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  Dimensional Insight Achieves #1 Overall Score in 2015 Wisdom of Crowds ® Business Intelligence Market Study Dear Colleagues, For the sixth consecutive year, Dimensional Insight has earned top rankings as a business intelligence technology vendor based on customer feedback in the 2015 Wisdom of Crowds® Business Intelligence Market Study conducted by Dresner Advisory Services, LLC. Dresner Advisory Services received feedback on 24 vendors from 1,495 BI users. Dimensional Insight achieved the highest overall ranking among all vendors covered in the report, including IBM/Cognos, Information Builders, MicroStrategy, Oracle, QlikTech, SAP/BusinessObjects, Tableau, and Targit. Read our blog post on this news A member of the “Specialized” market segment, Dimensional Insight is the leader again for 2015. We are best in class for most measures across all categories including sales, value, product, support, consulting, and integrity.  We owe a tremendous debt of gratitude to all the customers who participated in this independent research. Following, you will find the 128-page report, complete with vendor comparisons for 24 BI products, and in-depth market analysis, illustrated with over 100 charts and tables. Sincerely, Fred Powers CEO, Dimensional Insight Figure 80 - Dimensional Insight detailed score found on page 106 WORLD HEADQUARTERS: 60 Mall Road, Burlington, MA 01803 Phone: 781-229-911 Email: [email protected] Web: http://www.dimins.com/

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Page 1: Wisdom of Crowds Business Intelligence Market Study TM ...info.dimins.com/rs/254-LJI-829/images/2015-Dresner... · Wisdom of Crowds® Business Intelligence Market Study Dear Colleagues,

 

 

Dimensional Insight Achieves #1 Overall Score in 2015 Wisdom of Crowds® Business Intelligence Market Study

Dear Colleagues,

For the sixth consecutive year, Dimensional Insight has earned top rankings as a business intelligence technology vendor based on customer feedback in the 2015 Wisdom of Crowds® Business Intelligence Market Study conducted by Dresner Advisory Services, LLC.

Dresner Advisory Services received feedback on 24 vendors from 1,495 BI users. Dimensional Insight achieved the highest overall ranking among all vendors covered in the report, including IBM/Cognos, Information Builders, MicroStrategy, Oracle, QlikTech, SAP/BusinessObjects, Tableau, and Targit.

Read our blog post on this news A member of the “Specialized” market segment, Dimensional Insight is the leader again for 2015. We are best in class for most measures across all categories including sales, value, product, support, consulting, and integrity.  

We owe a tremendous debt of gratitude to all the customers who participated in this independent research.

Following, you will find the 128-page report, complete with vendor comparisons for 24 BI products, and in-depth market analysis, illustrated with over 100 charts and tables.

Sincerely,

Fred Powers CEO, Dimensional Insight

Figure 80 - Dimensional Insight detailed score found on page 106

WORLD HEADQUARTERS: 60 Mall Road, Burlington, MA 01803 Phone: 781-229-911 Email: [email protected] Web: http://www.dimins.com/

Page 2: Wisdom of Crowds Business Intelligence Market Study TM ...info.dimins.com/rs/254-LJI-829/images/2015-Dresner... · Wisdom of Crowds® Business Intelligence Market Study Dear Colleagues,

May 29, 2015 Dresner Advisory Services, LLC

2015 Edition

Wisdom of Crowds® Business Intelligence Market Study

Licensed to Dimensional Insight

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2015 Wisdom of Crowds® Business Intelligence Market Study

Disclaimer

This report should be used for informational purposes only. Vendor and product selections should be made based on multiple information sources, face-to-face meetings, customer reference checking, product demonstrations, and proof-of-concept applications.

The information contained in all Wisdom of Crowds® Market Study Reports reflects the opinions expressed in the online responses of individuals who chose to respond to our online questionnaire and does not represent a scientific sampling of any kind. Dresner Advisory Services, LLC shall not be liable for the content of reports, study results, or for any damages incurred or alleged to be incurred by any of the companies included in the reports as a result of the content.

Reproduction and distribution of this publication in any form without prior written permission is forbidden.

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2015 Wisdom of Crowds® Business Intelligence Market Study

Business Intelligence: A Definition Business intelligence (BI) is “knowledge gained through the access and analysis of business information.

Business intelligence tools and technologies include query and reporting, OLAP (online analytical processing), data mining and advanced analytics, end-user tools for ad hoc query and analysis, and dashboards for performance monitoring.”

Howard Dresner, The Performance Management Revolution: Business Results Through Insight and Action (John Wiley & Sons, 2007)

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Page 5: Wisdom of Crowds Business Intelligence Market Study TM ...info.dimins.com/rs/254-LJI-829/images/2015-Dresner... · Wisdom of Crowds® Business Intelligence Market Study Dear Colleagues,

2015 Wisdom of Crowds® Business Intelligence Market Study

Introduction This year we celebrate the eighth anniversary of Dresner Advisory Services! Our thanks to all of you that have been with us along the way, encouraging and challenging us!

Since our founding in 2007, we have strived to offer a fresh, real-world and alternative perspective on the Business Intelligence (BI) market. We hope that you agree that we not only have succeeded in doing so but also continue to “raise the bar”—offering increasingly compelling research and greater value with each successive year!

Since we published our first Wisdom of Crowds® Business Intelligence Market Study in 2010, we have continued to expand our research offerings to include a variety of important topics including: Location Intelligence, Advanced and Predictive Analytics, Cloud Computing and BI, Collaborative Computing and BI, Embedded BI, BI Emerging Technologies, and Small & Mid-Sized Enterprise BI. During 2015 we have added to these topics with coverage for Enterprise Planning, End-User Data Preparation, and Big Data Analytics.

This publication marks our sixth annual “Flagship” Wisdom of Crowds Business Intelligence Market Study report. In it we have continued to expand coverage and have introduced two new market models, updated market segmentation and additional vendor ratings.

In closing, we’re very excited about both the market and our ability to continue to add substantial perspective and value to it!

Thanks for your support!

Best,

Howard Dresner Chief Research Officer Dresner Advisory Services

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2015 Wisdom of Crowds® Business Intelligence Market Study

Contents Business Intelligence: A Definition .................................................................................. 3

Introduction ..................................................................................................................... 4

Benefits of the Study ..................................................................................................... 10

Consumer Guide ........................................................................................................ 10

Supplier Tool .............................................................................................................. 10

External Awareness ................................................................................................ 10

Internal Planning ..................................................................................................... 10

About Howard Dresner and Dresner Advisory Services ................................................ 11

About Jim Ericson ......................................................................................................... 12

Survey Method and Data Collection .............................................................................. 13

Data Collection ........................................................................................................... 13

Data Quality ............................................................................................................... 14

New for 2015 ................................................................................................................. 14

Vendor/Market Categories ............................................................................................ 15

Executive Summary ...................................................................................................... 17

Study Demographics ..................................................................................................... 19

Geography ................................................................................................................. 19

Functions ................................................................................................................... 20

Vertical Industries ...................................................................................................... 21

Organization Size ....................................................................................................... 22

Analysis and Trends ...................................................................................................... 24

Departments/Functions Driving Business Intelligence ............................................... 24

Functions Driving Business Intelligence by Major Geography ................................ 27

Functions Driving Business Intelligence by Vertical Industry .................................. 28

Functions Driving Business Intelligence by Organization Size ............................... 29

User Roles Targeted for Business Intelligence .......................................................... 32

Targeted Users for Business Intelligence by Geography ........................................ 34

User Targets for Business Intelligence by Organization Size ................................. 35

User Targets for Business Intelligence by Vertical Industries ................................. 36

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2015 Wisdom of Crowds® Business Intelligence Market Study

Objectives for Business Intelligence .......................................................................... 37

Business Intelligence Objectives by Geography ..................................................... 38

Business Intelligence Objectives by Function ......................................................... 39

Business Intelligence Objectives by Vertical Industry ............................................. 40

Business Intelligence Objectives by Organization Size .......................................... 41

Penetration of Business Intelligence Solutions .......................................................... 42

Expansion Plans for Business Intelligence Through 2018 ...................................... 43

Current Business Intelligence Penetration by Geography ...................................... 44

Planned Business Intelligence Penetration by Geography ..................................... 45

Business Intelligence Penetration by Function ....................................................... 46

Current Business Intelligence Penetration by Vertical Industry .............................. 48

Planned Business Intelligence Penetration by Vertical Industry ............................. 49

Current Business Intelligence Penetration by Organization Size ............................ 50

Planned Business Intelligence Penetration by Organization Size ........................... 51

Number of Business Intelligence Tools in Use ........................................................... 52

Number of Business Intelligence Tools in Use 2013 to 2015 .................................. 52

Number of Business Intelligence Tools by Function ............................................... 53

Number of Business Intelligence Tools by Vertical Industry ................................... 54

Number of Business Intelligence Tools by Organization Size ................................. 55

Technologies and Initiatives Strategic to Business Intelligence ................................. 56

Technology Priority Changes from 2013 ................................................................. 57

Technologies and Initiatives Strategic to Business Intelligence by Geography ...... 59

Technologies and Initiatives Strategic to Business Intelligence by Function .......... 60

Technologies and Initiatives Strategic to Business Intelligence by Vertical Industry ................................................................................................................................ 61

Technologies and Initiatives Strategic to Business Intelligence by Organization Size ................................................................................................................................ 62

Technologies and Initiatives Strategic to Business Intelligence—Small and Mid-Sized versus Large Enterprises .............................................................................. 63

Business Intelligence and the State of Data .............................................................. 64

Business Intelligence and the State of Data by Geography .................................... 66

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2015 Wisdom of Crowds® Business Intelligence Market Study

Business Intelligence and the State of Data by Function ........................................ 67

Business Intelligence and the State of Data by Vertical Industry ............................ 68

Business Intelligence and the State of Data by Organization Size ......................... 69

Business Intelligence and Action on Insight ............................................................... 70

Business Intelligence and Action on Insight by Geography .................................... 72

Business Intelligence and Action on Insight by Function ........................................ 73

Business Intelligence and Action on Insight by Vertical Industry ............................ 74

Business Intelligence and Action on Insight by Organization Size .......................... 75

Success with Business Intelligence ........................................................................... 76

Reasons Why Business Intelligence Succeeds ...................................................... 77

Reasons Why Business Intelligence Fails .............................................................. 78

Success with Business Intelligence by Organization Size ...................................... 79

Success with Business Intelligence by BI Objectives ............................................. 80

Success with Business Intelligence by Targeted Users .......................................... 81

Success with Business Intelligence and Technology Priorities ............................... 82

Success with Business Intelligence and Number of BI Tools ................................. 83

Success with Business Intelligence and the State of Data ..................................... 84

Success with Business Intelligence and Action on Insight ...................................... 85

Success with Business Intelligence and Penetration of Users ................................ 86

Industry and Vendor Analysis ........................................................................................ 88

Scoring Criteria .......................................................................................................... 88

Industry Performance ................................................................................................. 89

Sales/Acquisition Experience.................................................................................. 89

Value ...................................................................................................................... 90

Quality and Usefulness of Product .......................................................................... 91

Technical Support ................................................................................................... 92

Consulting ............................................................................................................... 93

Integrity ................................................................................................................... 94

Recommended ....................................................................................................... 95

Performance Improvements ................................................................................... 96

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2015 Wisdom of Crowds® Business Intelligence Market Study

Vendor Stacked Rankings ............................................................................................. 98

Business Intelligence Titans ....................................................................................... 99

Large Established Pure-Play Business Intelligence Vendors ..................................... 99

Cloud Business Intelligence Vendors ....................................................................... 100

Specialized Business Intelligence Vendors .............................................................. 100

Diversified Business Intelligence Vendors ............................................................... 101

Emerging Business Intelligence Vendors ................................................................. 101

Detailed Vendor Scores .............................................................................................. 102

Actuate (OpenText) Detailed Score ...................................................................... 103

Adaptive Insights Detailed Score .......................................................................... 104

Birst Detailed Score .............................................................................................. 105

Dimensional Insight Detailed Score ...................................................................... 106

Dundas Detailed Score ......................................................................................... 107

IBM Detailed Score ............................................................................................... 108

Infor Detailed Score .............................................................................................. 109

Information Builders Detailed Score ..................................................................... 110

Klipfolio Detailed Score ......................................................................................... 111

Lavastorm Detailed Score .................................................................................... 112

Logi Analytics Detailed Score ............................................................................... 113

Microsoft Detailed Score ....................................................................................... 114

MicroStrategy Detailed Score ............................................................................... 115

Oracle Detailed Score ........................................................................................... 116

Pentaho Detailed Score ........................................................................................ 117

Pyramid Analytics Detailed Score ......................................................................... 118

Qlik Detailed Score ............................................................................................... 119

RapidMiner Detailed Score ................................................................................... 120

SAP Detailed Score .............................................................................................. 121

SAS Detailed Score .............................................................................................. 122

SiSense Detailed Score ........................................................................................ 123

Tableau Software Detailed Score ......................................................................... 124

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2015 Wisdom of Crowds® Business Intelligence Market Study

TIBCO Detailed Score .......................................................................................... 125

Yellowfin Detailed Score ....................................................................................... 126

Additional Business Intelligence Market Models ......................................................... 127

Customer Experience Model .................................................................................... 127

Vendor Credibility Model .......................................................................................... 129

Appendix - The 2015 Wisdom of Crowds® Business Intelligence Market Survey Instrument ................................................................................................................... 131

Other Dresner Advisory Services Research Reports .................................................. 143

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2015 Wisdom of Crowds® Business Intelligence Market Study

Benefits of the Study The Wisdom of Crowds® Business Intelligence Market Study provides a wealth of information and analysis – offering value to both consumers and producers of Business Intelligence technology and services.

