Big Data Executive Survey 2014:
An Update on the Progress of Big Data in the Large Corporate World
Summary Report
With a Foreword by Thomas H. Davenport
NewVantage Partners LLC www.newvantage.com
Boston | New York | San Francisco Copyright 2014
Foreword |
Thomas H. Davenport
In writing the 2013 Big Data Survey foreword, I noted that I was happy to see so much Big Data activity, but I questioned the longevity of the term. Both comments are even more appropriate this year. Big Data has entered the mainstream, with two-thirds of the respondents running a production application. Spending is up, and is expected to increase dramatically. Surveyed executives are bullish on the importance of Big Data to their businesses. Only 3% feel that it’s the “same old stuff.” Everything is sunny in the world of big data.
Except, its name! Perhaps never has there been such enthusiasm about a business topic, and less satisfaction with the name of it. Fewer than 1 in 5 respondents feel that the name is “apt and descriptive,” and the rest dislike it or view it as overstated. This raises the question, of course, whether everyone in the survey -- and in your organization -- means the same thing when they talk about “Big Data.” My guess in both cases is that they don’t. For many, Big Data has become an encompassing term that has come to mean any analytical application of data. The problem with this all-encompassing usage is that it blurs the lines between big and small data, structured and unstructured data, legacy data and new sources of data, and other valid differences. My suggestion is to exert caution and precision when using the term Big Data within your organization, and use more descriptive language such as, “We’re more rapidly and cost-effectively bringing together our traditional legacy data sources.” Or, “We’re analyzing text converted from call center speech to better understand customer satisfaction.”
Given this terminological uncertainty, one wonders what the executives in this survey -- and others around the world -- are really excited about when they express enthusiasm for Big Data (and they are excited; 82% say it’s “important or mission critical” to their organizations, 23% say its value is “revolutionary,” and 74% believe that its value “warrants serious attention.”)
There are a variety of possible targets for such admiration – 22% executives in the survey want to integrate new sources and more varieties of data, 16% want to integrate and manage larger volumes of data, and 4% want to specifically analyze social media or unstructured data. New data types promise to shed new light on almost any business entity, from customer sentiments to supplier relationships.
It could also be that the enthusiasm is aimed at Big Data technologies such as Hadoop, although executives in the survey (4%) minimized the important of choosing and implementing the right technologies as being critical to business adoption. I’ve noticed in other contexts, however, that even large, established organizations like those in this survey cannot fully resist their siren call.
Not surprisingly given this collection of capabilities, this survey suggests a complicated organizational landscape for Big Data. It’s capable of addressing many business
problems, so it’s reasonable to have multiple
constituencies within organizations. Business and IT, CDO and CIO and CAO, Marketing and Finance and R&D -- everybody wants in on this act. On the positive side of this complex matrix, Big Data could usher in a new era of organizational collaboration. Or it could yield a massive amount of confusion and infighting.
Overall, however, this survey suggests a bright future for Big Data. It’s clearly not just hype, and it’s not just experimental. Companies are getting real value from it in production applications. Now if we could only figure out what to call it!
Thomas H. Davenport is the President’s Professor at Babson College and was most recently Visiting Professor at Harvard Business School. He is the author of Competing on Analytics, cited by CIO Magazine as one of the “Top 15 Most Ground Breaking Management Books.”, and Big Data at Work, his newest work.
Introduction
Themes and Trends
NewVantage Partners Big Data executive survey was first conducted in 2012 at the encouragement of Fortune 1000 senior business and technology executives who had participated in NewVantage Partners executive thought-leadership roundtable discussions. These executives were seeking to understand the state of Big Data initiatives among peer institutions.
Survey respondents are Fortune 1000 senior business and technology executives who have a vested interest in the success of an organization’s data and analytics, and Big Data, initiatives. Respondents include executives with the following responsibilities:
Line-of-Business President | Group Executive Chief Executive Officer (CEO)
Chief Operating Officer (COO) Chief Financial Officer (CFO) Chief Marketing Officer (CMO) Chief Information Officer (CIO) Chief Data Officer (CDO) Chief Technology Officer (CTO) Chief Analytics Officer
Chief Risk or Privacy Officer Chief Architect or Chief Scientist Head of Big Data for the Enterprise Head of Analytics | Informatics Senior Business Leader | Executive
Medical Chief | Medical Information Officer. Response to the 2014 executive survey has significantly exceeded previous years, which is directly attributable to growing executive and corporate interest in data and analytics, and Big Data in particular, as a critical corporate asset.
