For: Customer Define Data Responsibilities To Boost

Enterprise Intelligence
Insights
Professionals

by Jody Sarno, Marc Cecere, and Gene Leganza, November 4, 2014

Key Takeaways

The Current State Of Organizational Alignment Of Data Functions Is

Messy And Ineffective
In most organizations, the skills to manage the various aspects of the data life cycle are
distributed across different units. Planning, designing, implementing, and maintaining
the solutions the business needs to understand its customers through data analysis
involve infrastructure, enterprise architecture, AD&D, and other business-side resources.

A Few Simple Criteria Drive The Organizational Placement Of Most Data

Functions
Business needs and the ability of an organizational unit to execute effectively are the two
main drivers of organizational decisions about data functionality. But both factors can
be trumped by culture, where history, perception, and politics may override decisions
made in the context of the first two criteria.

Data Functions With Varied Ownership Create A Gray Area And Require
Special Efforts To Clarify Roles
Most data functions related to customer data clearly belong in either the CIO’s or
the CMO’s organization. But a few key strategic functions have a history of varied
ownership, require collaboration among roles and organizational units, and involve
skills and knowledge that are likely to occur in several places within your enterprise.

Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA

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For Customer Insights Professionals November 4, 2014

Define Data Responsibilities To Boost Enterprise Intelligence

Who Does What To Maximize The Impact Of Customer Data
by Jody Sarno, Marc Cecere, and Gene Leganza
with Peter Burris and Olivia French

Why Read This Report

As firms try to ramp up their data capabilities to make the best use of customer data, they are finding
a lot wrong with the state of their organization. They lack the skills and knowledge they need, there’s
little clarity regarding who is supposed to do what, and there’s painfully minimal collaboration across
organizational boundaries. This report describes how customer insights (CI) professionals can rationalize
data functions and help their organization’s leaders map business and technology management roles to
their appropriate functions.

Table Of Contents Notes & Resources

2 It’s Time To Rationalize Your Customer Data Forrester reviewed more than 50
Resources’ Organization organizational designs and analyzed data
gathered from 77 different firms during
Organizational Chaos Creates Confusion,
workshops with CI professionals in the US
Conflict, And Lack Of Collaboration
and Europe.
3 The CIO’s And CMO’s Organizational
Responsibilities Fall On A Spectrum
Related Research Documents
Business Need, Ability To Execute, And Culture Brief: Immature Marketing Technology
Will Determine Who Owns What Strategy Delays The Intelligent Enterprise
Foundational Data Functions Clearly Belong Transformation
With The CIO’s Organization September 2, 2014
Create The Operating Model For The
Data Functions That Generate Insight Belong
Information Management Organization
Within The CMO’s Organization
August 14, 2014
Data Functions With Distributed Expertise Have
The New Roles That Will Power Your
Shared Or Varying Ownership
Marketing Operating System
What It Means
June 3, 2014
9 Well-Defined Roles Improve Collaboration The Age Of The Customer Requires A More
And Insights Intelligent Enterprise
January 22, 2014
recommendations
10 Keep It Simple, But Formalize Roles And The Do’s And Don’ts Of Building IT
Responsibilities Organization Charts
May 17, 2013
11 Supplemental Material

© 2014, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available
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For Customer Insights Professionals
Define Data Responsibilities To Boost Enterprise Intelligence 2

It’s Time To Rationalize Your Customer Data Resources’ Organization

As customer insights professionals realize the urgency to improve data capabilities, they are
asking how best to organize their team. In Forrester’s Q2 2013 Global Information Strategy And
Architecture Online Survey, we asked the CIO’s organization that question as well. The answers
were striking: More than two-thirds of respondents stated that they were planning significant role
or organizational changes related to information management (IM).1 Organizational change creates
employee unrest, adds incremental costs, and can affect productivity, but increasingly executives feel
that ignoring the need to define an effective data organization is a formula for failure.

Using Forrester’s Q2 2014 Intelligent Enterprise Self-Assessment Scorecard in workshop settings

to explore organizational issues around managing and analyzing data, we gathered data in the US
and Europe from CI and marketing leaders in 77 different firms. Analyzing the results, we found
that cultural and organizational immaturity had a significant impact on a company’s ability to take
full advantage of the data in their environments. This report presents our findings, combined with
previously documented research, about IM operating models needed to optimize data functions.2

Organizational Chaos Creates Confusion, Conflict, And Lack Of Collaboration

Digitized businesses and constantly connected customers are creating a flood of data that has the
potential to inform strategy and decision-making in ways never before possible. In response, firms
are creating a glut of new roles and functions to address the changing landscape. But by adding or
expanding roles without a clear design, firms have duplicated functions, increased power struggles,
and missed crucial coverage areas. These organizational missteps have resulted in:

