traditionally make

the largest investments in data initiatives, particularly financial

services firms, as well as emerging new sectors such as

healthcare and life sciences firms, which are making major

new investments in data initiatives. Industry representation is

summarized in Figure 4:

Financial Services – 78%

Healthcare and Life Sciences – 12%

Other Industries and Sectors – 10%



Participating Companies

Financial Services | Insurance

Aetna

AIG

American Express

Bank of America

Bank of New York Mellon

Barclay’s Capital

BB&T Bank

Bridgewater Associates

Capital One

Capital Group

Charles Schwab

Cigna

Citizens Financial

CitiGroup

CLSA | Cruickshank Laing

Fidelity Investments

Freddie Mac

GE Capital

The Hartford

HSBC

JP Morgan

Lincoln Financial

MasterCard

MetLife

Morgan Stanley

New York Life

Northwestern Mutual

Putnam Investments

Raymond James

Regions Bank

Royal Bank of Canada (RBC)

Standard & Poor’s

State Street Corporation

SunLife Financial

TD Ameritrade

Thomson Reuters

TIAA-CREF

Travelers

UBS

US Bank

Wellington Financial

Wells Fargo

Health Care | Life Sciences

Alkermes

Astellas

Blue Cross of Rhode Island

CVS | Caremark

Glaxo Smith Klein

Harvard Medical School

Harvard Pilgrim Health Plan

Johnson & Johnson

Kaiser Permanente

Pfizer

Steward Healthcare

Other Industry Sectors

Gannett

General Electric

Raytheon

Time-Warner

TJX Companies



Executive Summary

Big Data and analytics continue on a path of rapid

adoption within the corporate mainstream. That is the

dominant theme of NewVantage Partners 2014 Big Data

Executive Survey.

This report summarizes the principal findings of the 2014

survey, and the dominant trends and themes that emerged.

Executives are invested in Big Data. That senior

corporate executives are invested in the success of Big

Data is evidenced by the seniority and breadth of

participation on this year’s executive survey. The

participation of 125 senior corporate executives

representing 59 Fortune 1000 companies and industry

leaders demonstrates the level of commitment to Big Data

from the top of the house. The fact that 42% of the

participants held positions of C-executive responsibility or

were business unit presidents or heads is indicative of the

importance and value that corporations believe can be

derived from the intelligent use of data and analytics in

their business.

“42% of the participants held positions of C-executive

responsibility or were business unit presidents or heads”

Big Data is becoming Mainstream. Leading corporations

are making serious commitments to their Big Data and

analytics initiatives. 67% of executives now report that

they have Big Data initiatives running in production within

the corporation. Investment in Big Data is increasing

dramatically. Executives report that their corporate

investments in Big Data are projected to grow from 35%

to 75% by 2017 for investments greater than $10MM, and

by an astounding 6% to 28% for investments greater than

$50MM. 82% view Big Data as being highly important or

mission-critical within their organizations, and 82%

indicated that Big Data has been integrated into the

business and technology mainstream.

“Investments in Big Data are projected to grow from

35% to 75% by 2017 for investments greater than

$10MM, and by an astounding 6% to 28% for

investments greater than $50MM.”

Business-IT Partnership is Key to Big Data Adoption.

Executives were in strong agreement that business-IT

partnership is essential to the success of corporate Big

Data initiatives. 88% of executives cited the importance

of a strong business-IT partnership, with 77% citing

business leadership and sponsorship, and partnership and

organizational alignment as being the most critical factors

in ensuring successful adoption of Big Data initiatives

within the corporation. Executives report that Big Data

sponsorship starts at the top of the house, with 37%

reporting that the primary executive sponsor is the CEO,

COO, or business President.

”88% of executives cited the importance of a strong

business-IT partnership”

The Chief Data Officer is an Emerging Role. 43% of

executives report that their organization has established a

Chief Data Officer (CDO) function. This represents a

dramatic jump from 2012, when only 19% of executives

reported that their organization had established a CDO

role, and from 2013 where the number had grown only

slightly to 26%. Corporations are recognizing that data is

a critical corporate asset and are grappling with how best

to organize and manage to support Big Data and analytics

initiatives

Big Data is a Business issue. Executives see Big Data as

providing significant business benefits – greater insight

and learning, the ability to obtain answers and make

decisions faster and in a more informed manner, greater

agility and flexibility. Only 4% see technology selection as

being critical to successful Big Data adoption.