Consumer Guide As an objective source of industry research, consumers use the Wisdom of Crowds® Business Intelligence Market Study to understand how their peers leverage and invest in business intelligence and related technologies.

Using our trademark 33-criteria vendor performance measurement system, users glean key insights into BI software supplier performance, enabling:

• Comparisons of current vendor performance to industry norms • Identification and selection of new vendors

Supplier Tool Vendor Licensees use the Wisdom of Crowds® Business Intelligence Market Study in several important ways such as:

External Awareness - Build awareness for the business intelligence market and supplier brand, citing

Wisdom of Crowds® business intelligence Market Study trends and vendor performance

- Create lead and demand-generation for supplier offerings through association with Wisdom of Crowds® Business Intelligence Market Study brand, findings, webinars, etc.

Internal Planning - Refine internal product plans and align with market priorities and realities as

identified in Wisdom of Crowds® Business Intelligence Market Study - Better understand customer priorities, concerns, and issues - Identify competitive pressures and opportunities

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Page 12: Wisdom of Crowds Business Intelligence Market Study TM ...info.dimins.com/rs/254-LJI-829/images/2015-Dresner... · Wisdom of Crowds® Business Intelligence Market Study Dear Colleagues,

2015 Wisdom of Crowds® Business Intelligence Market Study

About Howard Dresner and Dresner Advisory Services The Wisdom of Crowds® Business Intelligence Market Study was conceived, designed and executed by Dresner Advisory Services, LLC—an independent advisory firm—and Howard Dresner, its President, Founder and Chief Research Officer.

Howard Dresner is one of the foremost thought leaders in business intelligence and performance management, having coined the term “Business Intelligence” in 1989. He

has published two books on the subject, The Performance Management Revolution – Business Results through Insight and Action (John Wiley & Sons, Nov. 2007) and Profiles in Performance – Business Intelligence Journeys and the Roadmap for Change (John Wiley & Sons, Nov. 2009). He lectures at forums around the world and is often cited by the business and trade press.

Prior to Dresner Advisory Services, Howard served as chief strategy officer at Hyperion Solutions and was a research fellow at Gartner, where he led its business intelligence research practice for 13 years.

Howard has conducted and directed numerous in-depth primary research studies over the past two decades and is an expert in analyzing these markets.

Through the Wisdom of Crowds® Business Intelligence market research reports, we engage with a global community to redefine how research is created and shared. Other research reports include:

- Advanced and Predictive Analytics

- Cloud Computing and Business Intelligence

- Collaborative Computing and Business Intelligence

- End User Data Preparation

- Mobile Computing and Business Intelligence

Howard (www.twitter.com/howarddresner) conducts a weekly Twitter “tweetchat” on Fridays at 1:00 p.m. ET. The hashtag is #BIWisdom. During these live events the #BIWisdom “tribe” discusses a wide range of business intelligence topics.

You can find more information about Dresner Advisory Services at www.dresneradvisory.com.

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2015 Wisdom of Crowds® Business Intelligence Market Study

About Jim Ericson Jim Ericson is a research director with Dresner Advisory Services.

Jim has served as a consultant and journalist who studies end-user management practices and industry trending in the data and information management fields.

From 2004 to 2013 he was the editorial director at Information Management magazine (formerly DM Review), where he created architectures for user and industry coverage for hundreds of contributors across the breadth of the data and information management industry.

As lead writer he interviewed and profiled more than 100 CIOs, CTOs, and program directors in a 2010-2012 program called “25 Top Information Managers.” His related feature articles earned ASBPE national bronze and multiple Mid-Atlantic region gold and silver awards for Technical Article and for Case History feature

writing.

A panelist, interviewer, blogger, community liaison, conference co-chair, and speaker in the data-management community, he also sponsored and co-hosted a weekly podcast in continuous production for more than five years.

Jim’s earlier background as senior morning news producer at NBC/Mutual Radio Networks and as managing editor of MSNBC’s first Washington, D.C. online news bureau cemented his understanding of fact-finding, topical reporting, and serving broad audiences.

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2015 Wisdom of Crowds® Business Intelligence Market Study

Survey Method and Data Collection As with the original Wisdom of Crowds® Business Intelligence Market Study, we constructed a survey instrument to collect data and used social media and crowd-sourcing techniques to recruit participants.

We expanded data collection to include our own research community of over 3,000 organizations (versus 2,000 in 2014) as well as vendors’ customer communities.

Data Collection Our respondent base grew to 1,495 for 2015, a 15 percent increase over 2014. In the years since our first report, interest in the study in the form of completed surveys has more than tripled.

Figure 1 - Number of survey respondents 2010 to 2015

458

633

856

1182

1283

1495

0

200

400

600

800

1000

1200

1400

1600

2010 2011 2012 2013 2014 2015

Numbers of Survey Respondents 2010 to 2015

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2015 Wisdom of Crowds® Business Intelligence Market Study

Data Quality We carefully scrutinized and verified all respondent entries to ensure that the study includes only qualified participants.

New for 2015 For 2015 we again expanded our research objectives substantially. As with 2014, this is particularly evident in the area of user trending. This year’s study adds:

• Additional technologies and initiatives strategic to business intelligence including enterprise planning, Internet of Things and cognitive BI, for a total of 25 areas.

• Two new market models providing additional “lenses” into the industry. • New segmentation including “diversified” and “cloud” BI segments.

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2015 Wisdom of Crowds® Business Intelligence Market Study

Vendor/Market Categories For the purposes of this report, we utilize six different BI industry sub-categories in which to group vendors and analyze market behavior and direction. As in 2014 these include “Emerging,” “Large Established Pure-Play,” “Specialized,” and “Titan” vendors. For 2015, we retired “Growth” and “Early Stage” segments and added “Diversified” and “Cloud” categories.

These changes to segmentation allow us to more accurately depict changing market conditions.

Cloud BI vendors offer a pure, native cloud product offering versus traditional enterprise software. This category includes Adaptive Insights, Birst, and Klipfolio.

Diversified BI vendors are akin to Titans in that they have a diverse set of technology and or software product lines, including BI. However, unlike Titans, they are more modest in size. This segment includes Pentaho (Hitachi Data Systems), Actuate (OpenText) and TIBCO.

Emerging BI vendors are typically younger than other categories and offer unique and often innovative business models, technologies, and/or services. This category includes Lavastorm Analytics, Pyramid Analytics, RapidMiner, SiSense and Yellowfin.

Large Established Pure-Play BI vendors predominately focus upon business intelligence software and services, typically have been in business for 15 or more years, and have well-established customer bases and revenue streams. Several are publicly held concerns. These include Information Builders, MicroStrategy, Qlik, SAS Institute, and Tableau Software.

Specialized BI vendors are established (10+ years old), focused on a specific market segment (e.g., vertical industry), and are substantially smaller than Large Established Pure Plays. Included in this category are Dimensional Insight, Dundas and Logi Analytics.

Titans are the largest vendors, with extensive product and service offerings—including business intelligence. In all cases, these vendors acquired business intelligence vendors. Included in this category are IBM, Infor, Microsoft, Oracle, and SAP.

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2015 Wisdom of Crowds® Business Intelligence Market Study

Executive Summary

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2015 Wisdom of Crowds® Business Intelligence Market Study

Executive Summary • Executive management is the strongest functional driver of business intelligence in

2015, followed by finance, operations, IT, and sales (see p. 24). • We see slightly more influence among trailing functional drivers of business

intelligence including faculty, R&D, clinical, BICC, and HR. (see pp. 25-26). • Successful organizations have a broader mix of influential roles driving business

intelligence than organizations that are less than successful (see p. 30). • Organizations are most likely to target internal audiences as BI users, specifically

executives and managers (see p. 32). • “Making better decisions” again topped the list of business intelligence objectives in

2015 (see pp. 37-41). • Penetration of business intelligence (as a percentage of total employees) continues

to grow but remains modest in 2015 (see p. 42). • Respondents have somewhat conservative but steady growth plans for extending BI

penetration in coming timeframes (see pp. 43-51). • For 2015 we see an increase in the number of different business intelligence tools in

use by organizations (see pp. 52-55). • Traditional and fundamental business intelligence technologies, such as dashboards

and self-service, top the list of priorities (see pp. 56-63). • End-user data blending, data mining and advanced algorithms, data discovery,

social media, and text analysis grew in importance in 2015 (see p. 59). • User “trust” associated with underlying data decreased versus 2014 (see pp. 64-69). • Just 15 percent of respondents report rarely leveraged or uncoordinated action in

sharing BI-derived insights. Most respondents use more ad hoc or informal methods when sharing BI-derived insights (see pp. 70-75).

• 2015 saw a noticeable shift in perceived success with business intelligence in which fewer respondents are satisfied with programs and initiatives (see p. 76).

• Small organizations are more likely to consider themselves successful with BI (see p. 79).

• Success with business intelligence relates powerfully and directly to an organization’s state of data and ability to act on insight (see pp. 84-85).

• Penetration of BI correlates directly to BI success (see p. 86). • Industry scores for “sales/acquisition experience” are flat or down slightly compared

to 2014. Customer ratings of the industry are at an all-time high (see pp. 89, 90). • In 2015, “quality and usefulness of product” measures and "technical support"

declined slightly (see pp. 91-92).

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2015 Wisdom of Crowds® Business Intelligence Market Study

• BI vendor consulting scores fell slightly and uniformly in 2015 across a range of criteria; vendor integrity and recommendation levels are near an all-time high (see pp. 93-95).

• Forty percent of respondents say industry performance improved; 56 percent say it stayed the same; just 4.3 percent report a decline (see p. 96).

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2015 Wisdom of Crowds® Business Intelligence Market Study

Study Demographics Our 2015 survey base provides a rich cross-section of data across geographies, functions, organization size, and vertical industries. We believe that, unlike other industry research, this supports a more representative sample and better indicator of true market dynamics. We have constructed cross-tab analyses using these demographics to identify and illustrate important industry trends.

Geography Survey respondents represent a broad span of geographies. North America, which includes the United States, Canada, and Puerto Rico, again represents the largest group with slightly more than half of all respondents. EMEA held steady at 30 percent of the total (fig. 2).

Figure 2 – Geographies represented

54%

30%

11%

5%

0%

10%

20%

30%

40%

50%

60%

North America Europe, Middle East andAfrica

Asia Pacific Latin America

Geographies Represented

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2015 Wisdom of Crowds® Business Intelligence Market Study

Functions Our 2015 functional base is similar to earlier years’ samples but is somewhat more diverse. IT again represents the largest single group with 27 percent of the sample (down from 34 percent in 2014). Representation from finance increased to 17 percent in 2015 (up from 10 percent in 2014), followed by executive management (15 percent) and the BI Competency Center (BICC) (14 percent) (fig. 3). Just 2 percent of respondents do not fall into our functional breakout. (Beginning in 2013, we expanded the functions tracked in the study by adding BICC, and we split sales and marketing into their respective functions where they had previously been combined.)

Tabulating results across functions helps us develop analyses that reflect the differences and influence of different departments within organizations.

Figure 3 - Functions represented

27%

17% 15% 14%

5% 4% 4% 4% 4% 3% 1% 2%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

Functions Represented

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2015 Wisdom of Crowds® Business Intelligence Market Study

Vertical Industries Technology, consulting, and financial services are the most represented industries in 2015, although about two-thirds of all respondents identify with different industries or “other” (fig. 4). Healthcare, higher education, and manufacturing are the next most represented and contribute 18 percent of the sample.

Tabulating results across industries helps us develop analyses that reflect the maturity and direction of different business sectors.

Figure 4 - Vertical industries represented

14%

10% 10%

8%

6% 6%

4% 3% 3%

2% 2% 2% 2% 2% 2% 2% 2% 1% 1% 1% 1% 1% 1% 1%

15%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

Vertical Industries Represented

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2015 Wisdom of Crowds® Business Intelligence Market Study

Organization Size Participation by organizations of different size (global employee head count) is well balanced in 2015. Small organizations (1-100 employees) represent about 30 percent of respondents, mid-size organizations (101-1,000) represent 25 percent, and large organizations (>1,000) make up 43 percent (fig. 5).

Tabulating results by organization size reveals important differences in practices, planning, and maturity.

Figure 5 - Organization sizes represented

15% 14%

25%

9% 10%

7%

17%

0%

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10%

15%

20%

25%

30%

1 - 25 26-100 101 - 1,000 1,001 - 2,000 2,001 - 5,000 5,001 - 10,000 More than10,000

Organization Sizes Represented

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2015 Wisdom of Crowds® Business Intelligence Market Study

Analysis and Trends

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2015 Wisdom of Crowds® Business Intelligence Market Study

Analysis and Trends

Departments/Functions Driving Business Intelligence For the third straight year, we asked respondents which functional areas drive business intelligence “always,” “often,” “sometimes,” “rarely,” or “never.” Our results show a breadth of influence. By weighted average, executive management is again the strongest functional driver of business intelligence in 2015, followed by finance, operations, IT, and sales (fig. 6).