■ Role confusion and functionality gaps. Customer data has become a highly valued company asset,
yet the lack of clarity around data-related roles and responsibilities are profound, enterprisewide,
and potentially corrosive. The current state is a hodge-podge of roles, responsibilities, and
engagement rules. Marketing looks to technology management for data administration.
Technology management needs CI and marketing experts to set data policy and governance.
Data warehouse pros populate repositories with data intended for enterprisewide analytics and
reporting, yet only a few experts have direct access to the data while the need and skills to use
it reside across the company. Data analytics’ talent resides in CI, the CIO’s organization, finance,
strategy teams, operations, marketing, channels, and business units. Rationalizing this complexity
is a crucial step to accelerating capabilities and optimizing investments.

■ A lack of a unified plan and collaboration. In 2013 and 2014, 13% of enterprise architects and
8% of marketing leaders completely agreed they had no strategy or clearly defined road map
to manage and use information or acquire the technology to do so; only 14% of those same
leaders strongly agreed that their firm’s marketing technology group and the CIO’s organization
collaborate.3 With data teams popping up everywhere without a master plan, it’s no surprise that
collaboration has become challenging — impeding agility, decreasing overall effectiveness, and

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adding costs. In a collaboration and coordination vacuum, executives trying to solve business
problems without a cohesive plan are individually acquiring talent, technology, products, and
services. These siloed yet well-intended efforts are further segregating data, departments, and
their efforts.

■ Insufficient talent, capacity, and education. Firms are sitting on piles of data that could
lead to competitive advantage. While the demand for customer knowledge has increased, the
availability of talent to capture, govern, integrate, transform, and analyze data has not, in
part due to the type of talent now needed.4 Marketers now require education in advanced
mathematics to deliver complex algorithm attribution models, and technical teams are expected
to be rich storytellers about the data, its origin, and its hygiene, as well as data architects. Only
6% of firms in our intelligent enterprise assessment completely agree that they’re well-staffed
in appropriate roles to create relevant insights. Sadly, considering the rapid influx of new
technology, only 12% completely agree they’re continuously educated.5

■ Limited integration with tools to diffuse insights across the firm. As the importance of data
to business performance becomes better understood, more functions are demanding access to
data-generated insights. These insights should be easy to communicate across silos, functions,
and other barriers. However, because analytic systems are not tied into collaborations systems,
every department and function thinks they need their own facilities. Why? Typically, they
either believe their circumstances are unique or they don’t want to deal with the challenges of
generating a consensus across groups. Opportunities to use excellent collaboration tools that
would amplify the power of customer data and data professionals are missed.6

The Cio’s And Cmo’s Organizational Responsibilities Fall On A Spectrum

Given the widespread nature of these problems, firms need a model for who does what with data.
Forrester has identified the key data capabilities that an organization requires in two categories: 1)
strategy and policy and 2) information service delivery.7 We used these capabilities to identify eight
data functions that CIOs and CMOs must define within an organization (see Figure 1).

We can place these eight functions on a spectrum based on their impact and current practices
regarding ownership. “Ownership” means that a specific group is setting priorities for, investing in,
accountable for, and measured on the success of that function — but it does not translate to sole
responsibility. Data functions tend to be collaborative; in some cases, areas other than the owner
may do much of the work of a function. For example, CI pros rely on database administrators to
ensure the data is extracted, transformed, and loaded (ETL) correctly and made accessible before
analysis can begin. Neither role owns the data, but both are responsible for the deliverable — the
steward to CI and CI to the insight recipient.

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Figure 1 Defining The Ownership Of Eight Data Functions

CIO organization CMO organization

ownership Shared/varying ownership ownership

Decisions Customer
and insight engagement

Customer
Enterprise business intelligence intelligence
and analytics

Business technology (BT) Marketing technology

Impact strategy development strategy development

Governance and
information strategy
Security and
technology Architecture
support and data management

Foundational

Ownership
119267 Source: Forrester Research, Inc. Unauthorized reproduction or distribution prohibited.

Business Need, Ability To Execute, And Culture Will Determine Who Owns What
Determining ownership requires balancing three broad categories of criteria: business needs, ability
to execute, and culture.

■ Business needs include agility, compliance, and managing growth. Business needs drive
broad structural decisions. For example, NORC is a research firm associated with the University
of Chicago. Data is its business, and it needs to have businesspeople own the definition of the
product data strategy. In contrast, a financial services firm we spoke with prioritizes data security
and reliability above all else and prefers that the CIO’s organization owns the data strategy.