As large corporations looks to leverage their information assets, the important of data is increasingly magnified.
The 2014 Big Data Executive Survey is the beneficiary of a record number of senior executive respondents. This year, 59 companies participated, with 125 individual executive respondents. Executive participants spanned senior business and technology roles. However, wherever these executives sat within the organization, they shared a common interest and common objective to see their company effectively utilize data and analytics in support of corporate business goals.
“59 companies participated, with 125 individual executive respondents” The 2014 survey highlighted some new as well as some familiar themes, most notably:
Big Data investment is significant and growing Big Data initiatives are in production, or fast on
the way
Big Data initiatives are being driven from the top, with senior executive sponsorship and
commitment
The Chief Data Officer (CDO) role is becoming a corporate standard
Business and technology partnership is growing and critical to Big Data success
Big Data is being integrated into the mainstream Executives are wary of the term Big Data. NewVantage Partners is pleased to have had this opportunity to learn from and to share these results with the participating companies, and beyond.
Demographics
Survey participants comprised 59 Fortune 1000 and industry leading companies, and 125 senior executive respondents.
Participating Companies -- 59 Executive Respondents -- 125
The breakdown of survey respondents is summarized in Figure 1:
C-Suite Executives – 35%
COO | CFO | CMO | CIO | CTO | CDO Big Data Function Leader – 26% Analytics Leader – 16%
Chief Architect | Senior Technologist – 16% Business Unit Leader – 7%
President | EVP | SVP
The largest group of respondents comprised C-suite executives, followed by executives with corporate leadership responsibilities for Big Data initiatives within or across the enterprise.
The breakdown of C-Suite executives by role is summarized in Figure 2:
Chief Data Officer – 31% Chief Information Officer – 31% Chief Technology Officer – 21% Chief Marketing Officer – 10% Other C-Executive – 7%
The breakdown of executives by Business or Technology functions is summarized in Figure 3.
Business – 33% Technology – 41%
The survey focused on organizations that traditionally make the largest investments in data initiatives, particularly financial services firms, as well as emerging new sectors such as healthcare and life sciences firms, which are making major new investments in data initiatives. Industry representation is summarized in Figure 4:
Financial Services – 78%
Healthcare and Life Sciences – 12% Other Industries and Sectors – 10%
Participating Companies
Financial Services | Insurance
Aetna AIG
American Express Bank of America
Bank of New York Mellon Barclay’s Capital BB&T Bank Bridgewater Associates Capital One Capital Group Charles Schwab Cigna Citizens Financial CitiGroup
CLSA | Cruickshank Laing Fidelity Investments Freddie Mac GE Capital The Hartford HSBC JP Morgan Lincoln Financial MasterCard MetLife Morgan Stanley New York Life Northwestern Mutual Putnam Investments Raymond James Regions Bank
Royal Bank of Canada (RBC) Standard & Poor’s
State Street Corporation
SunLife Financial TD Ameritrade Thomson Reuters TIAA-CREF Travelers UBS US Bank Wellington Financial Wells Fargo
Health Care | Life Sciences
Alkermes Astellas
Blue Cross of Rhode Island CVS | Caremark
Glaxo Smith Klein Harvard Medical School Harvard Pilgrim Health Plan Johnson & Johnson Kaiser Permanente Pfizer
Steward Healthcare
Other Industry Sectors
Gannett General Electric Raytheon Time-Warner TJX Companies
Executive Summary
Big Data and analytics continue on a path of rapid adoption within the corporate mainstream. That is the dominant theme of NewVantage Partners 2014 Big Data Executive Survey.
This report summarizes the principal findings of the 2014 survey, and the dominant trends and themes that emerged.
Executives are invested in Big Data. That senior corporate executives are invested in the success of Big Data is evidenced by the seniority and breadth of participation on this year’s executive survey. The participation of 125 senior corporate executives representing 59 Fortune 1000 companies and industry leaders demonstrates the level of commitment to Big Data from the top of the house. The fact that 42% of the participants held positions of C-executive responsibility or were business unit presidents or heads is indicative of the importance and value that corporations believe can be derived from the intelligent use of data and analytics in their business.