The State of Big Data

Big Data Adoption is on the Rise

Big Data adoption is accelerating. Whereas, Big Data was

a new topic just a few years ago, with many companies

grappling with its role within their organization, Big Data is

now largely viewed as a mainstream activity that is an

integrated component of how they do business.

Figure 5 summarizes the state of Big Data adoption within

leading Fortune 1000 corporations and industry leading

companies.

Big Data in Production – 67%

Big Data Initiatives Underway – 17%

Big Data Initiatives under Consideration – 12%

Nothing Planned or Underway – 4%

The level of mainstream adoption within just a few years is

startling, with only 4% of executives reporting that no Big

Data initiatives planned or underway.

This is in sharp contrast to the 67% of executives who now

report that Big Data initiatives now operate within a

production environment within their organization. This

level of adoption within just a few years period is

significant and highly notable.

“67% of executives report that Big Data initiatives operate

within a production environment within their organization.

This level of adoption within just a few years period is

significant and highly notable.”

Among those organizations that report having Big Data

initiatives in production, Figure 6 summarizes the reach

and scope of their Big Data initiatives.

Initiative Operationalized in Production – 43%

Operationalized Across the Enterprise – 29%

Discovery Environment for Big Data – 28%

Of those firms that now have Big Data initiatives operating in

production, it is noteworthy that while nearly three-quarters

have integrated Big Data initiatives into core production

processes, the remaining respondents are utilizing Big Data as

a backbone for analytics and discovery activities.



Big Data Investment is on the Rise

Big Data spending is clearly on a sharp and steady rise.

The rise in Big Data investment is illustrated in Figures 7-9.

Less than $1MM – 10%

$1MM - $10MM – 55%

$10MM - $50MM – 29%

$50MM - $100MM – 2%

Greater than $100MM – 4%

Less than $1MM – 1%

$1MM - $10MM – 24%

$10MM - $50MM – 46%

$50MM - $100MM – 14%

Greater than $100MM – 14%

“By the year 2017, investments in Big Data of more than

$10MM annually will grow from 35% to 74%,

while investments of more than $50MM will grow

from 6% today to a whopping 28% by 2017”

The figures show current and anticipating levels of

investment in Big Data initiatives over the course of the

next 3 years. What is most notable are the dramatic levels

of growth in spending at the upper ends of the range, as

noted in Figure 9, which contrasts the growth in spending

from 2014 through 2017.

$10MM - $50MM – 58% growth

$50MM - $100MM – 600% growth

Greater than $100MM – 250% growth

Most dramatically, by the year 2017, 74% of executives

report that their companies will invest more than $10MM

annually in Big Data initiatives, contrasted with 35%

presently. And, these executives report an increase in

investment greater than $50MM annually from 6% today

to a whopping 28% by 2017.



Big Data Acceptance is on the Rise

Attitudes toward the acceptance and adoption of Big Data

continue to evolve as well.

Figure 10 summarizes the importance that executive

respondents attach to Big Data and its perceived value to

their organization.

Important or Mission Critical – 82%

Somewhat Important or Experimental – 16%

Not Important or Nice to Have – 2%

A somewhat astounding 82% of executive respondents

characterize Big Data as highly important or mission-

critical to their organization, while only 2% characterize Big

Data as unimportant or nice-to-have.

This characterization of Big Data’s importance to leading

firms speaks volumes about the acceptance and adoption

which Big Data has achieved in a very brief period of time,

and the substantive value that organizations believe can

be realized from Big Data initiatives.

Figure 11 summarizes the perceived value that individual

executive respondents believe that Big Data initiatives will

bring to their organization.

“82% of executive respondents characterize Big Data as

highly important or mission-critical to their organization.

This characterization of Big Data’s importance speaks

volumes to the substantive value that organizations believe

can be realized from Big Data initiatives.”

Warrants Serious Attention – 74%

Revolutionary – 23%

Same Old Stuff – 3%

The perceived value or Big Data to survey respondents

mirrors the perceived value of Big Data to their

organizations, with 3% remaining highly skeptical.

It should be noted that the level of skepticism has

dropped significantly since we first conducted this survey

in 2012, and most executive respondents now adopt the

thoughtful mindset that Big Data initiatives warrant

“serious attention”.