Figure 6 - Functions driving business intelligence

0% 20% 40% 60% 80% 100%

Executive management

Finance

Operations

Information Technology (IT)

Sales

Strategic planning function

Marketing

Business Intelligence Competency Center

Research and development (R&D)

Supply chain

Human resources

Manufacturing

Faculty (Education)

Clinical (Healthcare)

Functions Driving Business Intelligence

Always Often Sometimes Rarely Never

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The functions driving business intelligence in organizations have ranked consistently over time (fig. 7). The most influential drivers (e.g., executives) are flat or slightly less influential in 2015. We see upticks of influence in several of the trailing functions (BICC, R&D, HR, manufacturing, faculty, and clinical) in 2015 and consider this a positive sign of business intelligence democratization across multiple departments and roles.

Figure 7 - Functions driving business intelligence 2013 to 2015

00.5

11.5

22.5

33.5

44.5

Functions Driving Business Intelligence 2013 to 2015

2013 2014 2015

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Another instructive view of year-over-year office and departmental influence is depicted in fig. 8. Along with industry-specific gains in education and healthcare, R&D, BICC, and HR gathered prominence as drivers of business intelligence. Traditional drivers in executive management and finance saw their influence decrease slightly. Sales and supply chain showed steeper decreases, possibly due to increasingly “baked” and engrained processes among “mature” departments and users of business intelligence.

Figure 8 - Change in functions driving BI

-5%

-5%

-2%

-2%

-1%

-1%

0%

1%

1%

3%

4%

5%

6%

7%

-8% -6% -4% -2% 0% 2% 4% 6% 8%

Supply chain

Sales

Finance

Executive management

Marketing

Strategic planning function

Operations

Information Technology (IT)

Manufacturing

Human Resources

Business Intelligence Competency Center

Clinical (Healthcare)

Research and development (R&D)

Faculty (Education)

Change in Functions Driving BI

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Functions Driving Business Intelligence by Major Geography Executive management is the strongest functional driver of business intelligence in all regions except Latin America, where sales and strategic planning have comparable influence (fig. 9). In EMEA, where IT and sales have strong secondary influence, finance runs a close second to executive management. The BICC is the weakest driver in all geographies studied and weakest of all in North America. Several secondary drivers, notably operations, are stronger in Asia Pacific than in other geographies.

Figure 9 - Functions driving business intelligence by major geography

1

1.5

2

2.5

3

3.5

4

4.5

5

North America Asia Pacific Latin America Europe, Middle East, & Africa

Functions Driving Business Intelligence By Geography

Executive management FinanceOperations Information Technology (IT)Sales Strategic planning functionMarketing Business Intelligence Competency Center

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Functions Driving Business Intelligence by Vertical Industry Executive management is a consistent driver of business intelligence across industries in 2015 (fig. 10). Sales has an expectedly strong role in retail and wholesale and manufacturing but is less influential in healthcare, financial services and education. Marketing’s strongest influence is in retail and wholesale and financial services. Finance has primary influence in retail and education. Human resources holds below-average influence in all verticals sampled except higher education.

Figure 10 - Functions driving business intelligence by vertical industry

2.00

2.50

3.00

3.50

4.00

4.50Executive management

Finance

Operations

Information Technology(IT)

Sales

Strategic planningfunction

Marketing

Business IntelligenceCompetency Center

Research anddevelopment (R&D)

Supply chain

Human resources

Manufacturing

Faculty (Education)

Clinical (Healthcare)

Functions Driving Business Intelligence By Vertical Industry

Healthcare Financial services Manufacturing Education (Higher Ed) Retail & wholesale

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Functions Driving Business Intelligence by Organization Size Overall, executive management and finance are the most likely drivers of business intelligence across organizations of different size (fig. 9). In small (1-100) and mid-sized (101-1,001) organizations, sales is the second- or third-strongest influencer. Functional drivers are more diversified at very large organizations of 10,000 or more where departmental oversight and separate budgets are more common. In large organizations (> 1,000), the influence of strategic planning is actually greater than that of sales or marketing.

Figure 11 - Functions driving business intelligence by organization size

1

1.5

2

2.5

3

3.5

4

4.5

1 - 100 100 - 1,000 1,000 - 10,000 10,000+

Functions Driving Business Intelligence by Organization Size

Executive management Finance

Operations Information Technology (IT)

Sales Strategic planning function

Marketing Business Intelligence Competency Center

Research and development (R&D) Supply chain

Human resources Manufacturing

Faculty (Education) Clinical (Healthcare)

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Organizations that are successful with business intelligence have a broader mix of influential roles driving BI than organizations that are unsuccessful (fig. 12). Mean levels of influence are uniformly higher at organizations that are successful with BI.

Figure 12 - Functions driving business intelligence by success with BI

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

Successful Unsuccessful

Functions Driving Business Intelligence by Success with BI

Executive management

Finance

Sales

Information Technology (IT)

Operations

Marketing

Strategic planning function

Research and development (R&D)

Supply chain

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Introduced in 2014, Action on Insight is Dresner Advisory’s high-level self-assessment of BI best (and worst) practices. In different contexts, Action on Insight measures how well organizations put data to use beyond passive reporting/observation.

Organizations with closed-loop (best practice) processes that leverage and share insight have uniformly higher levels of BI influence across executives and departments (fig. 13). As ability to take Action on Insight diminishes, fragmentation among functional drivers increases. Organizations that rarely leverage insight are somewhat more likely to be driven by pockets of influence in executive management, sales, and operations.

Figure 13 - Functions driving business intelligence by action on insight

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

Functions Driving Business Intelligence by Action on Insight

Executive management

Finance

Strategic planning function

Operations

Information Technology (IT)

Sales

Marketing

Business Intelligence CompetencyCenter

Research and development (R&D)

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User Roles Targeted for Business Intelligence In 2015, executives and middle managers are about 95 percent likely to be targeted as primary or secondary users of business intelligence (fig. 14). Middle managers are less often seen as primary users but are as likely overall as executives to be targeted. Line managers and individual contributors also are quite likely to be targeted as secondary users. Comparatively few customers and suppliers are user roles likely to be targeted for BI.

Figure 14 - Targeted users for business intelligence

0%

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80%

90%

100%

Executives Middlemanagers

Linemanagers

Individualcontributors

andprofessionals

Customers Suppliers

Targeted Users for Business Intelligence

Primary

Secondary

Not targeted

Not applicable

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Over the past three years, executives and middle managers remained the most-targeted audiences for business intelligence (fig. 15). The same period saw slightly more activity downstream (line managers and individual contributors) as a positive “filtering down” and democratization of business intelligence. There is continued low emphasis on outside BI empowerment (customers and suppliers), which suggests a home-front approach.

Figure 15 - Targeted users for business intelligence 2013 to 2015

75%

61%

35%

28% 25%

5%

74%

62%

36%

28% 27%

6%

70%

60%

38%

30%

26%

5%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Executives MiddleManagers

Line Managers IndividualContributors

andProfessionals

Customers Suppliers

Targeted Users for Business Intelligence 2013 to 2015

2013

2014

2015

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Targeted Users for Business Intelligence by Geography Targeted user bases for business intelligence are somewhat similar across different geographical regions (fig. 16). Sixty to 80 percent or more of all respondents in all regions target executives; about 50-60 percent similarly target middle managers. Line managers (and manager level overall) are most likely to be targeted in EMEA. Asia Pacific has the most targeted customer users. Few organizations (well less than 10 percent) target suppliers for BI in any region.

Figure 16 - Targeted users for business intelligence by geography

0%

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50%

60%

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80%

90%

North America Asia Pacific Latin America Europe, MiddleEast and Africa

Targeted Users for Business Intelligence by Geography

Executives

Middle managers

Line managers

Individual contributors andprofessionals

Customers

Suppliers

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User Targets for Business Intelligence by Organization Size Very large organizations (>10,000) are somewhat less likely to target executive management and somewhat more likely to target managers and line managers as BI users (fig. 17). This trend is constant as organization size increases. We expect this is due in part to the sheer ranks of management and departmental silos in larger organizations. Small organizations are more likely than larger peers to target customers. Even very large organizations with more downstream resources are only about 5 percent likely to target suppliers for business intelligence.

Figure 17 - Targeted business intelligence users by organization size

0%

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50%

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80%

1 - 100 100 - 1,000 1,000 - 10,000 10,000+

Targeted Users for Business Intelligence by Organization Size

Executives

Middle managers

Line managers

Individual contributors andprofessionals

Customers

Suppliers

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User Targets for Business Intelligence by Vertical Industries Across vertical industries, all organizations are most likely to target internal audiences, specifically executives first and managers second (fig. 18). This sentiment is strongest in manufacturing and retail/wholesale. Retail/wholesale and financial services are more likely to extend BI capabilities to line managers. Among internal constituencies, retail/wholesale is more likely to target individual contributors and professionals. Financial services and healthcare extend more BI resources to customers (e.g., portfolio analysis, records, and test views). Suppliers are highly underrepresented in every industry, even manufacturing.

Figure 18 - Targeted business intelligence users by vertical industries

0%

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30%

40%

50%

60%

70%

80%

90%

Targeted Users for Business Intelligence by Vertical Industry

Executives

Middle managers

Line managers

Individual contributors andprofessionals

Customers

Suppliers

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Objectives for Business Intelligence Measures of objectives for business intelligence have been remarkably steady over three years of study (fig. 19). The anecdotal and arguably philosophical goal of “making better decisions” again topped the list of business intelligence objectives in 2015. Improved operational efficiency remained the second choice and gained a very small amount year over year. Growth in revenues and competitive advantage slipped slightly compared to 2014; the trailing objective, enhanced customer service, was unchanged.

Figure 19 - Business intelligence objectives 2013 to 2015

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Better decisionmaking

Improvedoperationalefficiency

Growth in revenues Increasedcompetitiveadvantage

Enhanced customerservice

Business Intelligence Objectives 2013 to 2015

2013 2014 2015

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Business Intelligence Objectives by Geography

“Better decision making” is the mantra for BI objectives across every geographical region in 2015; it resounds most strongly in Latin America (fig. 20). Improved operational efficiency is the second most important objective in all regions except Latin America. Asia Pacific and Latin America are most interested in BI for revenue growth. Customer service takes slightly lower priority in Latin America and EMEA.

Figure 20 - Business intelligence objectives by geography

1

1.5

2

2.5

3

3.5

4

4.5

5

North America Asia Pacific Latin America Europe, Middle East and Africa

Business Intelligence Objectives by Geography

Better decision making Improved operational efficiency

Growth in revenues Increased competitive advantage

Enhanced customer service

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Business Intelligence Objectives by Function In 2015, sales takes the strongest view of business intelligence objectives in every category we sampled (fig. 21). Unsurprisingly, the business intelligence competency center takes the next most positive view of “better decision making” and is comparatively less interested than other functions in other areas. Marketing is strongly interested in revenue growth, increased competitive advantage, and enhanced customer service. As is traditionally the case, executive management has above-mean interest in all BI objectives.

Figure 21 - Business intelligence objectives by function

1

1.5

2

2.5

3

3.5

4

4.5

5

Better decision making Improved operationalefficiency

Growth in revenues Increased competitiveadvantage

Enhanced customerservice

Business Intelligence Objectives by Function

Marketing Executive managementInformation Technology (IT) SalesFinance Mean

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Business Intelligence Objectives by Vertical Industry Across industries, better decision making is the BI objective respondents identify with most strongly in 2015 (fig. 22). Healthcare (followed by retail and wholesale) is the most interested in improving operational efficiency. Retail and wholesale, with traditionally thin margins, takes the highest interest in revenue growth. Churn-sensitive financial services organizations have the highest interest in increased competitive advantage.

Figure 22 - Business intelligence objectives by vertical industry

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Better decision making Improved operationalefficiency

Growth in revenues Increased competitiveadvantage

Enhanced customerservice

Business Intelligence Objectives by Vertical Industry

Financial services Healthcare Manufacturing

Education (Higher Ed) Retail and wholesale Mean

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Business Intelligence Objectives by Organization Size Organizations of different sizes have mostly consistent attitudes toward all the business intelligence objectives we sampled (fig. 23). Small (1-100) and very large (>10,000) organizations prioritize objectives with very similar emphasis. Better decision making and improved operational efficiency are the number-one and number-two objectives in organizations of all sizes. Emphasis on revenue growth and customer service is lower in mid-sized (100-1,000) and some large (1,000-10,000) organizations.

Figure 23 - Business intelligence objectives by organization size

1

1.5

2

2.5

3

3.5

4

4.5

5

1 - 100 100 - 1,000 1,000 - 10,000 10,000+

Business Intelligence Objectives by Organization Size

Better decision making Improved operational efficiency

Growth in revenues Increased competitive advantage

Enhanced customer service

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Penetration of Business Intelligence Solutions Penetration of business intelligence (as a percentage of total employees) remains modest in 2015 (fig. 24). Close to 40 percent of organizations report fewer than 10 percent of employees using BI. The two highest levels of penetration actually declined year over year. Only a select group, about 12 percent of all organizations, claims 81 percent or more penetration (down from 17 percent in 2014).