■ Ability to execute includes technical and nontechnical components. Ability to execute

includes the attributes of expertise, capacity, and established workflow, among others. In two
firms Forrester worked with, the business area wanted ownership of the enterprise business
intelligence (BI) function. In one case, the marketing organization lacked the requisite skills
to use sophisticated BI tools. As a result, data was poorly used and fragmented. In the other, a
large property and casualty (P&C) insurance company, the underwriters built up their skills for
extracting, analyzing, and distributing data. Here, the CIO’s organization provided assistance
but didn’t interfere with the underwriters’ ownership of the enterprise BI function.

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■ Culture brings in history, perception, and politics. In a large northeastern software company,
the marketing culture was fast-moving and required rapid decision-making, while its tech
management organization’s approach was slower and more deliberate. Putting the customer
analytics function anywhere other than under the CMO’s CI team would have created a major
political and cultural conflict. In a mutual fund company, however, business leaders regularly
looked toward the CIO’s organization for help changing the customer experience. Here, the
CIO’s technologists were called upon to take the lead in defining the strategy, tools, and
methods for using customer data.

■ Ownership of these functions can affect how they’re perceived. Ownership by the CIO’s
organization tends to make data exploitation a technology project, whereas marketing ownership
shifts it away from technology but tends to center investments and management on discreet
campaigns and programs. Both are suboptimal. The goal is to create business capabilities that
perform the strategic work of data capture, administration, analysis, and dissemination.8

Foundational Data Functions Clearly Belong With The CIO’s Organization

Forrester expects some data functions in the IM operating model that have traditionally been part
of the CIO organization’s set of responsibilities to stay there for the foreseeable future. The functions
and tasks in this category:

■ Include data security, technology support, and tech strategy development. In Forrester’s
Business Technographics® Global Data And Analytics Survey, 2014, data security and privacy
is one of the areas of responsibility most consistently mapped to the CIO’s organization. The
CIO’s technology subject matter experts (SMEs) and architects also own primary responsibility
for defining the business technology (BT) strategy, including most technologies — with the
exception of the marketing technology stack.9

■ Historically include data management. The CIO’s organization has also owned data
management. However, business participation in and ownership of some aspects of this function
are increasing because of the need for agility and business-side analysts’ growing ability to execute.
In this case, the CIO’s organization still owns basic data hygiene, including backups and reorgs,
development project data modeling, and the foundational heavy lifting regarding data integration,
particularly when sourced from systems of record via ETL processes to populate enterprise data
warehouses. But with big data come data hubs, ETL processes, and a healthy dose of post-load
data manipulation by business-side data scientists, powered by tools with advanced self-service
capabilities — which are increasingly owned by the CMO and housed in their CI organizations.

■ Are highly technical due to skills, capacity, and business need. The data functions owned by
the CIO’s organization fit cleanly within several criteria. These are highly technical areas that
often require vendor-supplied training. CIO team members have the skills and experience with
the specific technologies, and there is tight integration with other tech management functions,
such as operations, as well as change, problem, and configuration management.

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■ Require input from business-side roles. The CIO’s organization is business-driven, and
business-side roles provide key inputs, such as specifications for data access regarding privacy
and security and the business needs that influence the BT strategic road map.

■ May fall to business-side roles for point solutions. A variety of forces — including the
intense focus on the value of data and analytics, the empowerment of business-side roles for
technology acquisition, and the tight connection between specialized analysis techniques and
analytics tools — is driving some traditional technology support roles to pockets of technology
management within business-side areas, with or without the blessing of the CIO’s organization.10
CMOs are recognizing the need for such functions as marketing technology planning and
technology support outside the CIO’s organization. Why? The business need for agility is the
overriding issue, and CMOs have been addressing their ability to execute by growing business-
side expertise in data technologies.11

Data Functions That Generate Insight Belong Within The CMO’s Organization
A significant goal of data management is to deliver data to the business execs who can leverage it to
gain insight into the customer life cycle, understanding how best to win, serve, and retain customers.
But consuming data involves far more than reading a few reports. The last mile of data consumption
for the CMO’s organization requires using powerful and complex tools for data manipulation,
analysis, and visualization. Data functions that are a clear fit with the CMO’s organization require
expertise with these tools, but their most critical attributes are deep knowledge of the business
context, the customer’s perception of value, and the customer data available for analysis. The
functions and tasks in this category:

■ Include customer engagement, customer intelligence, and customer strategy. Customer

engagement, customer intelligence and analytics are clearly the bailiwick of the CMO’s
organization. In Forrester’s Business Technographics Global Data And Analytics Survey, 2014,
55% of respondents report that sales and marketing have primary ownership of customer
intelligence. The CMO’s organization is also responsible for the technology strategy for the
increasingly complex marketing technology stack, where the role of the marketing technologist
is becoming a key enterprise technology SME.12

■ Map directly into the business need and ability to execute criteria. Data functions such as CI
that report to the CMO’s organization require the most in-depth customer knowledge of anyone
in the enterprise. They also require detailed knowledge regarding the firm’s business model and
products. The business need is for extreme agility in turning data into insights to feed dynamic,
highly adaptive marketing strategies.