“42% of the participants held positions of C-executive responsibility or were business unit presidents or heads”
Big Data is becoming Mainstream. Leading corporations
are making serious commitments to their Big Data and analytics initiatives. 67% of executives now report that they have Big Data initiatives running in production within the corporation. Investment in Big Data is increasing dramatically. Executives report that their corporate investments in Big Data are projected to grow from 35% to 75% by 2017 for investments greater than $10MM, and by an astounding 6% to 28% for investments greater than $50MM. 82% view Big Data as being highly important or mission-critical within their organizations, and 82% indicated that Big Data has been integrated into the business and technology mainstream.
“Investments in Big Data are projected to grow from 35% to 75% by 2017 for investments greater than
$10MM, and by an astounding 6% to 28% for investments greater than $50MM.” Business-IT Partnership is Key to Big Data Adoption.
Executives were in strong agreement that business-IT partnership is essential to the success of corporate Big Data initiatives. 88% of executives cited the importance of a strong business-IT partnership, with 77% citing business leadership and sponsorship, and partnership and organizational alignment as being the most critical factors in ensuring successful adoption of Big Data initiatives within the corporation. Executives report that Big Data sponsorship starts at the top of the house, with 37% reporting that the primary executive sponsor is the CEO, COO, or business President.
”88% of executives cited the importance of a strong business-IT partnership”
The Chief Data Officer is an Emerging Role. 43% of
executives report that their organization has established a Chief Data Officer (CDO) function. This represents a dramatic jump from 2012, when only 19% of executives reported that their organization had established a CDO role, and from 2013 where the number had grown only slightly to 26%. Corporations are recognizing that data is a critical corporate asset and are grappling with how best to organize and manage to support Big Data and analytics initiatives
Big Data is a Business issue. Executives see Big Data as providing significant business benefits – greater insight and learning, the ability to obtain answers and make decisions faster and in a more informed manner, greater agility and flexibility. Only 4% see technology selection as being critical to successful Big Data adoption.
The State of Big Data
Big Data Adoption is on the Rise
Big Data adoption is accelerating. Whereas, Big Data was a new topic just a few years ago, with many companies grappling with its role within their organization, Big Data is now largely viewed as a mainstream activity that is an integrated component of how they do business.
Figure 5 summarizes the state of Big Data adoption within leading Fortune 1000 corporations and industry leading companies.
Big Data in Production – 67% Big Data Initiatives Underway – 17%
Big Data Initiatives under Consideration – 12% Nothing Planned or Underway – 4%
The level of mainstream adoption within just a few years is startling, with only 4% of executives reporting that no Big Data initiatives planned or underway.
This is in sharp contrast to the 67% of executives who now report that Big Data initiatives now operate within a production environment within their organization. This level of adoption within just a few years period is significant and highly notable.
“67% of executives report that Big Data initiatives operate within a production environment within their organization.
This level of adoption within just a few years period is significant and highly notable.”
Among those organizations that report having Big Data initiatives in production, Figure 6 summarizes the reach and scope of their Big Data initiatives.
Initiative Operationalized in Production – 43% Operationalized Across the Enterprise – 29% Discovery Environment for Big Data – 28% Of those firms that now have Big Data initiatives operating in production, it is noteworthy that while nearly three-quarters have integrated Big Data initiatives into core production processes, the remaining respondents are utilizing Big Data as a backbone for analytics and discovery activities.
Big Data Investment is on the Rise
Big Data spending is clearly on a sharp and steady rise. The rise in Big Data investment is illustrated in Figures 7-9.
Less than $1MM – 10% $1MM - $10MM – 55% $10MM - $50MM – 29% $50MM - $100MM – 2% Greater than $100MM – 4% Less than $1MM – 1% $1MM - $10MM – 24% $10MM - $50MM – 46% $50MM - $100MM – 14% Greater than $100MM – 14%
“By the year 2017, investments in Big Data of more than $10MM annually will grow from 35% to 74%, while investments of more than $50MM will grow
from 6% today to a whopping 28% by 2017” The figures show current and anticipating levels of investment in Big Data initiatives over the course of the next 3 years. What is most notable are the dramatic levels of growth in spending at the upper ends of the range, as noted in Figure 9, which contrasts the growth in spending from 2014 through 2017.
$10MM - $50MM – 58% growth $50MM - $100MM – 600% growth Greater than $100MM – 250% growth Most dramatically, by the year 2017, 74% of executives report that their companies will invest more than $10MM annually in Big Data initiatives, contrasted with 35% presently. And, these executives report an increase in investment greater than $50MM annually from 6% today to a whopping 28% by 2017.