But, Executives Hate the Term Big Data

Figure 12 summarizes the views of executive respondents

on the term Big Data, with most respondents indicating

that the term is not helpful in focusing serious discussion

on the topic, value, and benefits to their organization:

Overstated or Dislike – 83%

Apt and Descriptive – 17%

Though 83% of executives claim to dislike the term Big

Data, or find it to be overstated, it must be admitted that

Big Data has served as an effective rallying cry and focal

point that has raised awareness of data as a corporate

asset – love the term or hate it.

“Though 83% of executives claim to dislike the term Big

Data, or find it to be overstated, it must be admitted that

Big Data has served as an effective rallying cry and focal

point that has raised awareness of data as a corporate

asset – love the term or hate it.!”



The Drivers of Big Data

Business Leaders seek Insight, Speed, and Agility

Figure 13 summarizes executive responses to the primary

business factors that are driving investment in Big Data

initiatives within the enterprise.

Insight and Learning – 49%

Speed | Faster Answers and Decisions – 24%

Agility and Flexibility – 18%

Cost Savings and Efficiency – 9%

Executives report 4 major drivers of investment in Big Data

initiatives from a business perspective.

Three quarters of executives cited greater insight and

learning, or the ability to answer business questions faster,

make informed decisions faster, or accelerate speed-to-

market as the primary business driver for investment in Big

Data initiatives.

Nearly half of executives cited greater insight and learning,

resulting from having and analyzing more data effectively

as the main business driver.

10% of executives cited cost savings as the primary

business driver for their Big Data investments.

“Three quarters of executives cited greater insight and

learning, the ability to answer business questions and

make informed decisions faster, or the capacity to

accelerate speed-to-market as the primary business driver

for investment in Big Data initiatives. Reducing operational

costs and increasing efficiencies was also noted.”

Figure 14 summarizes the most frequent responses when

executives were asked about the most important business

driver for their Big Data investments.

Insight into our Business/Customers – 46%

Faster Answers to Business Questions – 12%

Reduce Costs and Increase Efficiencies – 10%

Create a Data-Driven Culture – 8%

Faster Decisions on Business Initiatives – 8%

Greater Business Agility – 8%

Insight, speed, agility, and cost savings were the consistent

themes among business executives, as was the notion of

creating a data-driven culture for their organization.



Technology Leaders seek Process Improvement

Figure 15 summarizes executive responses to the primary

technical factors that are driving investment in Big Data

initiatives within the enterprise.

Process Improvement – 47%

Variety of Data – 26%

Volume of Data – 20%

Cost Savings and Efficiency – 8%

Velocity of Data – 3%

From a technical perspective, the greatest perceived

benefits and drivers for investment in Big Data initiatives

was seen as resulting from process improvements, and the

ability to integrate new sources and more varieties of data.

Much of the benefit of Big Data initiatives from a technical

perspective derive from the ability to introduce new Big

Data processes and approaches that can provide greater

agility, shorten the time it takes to answer critical business

questions, and reduce data management costs.

Executives also noted the important of being able to

integrate new data sources and more varieties of data,

integrate and manage larger volumes of data, and notably,

the ability to more effectively integrate and management

their traditional legacy data sources.

“Much of the benefit of Big Data initiatives from a

technical perspective derive from the ability to introduce

new Big Data processes and approaches that can provide

greater agility, shorten the time it takes to answer critical

business questions, and reduce data management costs.”

Figure 16 summarizes the most frequent responses when

executives were asked about the most important technical

driver for their Big Data investments.

Integrate More Varieties of Data – 22%

Apply New Big Data Approaches – 17%

Integrate Larger Volumes of Data – 16%

More Effectively Integrate Legacy Data – 13%

Enable Greater Agility – 12%

The benefits of Big Data have often been associated with

the ability to integrate and manage greater volumes or

data and varieties of data, as well as the ability to manage

high velocity data. For the executives who responded to

this survey, the ability to integrate greater varieties of data,

including legacy data, is paramount.

Less than 2% of executives highlighted a desire to

integrate social media data, and less than 2% highlighted a

need to focus on unstructured data.



Big Data Sponsorship and Adoption

Big Data Sponsorship Starts at the Top

Figure 17 summarizes executive responses to the question

of primary executive sponsorship of Big Data initiatives for

the company.