Figure 24 - Penetration of business intelligence solutions today

0%

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81% or more 61 - 80% 41 - 60% 21 - 40% 11 - 20% Under 10%

Penetration of Business Intelligence Solutions Today

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2015 Wisdom of Crowds® Business Intelligence Market Study

Expansion Plans for Business Intelligence Through 2018 Respondents describe somewhat conservative but steady growth plans for extending BI penetration in coming timeframes (fig. 25). Twelve percent report the highest (>81 percent) level of penetration today, a figure that will increase incrementally to just over 21 percent three years from now. Very low (<10 percent) levels of penetration will decrease more substantially over time, from 38 percent today to 21 percent in 12 months and less than 20 percent going forward.

Figure 25 - Expansion plans for business intelligence through 2018

0% 20% 40% 60% 80% 100%

In 36 months

In 24 months

In 12 months

Expansion Plans for Business Intelligence through 2018

81% or more

61 - 80%

21 - 40%

41 - 60%

11 - 20%

Under 10%

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Current Business Intelligence Penetration by Geography Organizations in different regions report similar levels of penetration (fig. 26). Globally about one-quarter of organizations in all regions report business intelligence penetration of 41 percent or more. Only about 10 percent of organizations in all regions report the highest (>81 percent) levels of penetration. Latin America has the highest percentage (nearly half) of organizations with low (<10 percent) penetration.

Figure 26 - Business intelligence user penetration today by geography

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North America Asia Pacific Latin America Europe, Middle Eastand Africa

Business Intelligence Penetration Today by Geography

Under 10%

11 - 20%

21 - 40%

41 - 60%

61 - 80%

81% or more

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Planned Business Intelligence Penetration by Geography Based on user penetration today, all geographic regions expect the greatest 12-month gains in user penetration to occur in the low (11-20 percent) and low mid-tier (21-40 percent) ranges (fig. 27). Latin America has the lowest overall expectations for penetration in future timeframes. Forty to 50 percent of all organizations in other regions expect 41 percent or greater penetration in three years.

Figure 27 - Planned business intelligence user penetration through 2018 by geography

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In 12months

In 24months

In 36months

In 12months

In 24months

In 36months

In 12months

In 24months

In 36months

In 12months

In 24months

In 36months

North America Asia Pacific Latin America Europe, Middle East andAfrica

Planned Business Intelligence Penetration through 2018 by Geography

81% or more 61 - 80% 41 - 60% 21 - 40% 11 - 20% Under 10%

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Business Intelligence Penetration by Function Sales accounts for the most penetrated business intelligence user base overall across organizations (fig. 28). Sales (followed by executive management) also leads the most organizations with very high penetration levels of 81 percent or more. Finance is least empowered; more than half of all respondents report penetration lower than 10 percent, and more than 70 percent have less than 20 percent penetration. Respondents from BICCs fall to the middle in their view of organizational penetration of business intelligence.

Figure 28 - Business intelligence penetration today by function

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50%

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100%

Marketing Executivemanagement

InformationTechnology

(IT)

Sales Finance BusinessIntelligenceCompetency

Center

Business Intelligence Penetration Today by Function

Under 10%

11 - 20%

21 - 40%

41 - 60%

61 - 80%

81% or more

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Marketing, followed by executive management, will account for the highest function-based penetration levels for BI in coming timeframes (fig. 29). Future projections for finance are relatively modest and will see most improvements in low-penetration organizations. Sales, the most mature function today, will see relatively small incremental changes/gains in coming timeframes.

Figure 29 - Planned business intelligence penetration through 2018 by function

0%10%20%30%40%50%60%70%80%90%

100%

In 1

2 m

onth

s

In 2

4 m

onth

s

In 3

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onth

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onth

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onth

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onth

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onth

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onth

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onth

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In 3

6 m

onth

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onth

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onth

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onth

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6 m

onth

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Marketing Executivemanagement

InformationTechnology (IT)

Sales Finance BusinessIntelligenceCompetency

Center

Planned Business Intelligence Penetration through 2018 by Function

81% or more 61 - 80% 41 - 60% 21 - 40% 11 - 20% Under 10%

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Current Business Intelligence Penetration by Vertical Industry As in earlier studies, the technology industry, followed by financial services, reports the highest average penetration of business intelligence with 20 and 15 percent respectively claiming the highest (> 80 percent) of audiences provisioned (fig. 30). Conversely, education and healthcare are least penetrated, with about half of organizations at the lowest levels (>10 percent).

Figure 30 - Current business intelligence penetration by vertical industry

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Business Intelligence Penetration Today by Vertical Industry

81% or more

61 - 80%

21 - 40%

41 - 60%

11 - 20%

Under 10%

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Planned Business Intelligence Penetration by Vertical Industry Technology, financial services, and manufacturing have the steepest ramp-up plans for high-level penetration in 12- to 36-month timeframes (fig. 31). Financial services notably will have the fewest organizations with the lowest (<10 percent) penetration going forward. Prospects for increased penetration in healthcare and higher education are comparatively modest and flatten after 24 months.

Figure 31 - Planned business intelligence penetration by vertical industry

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In 1

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onth

s

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onth

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Technology Financialservices

Retail &wholesale

Manufacturing Healthcare Education(Higher Ed)

Planned Business Intelligence Penetration through 2018 by Vertical Industry

81% or more 61 - 80% 41 - 60% 21 - 40% 11 - 20% Under 10%

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Current Business Intelligence Penetration by Organization Size As we reported in 2014, very small (1-100) organizations once again boast significantly higher average levels of BI penetration than larger peers (fig. 32). About eight times as many small organizations claim the highest (>81 percent) penetration as very large (>10,000) peers. Higher penetration rates tend to decrease with organization size.

Figure 32 - Current business intelligence penetration by organization size

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1 - 100 100 - 1,000 1,000 - 10,000 10,000+

Business Intelligence Penetration Today by Organization Size

Under 10%

11 - 20%

21 - 40%

41 - 60%

61 - 80%

81% or more

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Planned Business Intelligence Penetration by Organization Size Along with being the most mature BI users today, small organizations (1-100) have the steepest expectations for increased penetration of business intelligence in coming timeframes (fig. 33). Conversely, just a little over 10 percent of very large (>10,000) organizations expect very high levels of BI penetration to arrive within three years. Organizations of all sizes expect improvements most strongly at mid- and high-penetration levels.

Figure 33 - Planned business intelligence penetration through 2018 by organization size

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1 - 100 100 - 1,000 1,000 - 10,000 10,000+

Planned Business Intelligence Penetration through 2018 by Organization Size

81% or more 61 - 80% 41 - 60% 21 - 40% 11 - 20% Under 10%

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Number of Business Intelligence Tools in Use

Number of Business Intelligence Tools in Use 2013 to 2015 Over time, we see considerable fragmentation in the number of business intelligence tools in use by organizations (fig. 34). The number with one tool decreased in 2015; and the use of three, four, five, and 10 or more tools increased. “Don’t know” respondents also grew slightly year over year. Despite the instinct to consolidate, this likely indicates increasing departmental or other siloed use of BI tools in organizations.

Figure 34 - Number of business intelligence tools in use 2013 to 2015

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Don'tknow

1 2 3 4 5 6 7 8 9 10 ormore

Number of Business Intelligence Tools in Use 2013 to 2015

2013 2014 2015

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Number of Business Intelligence Tools by Function Executive management is most likely to report one to two business intelligence tools in use in their organization (fig. 35). BICCs and IT departments are more likely to report three or more tools, perhaps due to greater awareness and hands-on involvement. Marketing is another notable user of multiple tools, most often three to six. Finance is most likely to be consolidated around a single BI tool and is the least likely to use more than one.

Figure 35 - Numbers of business intelligence tools by function

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45%

Executivemanagement

Businessintelligencecompetency

center

InformationTechnology (IT)

Sales Finance Marketing

Number of Business Intelligence Tools in Use by Function

One Two Three to six Seven or more

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Number of Business Intelligence Tools by Vertical Industry The technology and manufacturing industries are most likely to report either one or two business intelligence tools in use (fig. 36). Financial services, followed by healthcare and education, are most likely by a wide margin to report three to six tools in use. Education, healthcare, and manufacturing are the industries most likely to not know how many tools are in use.

Figure 36 - Numbers of business intelligence tools by vertical industry

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50%

60%

Financial services Healthcare Manufacturing Education (HigherEd)

Technology

Number of Business Intelligence Tools in Use by Vertical Industry

One Two Three to six Seven or more Don't Know

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Number of Business Intelligence Tools by Organization Size Organizations of 100 or fewer employees are most likely to report one BI tool in use, though more than half of the organizations in every quartile report the use of multiple tools (fig. 37). Only 5 percent of very large (>10,000) organizations have one business intelligence tool in use. Generally and as we would expect, the number of tools in use (along with the percentage of “don’t know”) increases with employee headcount.

Figure 37 - Numbers of business intelligence tools in use by size of organization

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

10,000+

1,000 - 10,000

100 - 1,000

1 - 100

Number of Business Intelligence Tools in Use by Organization Size

One Two Three to six Seven or more Don't Know

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Technologies and Initiatives Strategic to Business Intelligence As in previous years, traditional and fundamental business intelligence technologies– dashboards, end-user self-service, data warehousing and advanced visualization–topped our 2015 list of technologies and initiatives (fig. 38). Second-tier initiatives include operational integration, data discovery, enterprise planning, data mining, embedded BI, and mobile. We note as in previous years that “hot button” topics including software as a service / cloud, in-memory analytics, big data, and social media analytics are still at the fringe of prioritized BI initiatives. This is not to say emergent areas are ignored or unimportant; rather, the rankings reflect current budgeting and operating needs. Though not depicted in this chart, additional cross-tab data indicate a positive correlation between data mining, CEP, text analytics, and cognitive BI. (For 2015, we added enterprise planning, Internet of Things, and cognitive BI to our list of business intelligence strategic initiatives.)

Figure 38 - Technologies and initiatives strategic to business intelligence

0% 20% 40% 60% 80% 100%

DashboardsEnd-user "self service"

Data warehousingAdvanced visualization

Integration with operational processesData discovery

Enterprise planning/budgetingData mining, advanced algorithms,…Embedded BI (contained within an…

Mobile device supportEnd-user data "blending" (data mashups)

Location intelligence/analyticsCollaborative support for group-based…

In-memory analysisSoftware-as-a-service and cloud…

Search-based interfacePre-packaged vertical/functional…

Big data (e.g., Hadoop)Ability to write to transactional…

Text analyticsSocial media analysis (Social BI)

Open source softwareComplex event processing (CEP)

Internet of Things (IoT)Cognitive BI (e.g., artificial intelligence-…

Technologies and Initiatives Strategic to Business Intelligence

Critical Very important Important Somewhat important Not important

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Technology Priority Changes from 2013 Technology priority rankings have remained fairly consistent since 2013 (fig. 39). Several areas lost a bit of momentum compared to 2014. Others, including advanced visualization, data discovery, data mining, and end-user data blending, grew in the upper ranks of BI priorities. Enterprise planning (new for 2015 and the subject of an upcoming study) jumped immediately to the upper third of technology priorities.

Figure 39 - Technology priorities - 2013 to 2015

00.5

11.5

22.5

33.5

44.5

Technology Priorities - 2013 to 2015

2013 2014 2015

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Another instructive view of year-over-year changes in business intelligence priorities is shown in figure 40. In this view, sentiment appears to be slightly in favor of easier end-user access to internal and external data sources for opportunistic or novel uses. Sentiment declined most notably toward pre-packaged analytical applications, ability to write to transactional applications and software as a service / cloud. Momentum adds color to our overall rankings, but short-term swings in sentiment may or may not indicate trends.

Figure 40 - Technology priority changes - 2014 to 2015

-7% -6% -5% -4% -3% -2% -1% 0% 1% 2% 3%

Pre-packaged analytical applicationsAbility to write to transactional applicationsSoftware-as-a-service and cloud computing

Search-based interfaceOpen source software

In-memory analysis"Embedded" BI

End-user "self service"Mobile device support

Complex event processing (CEP)Big data (e.g., Hadoop)

Integration with operational processesLocation intelligence/analytics

Data warehousingDashboards

Collaborative support for group-based analysisText analytics

Social media analysis (Social BI)Data discovery

Advanced visualizationData mining, advanced algorithms, predictive

End-user data "blending"

Technology Priority Changes - 2014 to 2015

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Technologies and Initiatives Strategic to Business Intelligence by Geography Across global regions, Latin America reports outsized interest in specific technologies/initiatives compared to other geographies. These include advanced visualization, data discovery, mobile device support, and in-memory analysis (fig. 41). Asia Pacific indicates the strongest interest in several areas including end-user data blending, software as a service, and collaborative support. EMEA trails in interest across several categories including the two highest priorities, dashboards and self-service. Like EMEA, North America does not lead interest in any specific technology or initiative strategic to business intelligence.

Figure 41 - Technologies and initiatives strategic to business intelligence by geography

2

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3.5

4

4.5Dashboards

End-user "self service"Data warehousing

Advanced visualization

Integration with operationalprocesses

Data discovery

Enterprise planning/budgeting

Data mining, advancedalgorithms, predictive

Embedded BI (contained withinan application, portal, etc.)