Big Data Acceptance is on the Rise
Attitudes toward the acceptance and adoption of Big Data continue to evolve as well.
Figure 10 summarizes the importance that executive respondents attach to Big Data and its perceived value to their organization.
Important or Mission Critical – 82%
Somewhat Important or Experimental – 16% Not Important or Nice to Have – 2% A somewhat astounding 82% of executive respondents characterize Big Data as highly important or mission-critical to their organization, while only 2% characterize Big Data as unimportant or nice-to-have.
This characterization of Big Data’s importance to leading firms speaks volumes about the acceptance and adoption which Big Data has achieved in a very brief period of time, and the substantive value that organizations believe can be realized from Big Data initiatives.
Figure 11 summarizes the perceived value that individual executive respondents believe that Big Data initiatives will bring to their organization.
“82% of executive respondents characterize Big Data as highly important or mission-critical to their organization.
This characterization of Big Data’s importance speaks volumes to the substantive value that organizations believe
can be realized from Big Data initiatives.”
Warrants Serious Attention – 74% Revolutionary – 23%
Same Old Stuff – 3%
The perceived value or Big Data to survey respondents mirrors the perceived value of Big Data to their organizations, with 3% remaining highly skeptical. It should be noted that the level of skepticism has dropped significantly since we first conducted this survey in 2012, and most executive respondents now adopt the thoughtful mindset that Big Data initiatives warrant “serious attention”.
But, Executives Hate the Term Big Data
Figure 12 summarizes the views of executive respondents on the term Big Data, with most respondents indicating that the term is not helpful in focusing serious discussion on the topic, value, and benefits to their organization:
Overstated or Dislike – 83% Apt and Descriptive – 17%
Though 83% of executives claim to dislike the term Big Data, or find it to be overstated, it must be admitted that Big Data has served as an effective rallying cry and focal point that has raised awareness of data as a corporate asset – love the term or hate it.
“Though 83% of executives claim to dislike the term Big Data, or find it to be overstated, it must be admitted that
Big Data has served as an effective rallying cry and focal point that has raised awareness of data as a corporate
The Drivers of Big Data
Business Leaders seek Insight, Speed, and Agility
Figure 13 summarizes executive responses to the primary business factors that are driving investment in Big Data initiatives within the enterprise.
Insight and Learning – 49%
Speed | Faster Answers and Decisions – 24% Agility and Flexibility – 18%
Cost Savings and Efficiency – 9%
Executives report 4 major drivers of investment in Big Data initiatives from a business perspective.
Three quarters of executives cited greater insight and learning, or the ability to answer business questions faster, make informed decisions faster, or accelerate speed-to-market as the primary business driver for investment in Big Data initiatives.
Nearly half of executives cited greater insight and learning, resulting from having and analyzing more data effectively as the main business driver.
10% of executives cited cost savings as the primary business driver for their Big Data investments.
“Three quarters of executives cited greater insight and learning, the ability to answer business questions and
make informed decisions faster, or the capacity to accelerate speed-to-market as the primary business driver for investment in Big Data initiatives. Reducing operational
costs and increasing efficiencies was also noted.” Figure 14 summarizes the most frequent responses when executives were asked about the most important business driver for their Big Data investments.
Insight into our Business/Customers – 46% Faster Answers to Business Questions – 12% Reduce Costs and Increase Efficiencies – 10% Create a Data-Driven Culture – 8%
Faster Decisions on Business Initiatives – 8% Greater Business Agility – 8%
Insight, speed, agility, and cost savings were the consistent themes among business executives, as was the notion of creating a data-driven culture for their organization.
Technology Leaders seek Process Improvement
Figure 15 summarizes executive responses to the primary technical factors that are driving investment in Big Data initiatives within the enterprise.
Process Improvement – 47% Variety of Data – 26% Volume of Data – 20%
Cost Savings and Efficiency – 8% Velocity of Data – 3%
From a technical perspective, the greatest perceived benefits and drivers for investment in Big Data initiatives was seen as resulting from process improvements, and the ability to integrate new sources and more varieties of data. Much of the benefit of Big Data initiatives from a technical perspective derive from the ability to introduce new Big Data processes and approaches that can provide greater agility, shorten the time it takes to answer critical business questions, and reduce data management costs.
Executives also noted the important of being able to integrate new data sources and more varieties of data, integrate and manage larger volumes of data, and notably, the ability to more effectively integrate and management their traditional legacy data sources.
