Data maturity model for a company
Posted: Mon Dec 23, 2024 4:44 am
There are various models for assessing a company's analytical competencies.
If we focus more on Business Intelligence, we have the BIMM model defined in the COBIT framework .
We also have the DELTA model by Thomas Davenport where numerous references can be found.
The model mentions three capabilities that every organization should consider:
Organization of processes to achieve objectives and implementation of processes.
Human capabilities in search of skills for the promotion of activities and analytical culture.
And technology that enables obtaining quality data and integrated applications.
The model distinguishes the following types of companies:
Organizations that do not consider the analysis
In this case, there is no organization of analytical processes and knowledge of customers, markets and competitors is limited.
In terms of technology, they lack integrated processes and the data is of poor quality.
Finally, they do not have a human factor with analytical capabilities or aspirations at either the design or management level, and decision-making is based on intuition and experience.
Organizations with isolated analytical activity
In this case, there are information silos where analytical processes are available but unknown to the rest of the organization.
There is some underdeveloped technology based on relational databases, but with a disjointed model and a lack of relevant information.
There are people with analytical curiosity who gain knowledge and experience dubai phone number list as some processes are implemented.
Sometimes the results of some initiatives arouse the interest of other areas of the organization.
Analytical Aspirants
There is coordination within the organization and metrics of interest and data quality analysis processes have begun to be defined.
Analytical processes show some separation from other areas, but awareness at the business level is complete.
Technologically, investment is being made in the expansion and development of data warehouses.
On a personal level, analytical skills exist in most departments, but with some lack of integration.
Middle management begins to exploit them and their decision-making begins to be based on facts.
Generally speaking, there are people who are reluctant to accept change in decision-making, with less weight given to intuition.
Analytical organization
There is an integration of many of the processes and analytical capabilities.
They are also of high quality and there is a roadmap for the evolution of storage systems.
There is a "Data Governance" in search of control over the data life cycle.
We are a committed organization with analytical capabilities and continuous improvement processes.
If we focus more on Business Intelligence, we have the BIMM model defined in the COBIT framework .
We also have the DELTA model by Thomas Davenport where numerous references can be found.
The model mentions three capabilities that every organization should consider:
Organization of processes to achieve objectives and implementation of processes.
Human capabilities in search of skills for the promotion of activities and analytical culture.
And technology that enables obtaining quality data and integrated applications.
The model distinguishes the following types of companies:
Organizations that do not consider the analysis
In this case, there is no organization of analytical processes and knowledge of customers, markets and competitors is limited.
In terms of technology, they lack integrated processes and the data is of poor quality.
Finally, they do not have a human factor with analytical capabilities or aspirations at either the design or management level, and decision-making is based on intuition and experience.
Organizations with isolated analytical activity
In this case, there are information silos where analytical processes are available but unknown to the rest of the organization.
There is some underdeveloped technology based on relational databases, but with a disjointed model and a lack of relevant information.
There are people with analytical curiosity who gain knowledge and experience dubai phone number list as some processes are implemented.
Sometimes the results of some initiatives arouse the interest of other areas of the organization.
Analytical Aspirants
There is coordination within the organization and metrics of interest and data quality analysis processes have begun to be defined.
Analytical processes show some separation from other areas, but awareness at the business level is complete.
Technologically, investment is being made in the expansion and development of data warehouses.
On a personal level, analytical skills exist in most departments, but with some lack of integration.
Middle management begins to exploit them and their decision-making begins to be based on facts.
Generally speaking, there are people who are reluctant to accept change in decision-making, with less weight given to intuition.
Analytical organization
There is an integration of many of the processes and analytical capabilities.
They are also of high quality and there is a roadmap for the evolution of storage systems.
There is a "Data Governance" in search of control over the data life cycle.
We are a committed organization with analytical capabilities and continuous improvement processes.