Mobile device support

End-user data "blending" (datamashups)

Location intelligence/analyticsCollaborative support forgroup-based analysisIn-memory analysis

Software-as-a-service andcloud computing

Search-based interface

Pre-packagedvertical/functional analytical…

Big data (e.g., Hadoop)

Ability to write to transactionalapplications

Text analytics

Social media analysis (Social BI)

Open source software

Complex event processing(CEP)

Internet of Things (IoT)

Cognitive BI (e.g., artificialintelligence-based BI)

Technologies and Initiatives Strategic to Business Intelligence by Geography

North America Asia Pacific Latin America Europe, Middle East and Africa

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Technologies and Initiatives Strategic to Business Intelligence by Function As we would expect, interest in functionality generally relates to roles and responsibilities. As a front-office trendsetter, sales takes the lead in several categories including end-user self-service, data discovery, mobile device support, end-user data blending, location intelligence, and more. Executive management interest declined slightly compared to previous years but still ranks highly in areas including dashboards and mobile device support. Not surprisingly, finance has well-above-average interest in enterprise planning/budgeting. IT leads interest in data warehousing.

Figure 42 - Technologies and initiatives strategic to business intelligence by function

1

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3.5

4

4.5Dashboards

End-user "self service"Data warehousing

Advanced visualization

Integration with operationalprocesses

Data discovery

Enterprise planning/budgeting

Data mining, advancedalgorithms, predictive

Embedded BI (contained withinan application, portal, etc.)

Mobile device support

End-user data "blending" (datamashups)

Location intelligence/analyticsCollaborative support for group-based analysisIn-memory analysis

Software-as-a-service and cloudcomputing

Search-based interface

Pre-packaged vertical/functionalanalytical applications

Big data (e.g., Hadoop)

Ability to write to transactionalapplications

Text analytics

Social media analysis (Social BI)

Open source software

Complex event processing (CEP)

Internet of Things (IoT)

Cognitive BI (e.g., artificialintelligence-based BI)

Technologies and Initiatives Strategic to Business Intelligence by Function

Marketing Executive management Information Technology (IT) Sales Finance

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Technologies and Initiatives Strategic to Business Intelligence by Vertical Industry Vertical industries describe a range of interest in different business intelligence initiatives and priorities (fig. 43). Retail and wholesale takes the greatest interest in data warehousing, data discovery, and mobile device support. Financial services shows greater-than-average interest in end-user self-service and advanced visualization. Healthcare takes leading interest in dashboards. Manufacturing is relatively strongest toward enterprise planning and location intelligence. Education is a relative laggard in most of the highest-ranking categories of technologies and initiatives.

Figure 43 - Technologies and initiatives strategic to business intelligence by vertical industry

2.00

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3.50

4.00

4.50Dashboards

End-user "self service"Data warehousing

Advanced visualization

Integration with operationalprocesses

Data discovery

Enterprise planning/budgeting

Data mining, advancedalgorithms, predictive

Embedded BI (containedwithin an application, portal,…

Mobile device support

End-user data "blending" (datamashups)

Location intelligence/analyticsCollaborative support forgroup-based analysisIn-memory analysis

Software-as-a-service andcloud computing

Search-based interface

Pre-packagedvertical/functional analytical…

Big data (e.g., Hadoop)

Ability to write to transactionalapplications

Text analytics

Social media analysis (Social BI)

Open source software

Complex event processing(CEP)

Internet of Things (IoT)

Cognitive BI (e.g., artificialintelligence-based BI)

Technologies and Initiatives Strategic to Business Intelligence by Vertical Industry

Financial services Healthcare Manufacturing Education (Higher Ed) Retail and wholesale

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Technologies and Initiatives Strategic to Business Intelligence by Organization Size Priorities that vary by organizational size answer to both existing infrastructure investments and exploration of new business intelligence opportunities (fig. 44). Large organizations (>1,000) have much stronger interest in data warehousing than smaller peers. Very large (>10,000) organizations have the highest interest in several initiatives including advanced visualization, data mining, end-user data blending, pre-packaged applications, and big data. Software as a service / cloud is a much more popular initiative at smaller organizations.

Figure 44 - Technologies and initiatives strategic to business intelligence by organization size

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1.5

2

2.5

3

3.5

4

4.5Dashboards

End-user "self service"Data warehousing

Advanced visualization

Integration with operationalprocesses

Data discovery

Enterprise planning/budgeting

Data mining, advancedalgorithms, predictive

Embedded BI (containedwithin an application, portal,…

Mobile device support

End-user data "blending"(data mashups)

Location intelligence/analyticsCollaborative support forgroup-based analysisIn-memory analysis

Software-as-a-service andcloud computing

Search-based interface

Pre-packagedvertical/functional analytical…

Big data (e.g., Hadoop)

Ability to write totransactional applications

Text analytics

Social media analysis (SocialBI)

Open source software

Complex event processing(CEP)

Internet of Things (IoT)

Cognitive BI (e.g., artificialintelligence-based BI)

Technologies and Initiatives Strategic to Business Intelligence by Organization Size

1 - 100 100 - 1,000 1,000 - 10,000 10,000+

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Technologies and Initiatives Strategic to Business Intelligence—Small and Mid-Sized versus Large Enterprises Figure 45 provides a different illustrative view of the differences between SMEs and large enterprises. The distinction in interest for data warehousing (large enterprises) and software as a service (SMEs) are readily apparent in this view. Large organization preferences for pre-packaged applications, big data, and ability to write to transactional systems are also apparent.

Figure 45 - Technology priorities by organization size–small and mid-sized versus large enterprises

0.000.501.001.502.002.503.003.504.004.50

DashboardsEnd-user "self service"

Data warehousing

Advanced visualization

Integration with operationalprocesses

Data discovery

Enterprise planning/budgeting

Data mining, advancedalgorithms, predictive

Embedded BI (containedwithin an application, portal,…

Mobile device support

End-user data "blending" (datamashups)

Location intelligence/analyticsCollaborative support forgroup-based analysisIn-memory analysis

Software-as-a-service andcloud computing

Search-based interface

Pre-packagedvertical/functional analytical…

Big data (e.g., Hadoop)

Ability to write to transactionalapplications

Text analytics

Social media analysis (SocialBI)

Open source software

Complex event processing(CEP)

Internet of Things (IoT)

Cognitive BI (e.g., artificialintelligence-based BI)

Technology Priorities by Organization Size–Small and Mid-sized versus Large Enterprises

Small and mid-szied Large

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Business Intelligence and the State of Data Beginning in 2014, we polled respondents for attitudes and behaviors reflective of the “state of data” in their organizations (fig. 46). As the choices describe, a good majority (64 percent) of organizations say they either see data as “truth” or maintain a common enterprise view of data. Twenty-three percent report consistent department-level data, and 13 percent say they have multiple inconsistent data sources with conflicting semantics and data.

Figure 46 - Business intelligence and the state of data

23%

41%

23%

13%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Data as "truth" - A common view of enterprise datais available with common application of data, filters,

rules, and semantics.

A common view of enterprise data is available.However, parochial views and semantics are used to

support specific positions

Consistent data is available at a departmental level.Conflicting, functional views of data causes

confusion and disagreement

We have multiple, inconsistent data sources withconflicting semantics and data. Information is

generally unreliable and distrusted

Business Intelligence and the State of Data

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In two years of collecting data on business intelligence and our definitions of the “state of data,” opinions so far are mixed (fig.47). In 2015, fewer respondents say their organizations deliver data as “truth.” But more organizations report the next-highest level maturity and a common view of enterprise data. Slightly more organizations report the lowest state-of-data maturity with multiple inconsistent data sources in 2015 compared to 2014.

Figure 47 - Business intelligence and the state of data

0%

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45%

Data as "truth" - Acommon view ofenterprise data is

available with commonapplication of data,

filters, rules, andsemantics.

A common view ofenterprise data is

available. However,parochial views and

semantics are used tosupport specific positions

Consistent data isavailable at a

departmental level.Conflicting, functionalviews of data causes

confusion anddisagreement

We have multiple,inconsistent data sourceswith conflicting semanticsand data. Information isgenerally unreliable and

distrusted

Business Intelligence and the State of Data

2014 2015

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Business Intelligence and the State of Data by Geography Estimations of organizational data maturity vary by regional geography (fig. 48). Generally, regions on the left of the chart are more comfortable with the quality and use of their data. Latin American and EMEA respondents are most likely to report greater BI maturity (data as truth and common enterprise view of data). Asia-Pacific and North American respondents are more likely to view multiple inconsistent data sources or department-level views of consistent data. Still, between 60 and 70 percent of all respondents in all geographies report the two most advanced states of data.

Figure 48 - Business intelligence and the state of data by geography

0%

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Latin America Europe, MiddleEast and Africa

North America Asia Pacific

Business Intelligence and the State of Data by Geography

Data as "truth" - A common viewof enterprise data is available withcommon application of data,filters, rules, and semantics.

A common view of enterprise datais available. However, parochialviews and semantics are used tosupport specific positions

Consistent data is available at adepartmental level. Conflicting,functional views of data causesconfusion and Unsuccessfulment

We have multiple, inconsistentdata sources with conflictingsemantics and data. Information isgenerally unreliable and distrusted

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Business Intelligence and the State of Data by Function Executive management is most likely to report the highest common view of data as “truth” (fig. 49). Sales, which has often been a BI frontrunner, is the next most-mature function, though slightly more likely to report multiple inconsistent data sources. Marketing is the function least likely to report data as “truth.” Finance (responsible for reporting enterprise-level performance and statutory reporting) is most likely to report multiple inconsistent data sources of department (versus enterprise level) views of data.

Figure 49 - Business intelligence and the state of data by function

0%

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30%

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50%

60%

70%

80%

90%

100%

Business Intelligence and the State of Data by Function

Data as "truth" - A common viewof enterprise data is available withcommon application of data,filters, rules, and semantics.

A common view of enterprise datais available. However, parochialviews and semantics are used tosupport specific positions

Consistent data is available at adepartmental level. Conflicting,functional views of data causesconfusion and disagreement

We have multiple, inconsistentdata sources with conflictingsemantics and data. Information isgenerally unreliable and distrusted

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Business Intelligence and the State of Data by Vertical Industry More than 60 percent of financial services, manufacturing, retail/wholesale, and technology report an advanced or very advanced state of data (either data as “truth” or a common view of enterprise data with parochial views) (fig. 50). Healthcare reports the greatest percentage of multiple, inconsistent, conflicting data. Healthcare performs slightly better at maintaining consistent data at a departmental level.

Figure 50 - Business intelligence and the state of data by selected vertical industry

0%

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30%

40%

50%

60%

70%

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90%

100%

Business Intelligence and the State of Data by Selected Vertical Industry

Data as "truth" - A common viewof enterprise data is available withcommon application of data,filters, rules, and semantics.

A common view of enterprise datais available. However, parochialviews and semantics are used tosupport specific positions

Consistent data is available at adepartmental level. Conflicting,functional views of data causesconfusion and disagreement

We have multiple, inconsistentdata sources with conflictingsemantics and data. Information isgenerally unreliable and distrusted

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Business Intelligence and the State of Data by Organization Size Smaller organizations that manage a smaller scope of data than larger peers are most likely to “have their act together” and have a more mature state of data (fig. 51). Moving left to right, we see the state of data tends to become more fragmented and inconsistent as organization headcount increases.

Figure 51 - Business intelligence and the state of data by organization size

0%

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60%

70%

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1 - 100 100 - 1,000 1,000 - 10,000 10,000+

Business Intelligence and the State of Data by Organization Size

Data as "truth" - A common viewof enterprise data is available withcommon application of data,filters, rules, and semantics.

A common view of enterprise datais available. However, parochialviews and semantics are used tosupport specific positions

Consistent data is available at adepartmental level. Conflicting,functional views of data causesconfusion and disagreement

We have multiple, inconsistentdata sources with conflictingsemantics and data. Information isgenerally unreliable and distrusted

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Business Intelligence and Action on Insight In 2014 we introduced “action on insight,” a high-level self-assessment of best (and worst) practices in organizational use of data. In 2015, respondents paint a fairly positive picture (fig. 52). Just 15 percent report rarely leveraged or uncoordinated action. The greatest number (60 percent) leverage ad hoc or informal action on insights across functions, indicating a somewhat coordinated response to problematic issues and operational improvements identified using BI. Twenty-four percent report closed-loop processes and timely, concerted action, meaning that 84 percent of organizations actively share BI-derived insights with colleagues.

Figure 52 - Business Intelligence and action on insight

24%

60%

11%

4%

0% 10% 20% 30% 40% 50% 60% 70%

“Closed-loop processes for action” - Information is shared, teams work to process and act in a timely

fashion. No formal boundaries

Ad hoc (informal) action on insights across functions

Uncoordinated/ parochial action (sometimes at theexpense of others)

Insights are rarely leveraged

Business Intelligence and Action on Insight

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In 2015, slightly more organizations report closed-loop processes and timely concerted action compared to the year before (fig. 53). Slightly fewer organizations report the next-highest level of ad hoc action on insights across functions. With two years of data gathered, organizations are so far consistently positive in their professed ability to share insights and take action through applied best practices.