“Much of the benefit of Big Data initiatives from a technical perspective derive from the ability to introduce new Big Data processes and approaches that can provide greater agility, shorten the time it takes to answer critical business questions, and reduce data management costs.” Figure 16 summarizes the most frequent responses when executives were asked about the most important technical driver for their Big Data investments.
Integrate More Varieties of Data – 22% Apply New Big Data Approaches – 17% Integrate Larger Volumes of Data – 16% More Effectively Integrate Legacy Data – 13% Enable Greater Agility – 12%
The benefits of Big Data have often been associated with the ability to integrate and manage greater volumes or data and varieties of data, as well as the ability to manage high velocity data. For the executives who responded to this survey, the ability to integrate greater varieties of data, including legacy data, is paramount.
Less than 2% of executives highlighted a desire to
integrate social media data, and less than 2% highlighted a need to focus on unstructured data.
Big Data Sponsorship and Adoption
Big Data Sponsorship Starts at the Top
Figure 17 summarizes executive responses to the question of primary executive sponsorship of Big Data initiatives for the company.
CEO | COO | Business President – 37% CIO | CTO – 28%
Chief Financial (CFO) or Risk Officer – 15% Chief Data Officer – 11%
Chief Marketing Officer – 9%
Support for Big Data initiatives start at the top of the house, and frequently at the very top of the house, as evidence by survey responses. 37% of Big Data initiatives are sponsored by the corporate CEO, COO, or Business President, another 11% by the CFO or Chief Risk Officer, and 9% by the CMO.
Executive sponsorship is driven by the CIO, CTO, or Chief Data Officer (CDO) a combined 39% of the time.
“Support for Big Data initiatives start at the top of the house -- 37% of Big Data initiatives are sponsored by the CEO, COO, or Business President, another 11% by the CFO or Chief Risk Officer, and 9% by the CMO.”
Figure 18 summarizes the primary organizational driver or beneficiary of Big Data investments.
Sales, marketing, CRM – 36%
Risk, security, regulatory, compliance – 29% R&D, new products – 21%
IT, operations – 10% Finance, HR, admin – 4%
Big Data initiatives are being focused on both externally facing activities (customer, new products) as well as internal activities (risk, compliance, operations). This represents an evolution in the demands for data and analytics support, since data and analytics for many years was focused on market research and database marketing. The past decade has seen a significant increase in the demand for data and analytics to support compliance and regulatory reporting needs. Most recently, Big Data is being applied to R&D and new product development.
Big Data Ownership is Diverse and Evolving
Figure 19 summarizes organizational ownership and primary responsibility for corporate Big Data initiatives.
CIO | CTO – 35%
CEO | COO | Business President – 24% Chief Data Officer – 18%
Chief Financial (CFO) or Risk Officer – 15% Chief Marketing Officer – 8%
The CIO or CTO, as technology leaders of the corporation, continue to play a leading role in managing data and analytics initiatives and Big Data initiatives as they develop. 35% of executives report that ownership for Big Data initiatives is the responsibility of the CIO or CTO. An interesting development is the emergence of the Chief Data Officer (CDO) as a new function which is increasingly assuming responsibility for corporate Big Data and analytics initiatives. Although the CDO role is new and evolving, executives report that responsibility and oversight for corporate Big Data initiatives now resides with the CDO among 18% of the respondents.
Notably, the CFO, Risk Officer, and CMO own
organizational responsibility among 23% of respondents.
“An astounding 43% of executives report that their organization has established a Chief Data Officer (CDO) function,a figure up from 19% in 2012 and 26% in 2013.” Figure 20 addresses the emergence of the Chief Data Officer role.
We have a Chief Data Officer – 43% We do not have a Chief Data Officer – 57% Largely unknown just a few years ago, an astounding 43% of executives surveyed now report that their organization has established a Chief Data Officer (CDO) function, a figure up from 19% in 2012 and 26% in 2013. Although the roles and responsibilities of the CDO are evolving, it is evident that more corporations are looking to organize their data and analytics activities under an executive with focused responsibilities in this area.
Organizations will continue to assess whether the CDO role will be primarily focused on outward facing customer marketing activities, internally focused compliance and regulatory reporting efforts, or on evaluating new product and service capabilities that can be developed as a result of Big Data and analytics initiatives.
Clearly, ownership and organizational responsibility for Big Data initiatives remains diverse and continues to evolve.