CEO | COO | Business President – 37%

CIO | CTO – 28%

Chief Financial (CFO) or Risk Officer – 15%



Support for Big Data initiatives start at the top of the

house, and frequently at the very top of the house, as

evidence by survey responses. 37% of Big Data initiatives

are sponsored by the corporate CEO, COO, or Business

President, another 11% by the CFO or Chief Risk Officer,

and 9% by the CMO.

Executive sponsorship is driven by the CIO, CTO, or Chief

Data Officer (CDO) a combined 39% of the time.

“Support for Big Data initiatives start at the top of the

house -- 37% of Big Data initiatives are sponsored by the

CEO, COO, or Business President, another 11% by the CFO

or Chief Risk Officer, and 9% by the CMO.”

Figure 18 summarizes the primary organizational driver or

beneficiary of Big Data investments.

Sales, marketing, CRM – 36%

Risk, security, regulatory, compliance – 29%

R&D, new products – 21%

IT, operations – 10%

Finance, HR, admin – 4%

Big Data initiatives are being focused on both externally

facing activities (customer, new products) as well as

internal activities (risk, compliance, operations). This

represents an evolution in the demands for data and

analytics support, since data and analytics for many years

was focused on market research and database marketing.

The past decade has seen a significant increase in the

demand for data and analytics to support compliance and

regulatory reporting needs. Most recently, Big Data is

being applied to R&D and new product development.



Big Data Ownership is Diverse and Evolving

Figure 19 summarizes organizational ownership and

primary responsibility for corporate Big Data initiatives.

CIO | CTO – 35%

CEO | COO | Business President – 24%


Chief Financial (CFO) or Risk Officer – 15%


The CIO or CTO, as technology leaders of the corporation,

continue to play a leading role in managing data and

analytics initiatives and Big Data initiatives as they develop.

35% of executives report that ownership for Big Data

initiatives is the responsibility of the CIO or CTO.

An interesting development is the emergence of the Chief

Data Officer (CDO) as a new function which is increasingly

assuming responsibility for corporate Big Data and

analytics initiatives. Although the CDO role is new and

evolving, executives report that responsibility and oversight

for corporate Big Data initiatives now resides with the CDO

among 18% of the respondents.

Notably, the CFO, Risk Officer, and CMO own

organizational responsibility among 23% of respondents.

“An astounding 43% of executives report that their

organization has established a Chief Data Officer (CDO)

function, a figure up from 19% in 2012 and 26% in 2013.”

Figure 20 addresses the emergence of the Chief Data

Officer role.

We have a Chief Data Officer – 43%

We do not have a Chief Data Officer – 57%

Largely unknown just a few years ago, an astounding 43%

of executives surveyed now report that their organization

has established a Chief Data Officer (CDO) function, a

figure up from 19% in 2012 and 26% in 2013.

Although the roles and responsibilities of the CDO are

evolving, it is evident that more corporations are looking

to organize their data and analytics activities under an

executive with focused responsibilities in this area.

Organizations will continue to assess whether the CDO role

will be primarily focused on outward facing customer

marketing activities, internally focused compliance and

regulatory reporting efforts, or on evaluating new product

and service capabilities that can be developed as a result

of Big Data and analytics initiatives.

Clearly, ownership and organizational responsibility for Big

Data initiatives remains diverse and continues to evolve.



Business-IT Partnership is Key to Big Data Adoption

Figure 21 summarizes executive responses to the factors

most critical to ensuring successful adoption of Big Data

initiatives within the corporation.

Business leadership and sponsorship – 44%

Partnership | organizational alignment – 33%

Data Governance practices – 14%

Technology leadership and sponsorship – 5%

Selecting the right technologies – 4%

An overwhelming 77% of executives responded that the

biggest factors in ensuring successful adoption of Big Data

initiatives relate to strong business leadership and

sponsorship, an accompanying partnership between

business and IT functions, and the effective organizational

alignment of these activities.

It should be noted that earlier, in Figure 3, more than one

quarter of the executive respondents characterized their

organizational role and responsibilities as both Business

and Technology, not making a distinction between a

Business or Technology function.

Notably, only 4% of executives believe that technology

selection is critical to successful adoption.

“An overwhelming 77% of executives responded that

successful adoption of Big Data initiatives depends on

strong business leadership and sponsorship, partnership

between business and IT functions, and strong

organizational alignment of these efforts.

Only 4% of executives believe that technology selection is

critical to successful adoption.”