Figure 53 - Action on insight 2014 to 2015

24%

62%

10%

4%

26%

60%

11%

4%

0%

10%

20%

30%

40%

50%

60%

70%

“Closed-loop processes for action” -

Information is shared, teams work to process

and act in a timely fashion. No formal

boundaries

Ad hoc (informal)action on insightsacross functions

Uncoordinated/parochial action

(sometimes at theexpense of others)

Insights are rarelyleveraged

Action on Insight 2014 to 2015

2014

2015

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Business Intelligence and Action on Insight by Geography Action on insight is largely consistent across geographic regions (fig. 54). Just a few more respondents in EMEA and North America report uncoordinated or ad hoc coordination across functions. Between 80 and 90 percent of all respondents in all regions report the two highest levels of maturity. As with the state of data, Latin American respondents are the most positive and likely to report closed-loop well-orchestrated processes.

Figure 54 - Business Intelligence and action on insight by geography

0%

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100%

Latin America Asia Pacific Europe, MiddleEast and Africa

North America

Business Intelligence and Action on Insight by Geography

“Closed-loop processes for action” - Information is shared, teams work to process and act in a timely fashion. No formal boundaries

Ad hoc (informal) action oninsights across functions

Uncoordinated/ parochial action(sometimes at the expense ofothers)

Insights are rarely leveraged

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Business Intelligence and Action on Insight by Function Front-office roles including executive management, marketing, and sales report the greatest ability to act on insight through closed-loop processes (fig. 55). Close to or greater than 80 percent of all functions claim at minimum the ability to take ad hoc action across functions. Of the functions studied, finance is the least likely to coordinate action on insight in 2015.

Figure 55 - Business Intelligence and action on insight by function

0%

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40%

50%

60%

70%

80%

90%

100%

Business Intelligence and Action on Insight by Function

“Closed-loop processes for action” - Information is shared, teams work to process and act in a timely fashion. No formal boundaries

Ad hoc (informal) action oninsights across functions

Uncoordinated/ parochial action(sometimes at the expense ofothers)

Insights are rarely leveraged

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Business Intelligence and Action on Insight by Vertical Industry Industries generally exhibit high confidence in their ability to take action on insight, and fewer than 5 percent of all respondents from any industry say insights are rarely leveraged (fig. 56). Very advanced closed-loop processes range from almost 30 percent in technology to about 20 percent in less-advanced industries. As in 2014, healthcare reports the weakest overall ability to execute on insight.

Figure 56 - Business Intelligence and action on insight by vertical industry

0%

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50%

60%

70%

80%

90%

100%

Business Intelligence and Action on Insight by Vertical Industry

“Closed-loop processes for action” - Information is shared, teams work to process and act in a timely fashion. No formal boundaries

Ad hoc (informal) action oninsights across functions

Uncoordinated/ parochial action(sometimes at the expense ofothers)

Insights are rarely leveraged

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Business Intelligence and Action on Insight by Organization Size Though small (1-100) organizations fare best, organization size does not bear greatly on the ability to take action on insights (fig. 57). Midsized all the way to very large enterprises (>100) are roughly equal in their ability to execute closed-loop processes or ad hoc action on insights across functions. Five percent or fewer organizations of any size say insights are rarely leveraged.

Figure 57 - Business Intelligence and action on insight by organization size

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70%

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90%

100%

1 - 100 100 - 1,000 1,000 - 10,000 10,000+

Business Intelligence and Action on Insight by Organization Size

“Closed-loop processes for action” - Information is shared, teams work to process and act in a timely fashion. No formal boundaries

Ad hoc (informal) action oninsights across functions

Uncoordinated/ parochial action(sometimes at the expense ofothers)

Insights are rarely leveraged

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Success with Business Intelligence 2015 sees a noticeable shift in perceived success with business intelligence in which fewer organizations are highly satisfied with programs and initiatives (fig. 58). Following three years of steady estimations, 6 percent fewer 2015 respondents indicate they are “successful” with Bl. Four percent lowered estimations one level to “somewhat successful,” and 2 percent more are “somewhat unsuccessful.” While some sampling error may be at work, we also believe expectations and awareness increasingly color attitudes as organizations accumulate experience and recognize fragmented processes over time.

Figure 58 - Success with business intelligence 2013 to 2015

41%

48%

8%

3%

41%

48%

8%

3%

41%

49%

8%

2%

35%

53%

10%

2%

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10%

20%

30%

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60%

Successful Somewhat successful Somewhat unsuccessful Unsuccessful

Success with Business Intelligence 2013 to 2015

2012 2013 2014 2015

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Reasons Why Business Intelligence Succeeds Tag cloud analysis of BI success flows through classic expectations of “business,” “data,” and “management” (fig. 59). Users identify with roles (“users,” “operations”) processes (“provide,” “implement(ation),” “report(ing)”) and outcomes (“successful,” “decision,” “insights”).

Primary reasons for success with BI include: senior management view BI as strategic, a stable organization, focus on critical opportunities and the requisite skills to deliver solutions.

Figure 59 - Reasons for success with business intelligence

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Reasons Why Business Intelligence Fails Asked for reasons why business intelligence fails, respondents take a shortfall view of many of the same terms that describe success (fig. 60). Supporting terms (“development,” “access,” “adoption”) refer to bottlenecks and other reasons behind failure.

Primary reasons for failure include: a lack of management understanding or appreciation of BI, a predominant focus upon technology vs. solving business problems, and a lack of skills and resources to deliver solutions.

Figure 60 - Reasons why business intelligence fails

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Success with Business Intelligence by Organization Size The smallest organizations are most likely (46 percent) to consider themselves “completely successful,” and 90 percent say they are “somewhat successful” with business intelligence (fig. 61). In larger organizations, only about 30 percent are likely to claim complete success. As we see elsewhere in our survey data, reports of success tend to decline with organizational size until they rebound slightly with the very largest. Nonetheless, organizations of more than 100 employees are more than 80 percent likely to say they are, at minimum, “somewhat successful” with BI.

Figure 61 - Success with business intelligence by organization size

1

1.5

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3

3.5

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4.5

5

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1 - 100 100 - 1,000 1,000 - 10,000 10,000+

Success with Business Intelligence by Organization Size

Completely successful

Somewhat successful

Somewhat unsuccessful

Unsuccessful

Mean

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Success with Business Intelligence by BI Objectives “Better decision making” is the benefit most often cited by organizations regardless of their perceived success with BI initiatives (fig. 62). Generally, this implies a reflective focus on overall business intelligence usefulness and confidence more than the hard benefits of revenue, cost, or market share. Organizations that consider themselves unsuccessful are noticeably less emphatic about all benefits, especially customer service.

Figure 62 - Success with business intelligence and BI objectives

1

1.5

2

2.5

3

3.5

4

4.5

5

Successful Somewhat successful Somewhat unsuccessful Unsuccessful

Success with Business Intelligence and BI Objectives

Better decision making Improved operational efficiency

Growth in revenues Increased competitive advantage

Enhanced customer service

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Success with Business Intelligence by Targeted Users

Although cause-and-effect relationships are not clear, organizations that are successful with BI seem to focus more upon delivering capabilities more broadly to all users–including customers and suppliers (fig. 63). In contrast, the least successful organizations deemphasize all target groups.

Figure 63 - Success with business intelligence and targeted users

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80%

Successful Somewhat successful Somewhat unsuccessful Unsuccessful

Success with Business Intelligence and Targeted Users

Executives Middle managers

Line managers Individual contributors & professionals

Customers Suppliers

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Success with Business Intelligence and Technology Priorities

Organizations that are “successful” with business intelligence are more emphatic toward all related technology priorities than “unsuccessful” organizations (fig. 64). Topics where interest diverges (greater success = greater emphasis) include data warehousing, embedded BI mobile device support, in-memory analysis, and software as a service / cloud. Those claiming success are also slightly more likely to favor big data, writing to transactional systems, open-source, Internet of Things, and cognitive BI.

Figure 64 - Success with business intelligence and technology priorities

0

1

2

3

4

5Dashboards

End-user "self service"Data warehousing

Advanced visualization

Integration with operationalprocesses

Data discovery

Enterprise planning/budgeting

Data mining, advancedalgorithms, predictive

Embedded BI (contained withinan application, portal, etc.)

Mobile device support

End-user data "blending" (datamashups)

Location intelligence/analyticsCollaborative support forgroup-based analysisIn-memory analysis

Software-as-a-service andcloud computing

Search-based interface

Pre-packagedvertical/functional analytical…

Big data (e.g., Hadoop)

Ability to write to transactionalapplications

Text analytics

Social media analysis (Social BI)

Open source software

Complex event processing(CEP)

Internet of Things (IoT)

Cognitive BI (e.g., artificialintelligence-based BI)

Success with Business Intelligence and Technology Priorities

Successful Unsuccessful

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Success with Business Intelligence and Number of BI Tools

Organizations that are successful with business intelligence are most likely (30 percent) to be users of one BI tool (fig. 65) and are least likely to report that they “don’t know.” The less aware respondents are to the number of tools in use, the more likely they will report being unsuccessful. This suggests a greater strategic focus on the part of successful organizations.

Figure 65 - Success with business intelligence and numbers of BI tools in use

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Successful Somewhat successful Somewhat unsuccessful Unsuccessful

Success with Business Intelligence and Number of BI Tools in Use

One Two Three to six Seven or more Don't Know

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Success with Business Intelligence and the State of Data

Success with business intelligence relates powerfully and directly to an organization’s state of data (fig. 66). Respondents that say their organization views data as “truth” with common rules and semantics are about 10 times as likely to claim complete BI success as organizations with multiple inconsistent sources. Even organizations with consistent data at departmental levels are somewhat or completely unsuccessful nearly 70 percent of the time.

Figure 66 - Success with business intelligence and the state of data

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

We have multiple, inconsistent data sources withconflicting semantics and data. Information is

generally unreliable and distrusted

Consistent data is available at a departmental level.Conflicting, functional views of data causes

confusion and Unsuccessfulment

A common view of enterprise data is available.However, parochial views and semantics are used to

support specific positions

Data as "truth" - A common view of enterprise datais available with common application of data, filters,

rules, and semantics.

Success with Business Intelligence and the State of Data

Successful Somewhat successful Somewhat unsuccessful Unsuccessful

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Success with Business Intelligence and Action on Insight

Success with business intelligence correlated even more strongly with an organization’s ability to act on insights (fig. 67). At the high end of performance, organizations with closed-loop processes are completely successful more than 60 percent of the time and at least somewhat successful more than 85 percent of the time. Organizations with ad hoc or informal action on insights are well less than half as likely to report complete success. Organizations with the two lowest levels of coordination are much more likely to fail than to succeed. Where insights are rarely leveraged, organizations are about 90 percent likely to be somewhat or completely unsuccessful.

Figure 67 - Success with business intelligence and action on insight

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Insights are rarely leveraged

Uncoordinated/ parochial action (sometimes at theexpense of others)

Ad hoc (informal) action on insights across functions

“Closed loop processes for action” - Information is shared, teams work to process and act in a timely

fashion. No formal boundaries

Success with Business Intelligence and Action on Insight

Successful Somewhat successful Somewhat unsuccessful Unsuccessful

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Success with Business Intelligence and Penetration of Users

Penetration of business intelligence correlates directly to the degree of success reported by respondents (fig. 68). More than half of organizations with at least 21-40 percent BI penetration say they are successful; among unsuccessful organizations, less than 20 percent have the same (21-40 percent) level of BI penetration. Almost three-quarters of unsuccessful organizations have less than 10 percent BI penetration.

Figure 68 - Penetration of business intelligence usage and success with BI

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Successful Somewhatsuccessful

Somewhatunsuccessful

Unsuccessful

Penetration of Business Intelligence Usage and Success with BI

Under 10%

11 - 20%

21 - 40%

41 - 60%

61 - 80%

81% or more

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Industry and Vendor Analysis

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Industry and Vendor Analysis In this section we review business intelligence vendor and market performance, using our trademark 33-criteria evaluation model.

Scoring Criteria The criteria for the various industry and vendor rankings are grouped into seven categories including sales/acquisition experience, value for price paid, quality and usefulness of product, quality of technical support, quality and value of consulting, integrity, and whether the vendor is recommended.

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Industry Performance

Sales/Acquisition Experience Industry scores for “sales/acquisition experience” are flat or down slightly compared to 2014 (when all rating criteria reached an all-time high) (fig. 69). While ratings for the two most important rankings (professionalism and product knowledge) are essentially flat, 2015 sees declines in areas where businesses pursue unique opportunities more than routine checklists. These areas include understanding business/needs, flexibility, and follow up after sales.

Figure 69 - Industry performance—sales/acquisition experience: 2011 to 2015

3.3

3.4

3.5

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3.7

3.8

3.9

4

4.1

4.2

4.3

4.4

Industry Performance–Sales and Acquisition Experience: 2011 to 2015

2011

2012

2013

2014

2015

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Value Despite declines in other measures, customer ratings of industry value rebounded from a slight decline in 2014 to an all-time high of 4.06 in 2015 (fig. 70). The ongoing rating higher than 4.0 extends a positive trend line and represents “very good” perception and indicator of value.