Business-IT Partnership is Key to Big Data Adoption
Figure 21 summarizes executive responses to the factors most critical to ensuring successful adoption of Big Data initiatives within the corporation.
Business leadership and sponsorship – 44% Partnership | organizational alignment – 33% Data Governance practices – 14%
Technology leadership and sponsorship – 5% Selecting the right technologies – 4% An overwhelming 77% of executives responded that the biggest factors in ensuring successful adoption of Big Data initiatives relate to strong business leadership and
sponsorship, an accompanying partnership between business and IT functions, and the effective organizational alignment of these activities.
It should be noted that earlier, in Figure 3, more than one quarter of the executive respondents characterized their organizational role and responsibilities as both Business and Technology, not making a distinction between a Business or Technology function.
Notably, only 4% of executives believe that technology selection is critical to successful adoption.
“An overwhelming 77% of executives responded that successful adoption of Big Data initiatives depends on strong business leadership and sponsorship, partnership
between business and IT functions, and strong organizational alignment of these efforts. Only 4% of executives believe that technology selection is
critical to successful adoption.” Big Data is Business-Driven with IT Partnership
Figure 22 summarizes executive responses to the question of Business and Technology partnership, and how Big Data initiatives are driven within the corporation.
Business-driven with IT partnership – 42% Business and IT driven together – 24% IT-driven with business partnership – 22% IT-driven and led – 9%
Business-driven and led – 3%
Companies are increasingly coming to recognize the criticality of strong business and technology alignment to achieve their business goals and leverage their data assets. This elimination of many of the traditional boundaries between Business and Technology functions is a consistent theme throughout the survey.
Big Data is being integrated into the Mainstream
Organizations are seeking to integrate Big Data initiatives into the business and IT mainstream, and to develop the strategies and processes for implementing and maintaining robust data and analytics capabilities.
For many organizations, this means adapting their data strategies to introduce Big Data approaches and
capabilities, while continuing to maintain and operate their traditional Enterprise Data Warehouse (EDW) or data repositories.
While this survey did not explore the detailed technical approaches that organizations are adopting to integrate Big Data into their traditional operational environments, we did seek to understand some of the key data
management approaches and strategies guiding corporate data management efforts.
Figure 23 speaks to how companies are getting started along the process of Big Data adoption.
When asked whether organizations have established an Analytical Sandbox, Big Data Lab, or Big Data Center of Excellence, as a way of introducing Big Data into their organization, 73% responded affirmatively.
Established a Sandbox, Lab, or COE – 69% We have not – 31%
Figure 24 summarizes executive responses to how corporations plan to integrate Big Data initiatives within their data management strategy.
Most corporations have invested in an Enterprise Data Warehouse, and are now assessing how Big Data fits.
Big Data will co-exist with the EDW – 33% Big Data will augment the EDW – 27% Plan to adopt a Data Hub or Data Lake – 26% Big Data will be independent of EDW – 7% Big Data will replace the EDW – 7% Finally, Figure 25 illustrates how executives expect to manage their Big Data initiatives and capabilities.
Integrated into the mainstream – 82% Managed as a separate environment – 18%
About NewVantage Partners
Decades before the advent of “Big Data,” a body of business leaders, technologists, and academic thinkers were engaged by the prospect of helping companies leverage their information assets to gain insights that would lead to more data-informed business decisions.
Founded in 2001, NewVantage Partners provides expertise and guidance to Fortune 1000 business and technology executives who are seeking to leverage Data and Analytics to gain business insights, derive business value, transform critical business processes, and ensure successful business adoption and results.
NewVantage Partners is based in Boston with offices in New York and San Francisco.
Selected Reference
Wall Street Journal
How Business Culture Defines Data Success. October 7, 2014
The Legacy of Big Data. September 9, 2014
The Culture of Data. July 22, 2014
Health Care Plays Catch-up with Big Data. June 17, 2014
Financial Services Companies See Results from Big Data Push. January 27, 2014
MIT Sloan Management Review Big Data Fatigue. June 23, 2014
Organizational Alignment is Key to Big Data Success. January 28, 2013
CIO Magazine
Which C-level Executive will be the Big Data Champion?
November 15, 2013
Harvard Business Review
Get the Maximum Value out of your Big Data Initiative. February 1, 2013
To Learn More
Please contact: Randy Bean
Managing Partner | CEO NewVantage Partners LLC 400 Stuart Street, Suite 20E Boston, MA 02116 857.991.1404
[email protected] www.newvantage.com