Big Data is Business-Driven with IT Partnership

Figure 22 summarizes executive responses to the question

of Business and Technology partnership, and how Big Data

initiatives are driven within the corporation.

Business-driven with IT partnership – 42%

Business and IT driven together – 24%

IT-driven with business partnership – 22%

IT-driven and led – 9%

Business-driven and led – 3%

Companies are increasingly coming to recognize the

criticality of strong business and technology alignment to

achieve their business goals and leverage their data assets.

This elimination of many of the traditional boundaries

between Business and Technology functions is a consistent

theme throughout the survey.



Big Data is being integrated into the Mainstream

Organizations are seeking to integrate Big Data initiatives

into the business and IT mainstream, and to develop the

strategies and processes for implementing and maintaining

robust data and analytics capabilities.

For many organizations, this means adapting their data

strategies to introduce Big Data approaches and

capabilities, while continuing to maintain and operate their

traditional Enterprise Data Warehouse (EDW) or data

repositories.

While this survey did not explore the detailed technical

approaches that organizations are adopting to integrate

Big Data into their traditional operational environments,

we did seek to understand some of the key data

management approaches and strategies guiding corporate

data management efforts.

Figure 23 speaks to how companies are getting started

along the process of Big Data adoption.

When asked whether organizations have established an

Analytical Sandbox, Big Data Lab, or Big Data Center of

Excellence, as a way of introducing Big Data into their

organization, 73% responded affirmatively.

Established a Sandbox, Lab, or COE – 69%

We have not – 31%

Figure 24 summarizes executive responses to how

corporations plan to integrate Big Data initiatives within

their data management strategy.

Most corporations have invested in an Enterprise Data

Warehouse, and are now assessing how Big Data fits.

Big Data will co-exist with the EDW – 33%

Big Data will augment the EDW – 27%

Plan to adopt a Data Hub or Data Lake – 26%

Big Data will be independent of EDW – 7%

Big Data will replace the EDW – 7%

Finally, Figure 25 illustrates how executives expect to

manage their Big Data initiatives and capabilities.

Integrated into the mainstream – 82%

Managed as a separate environment – 18%



About NewVantage Partners

Decades before the advent of “Big Data,” a body of

business leaders, technologists, and academic thinkers

were engaged by the prospect of helping companies

leverage their information assets to gain insights that

would lead to more data-informed business decisions.

Founded in 2001, NewVantage Partners provides expertise

and guidance to Fortune 1000 business and technology

executives who are seeking to leverage Data and Analytics

to gain business insights, derive business value, transform

critical business processes, and ensure successful business

adoption and results.

NewVantage Partners is based in Boston with offices in

New York and San Francisco.

Selected Reference

Wall Street Journal

How Business Culture Defines Data Success. October 7, 2014

The Legacy of Big Data. September 9, 2014

The Culture of Data. July 22, 2014

Health Care Plays Catch-up with Big Data. June 17, 2014

Financial Services Companies See Results from Big Data

Push. January 27, 2014

MIT Sloan Management Review

Big Data Fatigue. June 23, 2014

Organizational Alignment is Key to Big Data Success.

January 28, 2013

CIO Magazine

Which C-level Executive will be the Big Data Champion?

November 15, 2013

Harvard Business Review

Get the Maximum Value out of your Big Data Initiative.

February 1, 2013

To Learn More

Please contact:

Randy Bean

Managing Partner | CEO

NewVantage Partners LLC

400 Stuart Street, Suite 20E

Boston, MA 02116

857.991.1404

[email protected]

www.newvantage.com

http://newvantage.com/wp-content/uploads/2014/10/WSJ-How-Business-Culture-Defines-Data-Success-100714.pdf

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http://newvantage.com/wp-content/uploads/2014/07/WSJ-The-Culture-of-Data-072214.pdf

http://newvantage.com/wp-content/uploads/2014/07/WSJ-Health-Care-Plays-Catch-Up-with-Big-Data-061714.pdf

http://newvantage.com/wp-content/uploads/2014/02/WSJ-Financial-Services-Firms-See-Big-Data-Results-012714.pdf

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http://newvantage.com/wp-content/uploads/2013/04/MIT-Sloan-Review-Organizational-Alignment-is-Key-Jan-2013.pdf

http://newvantage.com/wp-content/uploads/2013/12/CIO-122013.pdf

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