Figure 70 - Industry performance—value: 2011 to 2015

3.85

3.9

3.95

4

4.05

4.1

2011 2012 2013 2014 2015

Industry Performance–Value: 2011 to 2015

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Quality and Usefulness of Product In 2015 “quality and usefulness of product” measures declined slightly compared to 2014 (fig. 71). The most important industry criteria were robustness/sophistication, overall usability, scalability, and reliability, all of which were slightly lower than the previous year. The lowest grades, consistent with previous years, went to integration with third-party technologies, customization, and completeness of functionality.

Figure 71 - Industry performance—quality and usefulness of products: 2011 to 2015

3.3

3.4

3.5

3.6

3.7

3.8

3.9

4

4.1

4.2

Industry Performance–Quality and Usefulness of Products: 2011 to 2015

2011

2012

2013

2014

2015

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Technical Support In 2015, industry grades for technical support were down slightly in all categories except “professionalism,” which reached an all-time high and above-average score of 4.25 (fig. 72). The next most-important technical support criterion, product knowledge, was down slightly from 2014 but near its five-year average score. Responsiveness, continuity, and time to resolve problems all fell slightly, the latter two below the 4.0 (above average) threshold. Some of this can be attributed to industry growth, new market entrants, increased customer demand, and an increase of newly hired specialists.

Figure 72 - Industry performance—technical support: 2011 to 2015

3.5

3.6

3.7

3.8

3.9

4

4.1

4.2

4.3

Professionalism Productknowledge

Responsiveness Continuity ofpersonnel

Time to resolveproblems

Industry Performance–Technical Support: 2011 to 2015

2011

2012

2013

2014

2015

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Consulting After providing a bright spot in 2014, BI vendor consulting scores fell slightly and uniformly in 2015 across a range of criteria (fig. 73). Product knowledge was highest ranked, followed by professionalism, experience, continuity, and value. All five measures now hover near their five-year average. As with technical support, some of the decline can be attributed to industry growth and less-seasoned additions to the consulting force.

Figure 73 - Industry performance—BI vendor consulting: 2011 to 2015

3.6

3.7

3.8

3.9

4

4.1

4.2

4.3

Professionalism Productknowledge

Experience Continuity Value

Industry Performance–BI Vendor Consulting: 2011 to 2015

2011

2012

2013

2014

2015

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Integrity Vendor integrity—measured as honesty and truthfulness in all dealings—scored slightly higher with respondents in 2015 than the previous year and neared its 2013 high. Including this modest change, the average respondent rates industry integrity higher than the “very good” threshold (and at 4.32, it is the second highest score among all criteria).

Figure 74 - Industry performance—integrity: 2012 to 2015

4.00

4.05

4.10

4.15

4.20

4.25

4.30

4.35

4.40

2012 2013 2014 2015

Industry Performance–Integrity: 2012 to 2015

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Recommended Respondents are slightly more likely to recommend their BI software provider than in 2014 (fig. 75). While the overall trend line declines slightly on average during our five years of measurement, mean scores for “recommend” are higher than any other criteria we measure. We believe this measure also reflects greater BI experience and exposure to new and emergent BI delivery models and providers.

Figure 75 - Industry performance—recommended: 2011 to 2015

4.45

4.5

4.55

4.6

4.65

4.7

4.75

4.8

4.85

2011 2012 2013 2014 2015

Industry Performance–Recommended: 2011 to 2015

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Performance Improvements Beginning in 2014, we asked respondents to compare overall industry performance to the prior year (fig. 76). In our two years of data collection for this question, results are so far nearly identical. Nearly 40 percent say industry performance improved, 56 percent say it stayed the same (not improved), and 4.3 percent report a decline.

Figure 76 - Overall industry performance improvement

39.2%

56.4%

4.3%

39.3%

56.5%

4.6%

0%

10%

20%

30%

40%

50%

60%

Improved Stayed the same Declined

Overall Industry Performance Improvement

2014 2015

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Vendor Rankings

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Vendor Stacked Rankings In this section we offer stacked rankings of business intelligence software vendors. We ranked vendors using 33 different criteria, on a five-point scale for each. Criteria covered sales /acquisition experience (8 criteria), value for price paid (1), quality and usefulness of product (12), quality of technical support (5), quality and value of consulting services (5), whether the vendor is recommended (1), and integrity (1). The result is a stacked ranking with an average score for all seven categories and an overall average score for each vendor.

As we explore vendor performance in more detail, it is important to understand the scale we used in scoring the industry and vendors:

• 5.0 = Excellent • 4.0 = Very good • 3.0 = Adequate • 2.0 = Poor • 1.0 = Very poor

Market segments include “Titans,” “Established Pure-Play,” “Emerging,” “Cloud,” “Specialized,” and “Diversified.”

Within each segment, vendors have similar traits and, as a result, similar score-average ranges. So, while comparisons can (and no doubt will) be made between these sub-segment “peer groups,” they are not always reasonable comparisons.

Based on our scoring methodology, all vendors performed at a level that is considered more than “adequate” for all criteria categories.

Please note that “average score” is the mathematical mean of all items included in vendor ratings. Each column in the chart represents a scale consisting of varying numbers of items (for example, "sales" is a scale consisting of eight items, while "value for price paid” is one item). As such, each column is weighted differently (based upon the number of items represented and the number of respondents rating those items) in calculating the overall average rating. The average score cannot be calculated by simply averaging across the subscale scores.

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Business Intelligence Titans “Titans” (table 1) are the largest vendors with extensive product and service offerings—including business intelligence. In all cases, these vendors have acquired business intelligence vendors. Included in this category are Infor, Microsoft, IBM, Oracle, and SAP.

Table 1 - Business Intelligence Titans—stacked rankings

Vendor Sales Value Product Support Consult Integrity Recommend Overall

Infor 4.10 3.87 3.83 4.04 3.99 4.23 4.65 4.10 Microsoft 3.59 3.88 3.62 3.57 3.67 3.84 4.51 3.81 IBM 3.15 3.28 3.17 3.23 3.25 3.76 3.98 3.40 Oracle 3.04 3.26 3.13 3.05 3.17 3.52 3.63 3.26 SAP 2.78 3.08 2.87 2.73 2.92 3.12 3.60 3.01

Large Established Pure-Play Business Intelligence Vendors “Large Established Pure-Play” vendors (table 2) focus primarily upon business intelligence software and services, have typically been in business for 15 + years, and have well-established customer bases and revenue streams. Several are publicly held. These include Information Builders, Tableau Software, Qlik, MicroStrategy, and SAS.

Table 2 - Large Established Pure Play Business Intelligence Vendors—stacked rankings

Vendor Sales Value Product Support Consult Integrity Recommend Overall Information Builders 4.42 4.39 4.26 4.41 4.37 4.74 4.87 4.49 Tableau Software 4.20 4.32 4.15 4.22 4.03 4.51 5.00 4.34 Qlik 3.92 4.07 4.08 4.25 3.96 4.26 4.91 4.21 MicroStrategy 3.77 3.65 3.78 3.63 3.63 4.21 4.68 3.91 SAS 3.57 3.64 3.46 3.68 3.85 3.81 4.27 3.76

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Cloud Business Intelligence Vendors “Cloud” BI vendors (table 3) offer a pure, native cloud product offering versus traditional enterprise software. This category includes Birst, Adaptive insights and Klipfolio.

Table 3 - Cloud Business Intelligence Vendors—stacked rankings

Vendor Sales Value Product Support Consult Integrity Recommend Overall Birst 4.36 4.38 4.17 4.26 4.30 4.48 5.00 4.42 Adaptive Insights 4.38 4.33 4.19 4.40 4.27 4.44 4.78 4.40

Klipfolio 4.16 4.23 4.05 4.28 4.37 4.63 4.73 4.35

Specialized Business Intelligence Vendors “Specialized” business intelligence vendors (table 4) have been in existence for a number of years, successfully focus on a particular sub-segment of the market (e.g., vertical industry), and are modest in size. Included in this category are Dimensional Insight, Dundas, and Logi Analytics.

Table 4 - Specialized Business Intelligence Vendors—stacked rankings

Vendor Sales Value Product Support Consult Integrity Recommend Overall

Dimensional Insight

4.54 4.45 4.29 4.72 4.63 4.83 4.80 4.61

Dundas 4.35 4.29 4.20 4.39 4.39 4.52 4.76 4.40 Logi Analytics 3.80 3.84 3.91 3.91 3.89 4.09 4.84 4.04

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Diversified Business Intelligence Vendors “Diversified” BI vendors (table 5) are akin to Titans in that they have a diverse set of technology and/or software product lines, including BI. However, unlike Titans, they are more modest in size. This category includes TIBCO, Actuate (OpenText), and Pentaho (Hitachi Data Systems).

Table 5 - Diversified Business Intelligence Vendors—stacked rankings

Vendor Sales Value Product Support Consult Integrity Recommend Overall TIBCO 4.23 4.26 4.05 4.19 4.34 4.52 4.74 4.33 Actuate (OpenText) 3.90 3.87 3.77 4.12 4.10 4.17 4.83 4.11 Pentaho (HDS) 3.95 4.07 3.67 3.82 4.19 4.26 4.71 4.10

Emerging Business Intelligence Vendors “Emerging” vendors (table 6) are typically younger than vendors in the other categories and offer unique and often innovative business models, technologies, and/or services. This category includes Pyramid Analytics, Yellowfin, RapidMiner, Lavastorm and SiSense.

Table 6 - Emerging Business Intelligence Vendors—stacked rankings

Vendor Sales Value Product Support Consult Integrity Recommend Overall Pyramid Analytics

4.24 4.45 4.12 4.31 4.37 4.71 4.82 4.43

Yellowfin 4.31 4.48 4.15 4.24 4.26 4.69 4.86 4.43 RapidMiner 4.20 4.40 4.12 4.12 4.29 4.52 5.00 4.38 Lavastorm 4.18 4.34 4.01 4.23 4.30 4.43 5.00 4.36 SiSense 4.03 3.76 3.90 4.26 4.13 4.33 4.88 4.19

After you have reviewed the stacked rankings of vendors, carefully examine the detailed, vendor-specific rankings for a more complete perspective and deeper understanding of individual vendors’ strengths and weaknesses.

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Detailed Vendor Scores In this section, we offer detailed vendor scores. Using our 33-criteria evaluation model (table 6), we compare each vendor’s performance to their direct peer group and to the average for all vendors (all records in the study population).

The detailed criteria are below. We added “clock” position information to assist in locating specific scores.

Table 7 - Detailed vendor rating criteria

- Sales/acquisition experience (12 - 2 o’clock)

o Professionalism o Product knowledge o Understanding our

business/needs o Responsiveness o Flexibility/accommodation o Business practices o Contractual terms and

conditions o Follow-up after the sale

- Value for price (3 o’clock)

- Quality and usefulness of product

(3 - 7 o’clock) o Robustness/sophistication of

technology o Completeness of functionality o Reliability of technology o Scalability o Integration of components

within product o Integration with third-party

technologies o Overall usability o Ease of installation o Ease of administration

- Quality and usefulness of product (continued)

o Customization and extensibility

o Ease of upgrade/migration to new versions

o Online forums and documentation

- - Quality of technical support

(8 - 9 o’clock) o Professionalism o Product knowledge o Responsiveness o Continuity of personnel o Time to resolve problems

- Quality and value of consulting

services (9 - 10 o’clock) o Professionalism o Product knowledge o Experience o Continuity o Value

- Integrity (11 o’clock)

- Whether vendor is

recommended (12 o’clock)

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Actuate (OpenText) Detailed Score

Figure 77 - Actuate (OpenText) detailed score

With its acquisition by OpenText, Actuate moved into the new “Diversified” vendor category. It is generally in line with peer and overall scores for a majority of measures with the exception of several product and contractual terms and conditions, which are below one or both averages. Actuate’s scores improved across all categories versus 2014. It is best in class for technical support time to resolve problems.

00.5

11.5

22.5

33.5

44.5

5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

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Business practices

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Value

Product:Robustness/so…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Actuate (OpenText) Performance

Peer Overall Actuate (OpenText)

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Adaptive Insights Detailed Score

Figure 78 - Adaptive Insights detailed score

A member of the new Cloud market segment, Adaptive Insights is generally in line with or above peer and overall averages and is best in class for more than half of all measures across sales, product, support, and consulting categories. Adaptive Insights’ scores for value and product increased over 2014.

00.5

11.5

22.5

33.5

44.5

5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

Flexibility/accommodati…

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Value

Product:Robustness/sop…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Adaptive Insights Performance

Peer Overall Adaptive Insights

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Birst Detailed Score

Figure 79 - Birst detailed score

Birst, a member of the new Cloud market segment, is its top-ranked vendor for 2015. Its scores are generally above peer and overall averages. It is best in class for value, most sales measures, and a number of product measures. It has a perfect recommend score.

00.5

11.5

22.5

33.5

44.5

5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

Flexibility/accommodat…

Business practices

Contractual terms and…

Follow up after the sale

Value

Product:Robustness/so…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Birst Performance

Peer Overall Birst

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Dimensional Insight Detailed Score

Figure 80 - Dimensional Insight detailed score

A member of the “Specialized” market segment, Dimensional Insight is its leader again for 2015. It is best in class for most measures across all categories including sales, value, product, support, consulting, and integrity. Its scores for sales, support, and integrity improved over 2014.

00.5

11.5

22.5

33.5

44.5

5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

Flexibility/accommodation

Business practices

Contractual terms and…

Follow up after the sale

Value

Product:Robustness/sophi…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Dimensional Insight Performance

Peer Overall Dimensional Insight

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Dundas Detailed Score

Figure 81 - Dundas detailed score

Dundas, a member of the “Specialized” market segment, is generally above peer and overall averages for most measures. It is best in class for product ease of administration and ease of upgrade/migration to new versions.

00.5

11.5

22.5

33.5

44.5

5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

Flexibility/accommodat…

Business practices

Contractual terms and…

Follow up after the sale

Value

Product:Robustness/so…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Dundas Performance

Peer Overall Dundas

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IBM Detailed Score

Figure 82 - IBM detailed score

A member of the “Titan” market segment, IBM is generally in line with or somewhat below peer averages. Its scores are generally lower than in 2014.

00.5

11.5

22.5

33.5

44.5

5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

Flexibility/accommodati…

Business practices

Contractual terms and…

Follow up after the sale

Value

Product:Robustness/so…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

IBM Performance

Peer Overall IBM

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Infor Detailed Score

Figure 83 - Infor detailed score

A member of the “Titan” market segment, Infor is positioned as its leader again for 2015. It is best in class for virtually all measures across sales, product, support, consulting, integrity, and recommend. Its scores improved over 2014 for most categories of measurement.

00.5

11.5

22.5

33.5

44.5

5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

Flexibility/accommodati…

Business practices

Contractual terms and…

Follow up after the sale

Value

Product:Robustness/sop…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Infor Performance

Peer Overall Infor

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Information Builders Detailed Score

Figure 84 - Information Builders detailed score

A member of the “Large Established Pure-Play” market segment, Information Builders leads the segment for a sixth year in a row. It scores above peer and overall averages and is best in class for most measures. Its overall score and that of value, product, and integrity increased versus 2014.

00.5

11.5

22.5

33.5

44.5

5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

Flexibility/accommodati…

Business practices

Contractual terms and…

Follow up after the sale

Value

Product:Robustness/sop…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Information Builders Performance

Peer Overall Information Builders

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Klipfolio Detailed Score

Figure 85 - Klipfolio detailed score

A new entrant in the Cloud segment, Klipfolio is generally in line with overall and peer averages, with the exception of several product measures. It is best in class for product integration with third-party technologies, several support and consulting measures, and integrity.

00.5

11.5

22.5

33.5

44.5

5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

Flexibility/accommodati…

Business practices

Contractual terms and…

Follow up after the sale

Value

Product:Robustness/sop…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Klipfolio Performance

Peer Overall Klipfolio

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Lavastorm Detailed Score

Figure 86 - Lavastorm detailed score

A new entrant in the Emerging segment, Lavastorm is generally in line with peer averages and above overall averages, with the exception of several product measures. It is best in class for product robustness/sophistication of technology, customization and extensibility, and consulting experience. It has a perfect recommend score.

00.5

11.5

22.5

33.5

44.5

5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

Flexibility/accommodat…

Business practices

Contractual terms and…

Follow up after the sale

Value

Product:Robustness/so…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Lavastorm Performance

Peer Overall Lavastorm

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Logi Analytics Detailed Score

Figure 87. Logi Analytics detailed score

A member of the Specialized market segment, Logi Analytics is generally below peer and overall averages. It is best in class for product integration with third-party technologies, online training, forums, documentation, and recommend. Its scores are generally lower versus 2014.

00.5

11.5

22.5

33.5

44.5

5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

Flexibility/accommodati…

Business practices

Contractual terms and…

Follow up after the sale

Value

Product:Robustness/sop…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Logi Analytics Performance

Peer Overall Logi Analytics

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Microsoft Detailed Score

Figure 88 - Microsoft detailed score

A member of the “Titan” market segment, Microsoft is generally above its peer group for most measures. It is best in class for contractual terms and conditions, value, and several product measures. Microsoft’s overall score, as well as that of sales, value, support, consulting, integrity, and recommend, increased versus 2014.

00.5

11.5

22.5

33.5

44.5

5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

Flexibility/accommodati…

Business practices

Contractual terms and…

Follow up after the sale

Value

Product:Robustness/sop…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Microsoft Performance

Peer Overall Microsoft

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MicroStrategy Detailed Score

Figure 89 - MicroStrategy detailed score

A member of the “Large Established Pure-Play” market segment, MicroStrategy is generally below peer and overall averages for most measures. Scores for integrity and recommend improved over 2014.

00.5

11.5

22.5

33.5

44.5

5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

Flexibility/accommodat…

Business practices

Contractual terms and…

Follow up after the sale

Value

Product:Robustness/so…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

MicroStrategy Performance

Peer Overall MicroStrategy

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Oracle Detailed Score

Figure 90 - Oracle detailed score

A member of the “Titan” market segment, Oracle is generally below its peer group for most measures. Although scores fell across most categories of measurement, value improved versus 2014.

00.5

11.5

22.5

33.5

44.5

5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

Flexibility/accommodati…

Business practices

Contractual terms and…

Follow up after the sale

Value

Product:Robustness/sop…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Oracle Performance

Peer Overall Oracle

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Pentaho Detailed Score

Figure 91 - Pentaho detailed score

With the imminent acquisition by Hitachi Data Systems, Pentaho is now a member of the new Diversified segment. It is generally in line with peer and overall averages with the exception of a several product and support measures where it is below both averages. Pentaho is best in class for product completeness of functionality and integration with third-party technologies. Its scores for product, consulting, and integrity increased versus 2014.

00.5

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44.5

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Product knowledgeUnderstanding our…

Responsiveness

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Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

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Continuity

ValueIntegrity

Recommend

Pentaho (HDS) Performance

Peer Overall Pentaho

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Pyramid Analytics Detailed Score

Figure 92 - Pyramid Analytics detailed score

A new entrant into the Emerging segment, Pyramid Analytics is tied for leadership in 2015. It is best in class for sales responsiveness, contractual terms and conditions, follow-up after the sale, product scalability, integration of components within product, and integration with third-party technologies. It is also best in class for most support and consulting measures and integrity.

00.5

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33.5

44.5

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Product knowledgeUnderstanding our…

Responsiveness

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Value

Product:Robustness/sop…

Completeness of…

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Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Pyramid Analytics Performance

Peer Overall Pyramid Analytics

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Qlik Detailed Score

Figure 93 - Qlik detailed score

A member of the “Large Established Pure-Play” market segment, Qlik is generally above or in line with peer and overall averages. It is best in class for support time to resolve problems. Its overall score, as well as that of sales, value, support, integrity, and recommend increased over 2014.

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Product knowledgeUnderstanding our…

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Product:Robustness/so…

Completeness of…

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Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Qlik Performance

Peer Overall Qlik

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RapidMiner Detailed Score

Figure 94 - RapidMiner detailed score

RapidMiner, profiled in our Early Stage segment last year, is a new entrant in the Emerging segment for 2015. It is generally in line with peer and above overall averages with the exception of several support measures. It is best in class for sales product knowledge, understanding customer business/needs, product completeness of functionality, online training, forums and documentation, and consulting product knowledge. It has a perfect recommend score.

00.5

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Product knowledgeUnderstanding our…

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Completeness of…

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Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

RapidMiner Performance

Peer Overall RapidMiner

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SAP Detailed Score

Figure 95 - SAP detailed score

A member of the “Titan” market segment, SAP is generally below peer and overall averages for all measures. Its score for value improved over 2014.

00.5

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44.5

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Product knowledgeUnderstanding our…

Responsiveness

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Value

Product:Robustness/so…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

SAP Performance

Peer Overall SAP

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SAS Detailed Score

Figure 96 - SAS detailed score

A member of the “Large Established Pure-Play” market segment, SAS is generally below peer and overall averages. While most scores declined, scores for value and recommend improved over 2014.

00.5

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Product knowledgeUnderstanding our…

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Product:Robustness/sop…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

SAS Performance

Peer Overall SAS

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SiSense Detailed Score

Figure 97 - SiSense detailed score

A new entrant in the Emerging segment for 2015, SiSense is generally in line with or somewhat below peer and overall averages.

00.5

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Product knowledgeUnderstanding our…

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Follow up after the sale

Value

Product:Robustness/sop…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

SiSense Performance

Peer Overall SiSense

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2015 Wisdom of Crowds® Business Intelligence Market Study

Tableau Software Detailed Score

Figure 98 – Tableau Software detailed score

With its meteoric rise in the market, Tableau Software moved to the Established Pure-Play category for 2015. Its scores are generally above peer and overall scores. It is best in class for a majority of product measures including robustness and sophistication of technology, reliability of technology, and overall usability. It is also best in class for recommend. Tableau’s scores for sales, support, integrity, and recommend increased over 2014.

00.5

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Product knowledgeUnderstanding our…

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Product:Robustness/so…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Tableau Software Performance

Peer Overall Tableau

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TIBCO Detailed Score

Figure 99 - TIBCO detailed score

A member of the new Diversified market segment, TIBCO is its leader for 2015. It is best in class for virtually all categories and measures including sales, value, product, support, consulting, and integrity. Scores for sales, consulting, and integrity increased over 2014.

00.5

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Product knowledgeUnderstanding our…

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Flexibility/accommodation

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Value

Product:Robustness/sophi…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

TIBCO Performance

Peer Overall TIBCO

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Yellowfin Detailed Score

Figure 100 - Yellowfin detailed score

Yellowfin is a member of the Emerging market segment and is tied for leadership for 2015. It is best in class for a number of sales measures including professionalism and business practices. It is best in class for value and a number of product measures including overall usability. It is also best in class for support professionalism, continuity of personnel, and consulting professionalism.

00.5

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5Sales: Professionalism

Product knowledgeUnderstanding our…

Responsiveness

Flexibility/accommodati…

Business practices

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Product:Robustness/so…

Completeness of…

Reliability of technology

Scalability

Integration of…Integration with third…

Overall usabilityEase of installationEase of administrationCustomization and…Ease of…

Online training, forums…

Support:Professionalism

Product knowledge

Responsiveness

Continuity of personnel

Time to resolve problems

Consult:Professionalism

Product knowledge

Experience

Continuity

ValueIntegrity

Recommend

Yellowfin Performance

Peer Overall Yellowfin

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Additional Business Intelligence Market Models

For 2015 we developed two new models for examining and understanding the business intelligence market. Using quadrants, we plotted aggregated user sentiment into x and y axes.

Customer Experience Model The customer experience model considers the real-world experience of customers working with BI products on a daily basis (fig. 101). For the x axis, we combined all vendor touch points–including the sales and acquisition process (8 measures), technical support (5 measures), and consulting services (5 measures)–into a single “sales and service” dimension. On the y axis, we plotted customer sentiment surrounding product, derived from the 12 product and technology measures used to rank vendors. On the resulting four quadrants we plotted vendors based on these measures.

The upper-right quadrant contains the highest-scoring vendors and is named “overall experience leaders.” Due to the tight clustering of vendors, a key identifying them is located on the bottom of page 128. Technology leaders (upper-left quadrant) identifies vendors with strong product offerings but relatively lower services scores. Contenders (lower-left quadrant) would benefit from varying degrees of improvement to product, services, or both.

User sentiment surrounding outliers (outside of the four quadrants) suggests that significant improvements are required to product and services.

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Figure 101 - Customer experience model

Overall Experience Leaders A – Dimensional Insight E – Birst H – Klipfolio K – RapidMiner

B – Information Builders F – Pyramid Analytics I – TIBCO L – Tableau Software

C – Dundas G - Yellowfin J – Lavastorm M – SiSense

D – Adaptive Insights

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Vendor Credibility Model The vendor credibility model considers how customers “feel” about their vendor (fig. 102). The x axis plots perceived value for the price paid. The y axis combines the integrity and recommend measures, creating a “confidence” dimension. The resulting four quadrants position vendors based on these dimensions.

The upper-right quadrant contains the highest-scoring vendors and is named “credibility leaders.” Due to the tight clustering of vendors, a key identifying them is located on the bottom of page 130. Value leaders (upper-left quadrant) identifies vendors with solid perceived value but relatively lower confidence scores. Contenders (lower-left quadrant) would benefit by working to improve customer value, confidence, or both.

User sentiment surrounding outliers (outside of the four quadrants) suggests that significant improvements are required to improve perceived value and confidence.

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Figure 102 - Vendor credibility model

Credibility Leaders A – Pyramid Analytics D – RapidMiner G – Lavastorm J – Dundas

B – Dimensional Insight E – Information Builders H – Tableau Software K – TIBCO

C – Yellowfin F – Birst I – Adaptive Insights L - Klipfolio

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Appendix - The 2015 Wisdom of Crowds® Business Intelligence Market Survey Instrument

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\\

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Other Dresner Advisory Services Research Reports

- Advanced and Predictive Analytics - Business Intelligence Competency Center - Cloud Computing and Business Intelligence - Collaborative Computing and Business Intelligence - Embedded Business Intelligence - End User Data Preparation - Location Intelligence - Mobile Computing and Business Intelligence - Small and Mid-sized Enterprise Business Intelligence

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