■ Are evolving to serve a broader audience. CI professionals have long met the needs of sales
and marketing teams. As awareness rises about the value that customer data can deliver, other
departments such as customer service, credit and collections, logistics, and corporate strategy

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are requesting customer insights from the CMO’s team. Sharing of insights across the enterprise
is illuminating the benefits of new data-driven, customer-facing capabilities. The goal is to
imbue more touchpoints with more data-driven function to improve customer experience and
operational performance. Expect this trend for insight to grow even greater. CI teams must plan
for this newfound demand with proper staffing, systems access, and processes.

■ Need coordination with the CIO’s organization. CI professionals heavily depend on customer
data and need a direct link to the CIO’s organization’s data supply chain and for technology
assistance beyond simple help desk requests. In contrast to past practices where the CIO’s
organization created the technology agenda, the CMO’s organization increasingly owns the
definition of the marketing technology stack. As the technologists within the marketing
organization evolve from being “shadow IT” to being fully recognized marketing technology
SMEs, they will have to develop and maintain tight links with the architects running the
technology planning function within the CIO’s team.

■ May draw more heavily from the CIO’s organization. Members of the CMO’s team are likely
in the early stages of evolving into technology and data SMEs. While they have historically
had strong data analysis skills, the rapidly evolving data marketplace and big data technology
landscape are placing new demands on data analysts and data scientists to understand the
marketing technology stack, as well as for hands-on data manipulation techniques. With the
business need for rapid, insightful analysis of customer data reaching fever pitch, CMO teams
short on technical expertise will rely on the CIO’s organization. Alternatively, if the CIO’s
organization can’t execute, or if culture and politics are not supportive, the CMO’s organization
will rely on third-party service providers for strategy, implementation, and functionality.

Data Functions With Distributed Expertise Have Shared Or Varying Ownership

For an expanding number of data functions, creative participation is broad (see Figure 2).
Responsibilities for these functions tend to skew one way or another based on organizational history,
perceived business need, and the ability to execute. But while participation may be wide-ranging,
ownership for these functions should be clear, with rigorous practices to coordinate among roles
and enforce ownership. These functions:

■ Include strategic functions and some data management. The functions in this category
include the highly collaborative efforts of information strategy development and information
governance. While the CMO’s organization typically owns customer intelligence, groups within
the CIO’s and CMO’s areas typically own the broader category of enterprise BI jointly. Yet today,
half of firms have completely different and separate teams for CI and BI.13 With different aspects
of technology strategy development falling into each of the CIO’s and CMO’s teams, overall
coordination of a comprehensive view of the tech strategy also requires collaborations, but the
enterprise architecture team typically owns it. Data management, once an entrenched function
within the CIO’s organization, has become a gray area as business-side data analysts must
engage in significant data manipulation when exploring the possibilities in the data hub.14

© 2014, Forrester Research, Inc. Reproduction Prohibited November 4, 2014

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■ See varied ownership due to business need, ability to execute, and politics. Information
strategy development and governance are highly collaborative because the business needs
consistent planning and execution across organizational units. Ownership is influenced by the
ability to execute, specifically the knowledge base needed regarding both the business context
for data and its processing by application systems. Culture, history, politics, and the perception
of value tend to drive ownership of the information governance function, while the business
need for agility is a factor in the ownership of the enterprise BI function.

■ Require strong interdisciplinary engagement and clear ownership. Because these functions
are ambiguous, CIOs and CMOs should recognize the need for collaboration but formalize
ownership, as well as the roles, responsibilities, and processes for effective interaction among
SMEs. Publish and obtain signoff on explicit process flows, role descriptions, and function
ownership — whether it’s within the CIO’s or CMO’s organization or the business unit.

■ Require exceptional individuals when there isn’t strong collaboration. One-sided business or
CIO organization implementations for these “varied ownership” data functions rarely succeed.
They can work only when individuals have deep interdisciplinary knowledge covering all the
relevant business and technology areas. While these people exist and Forrester has seen effective
analytics teams based completely in the CIO’s organization, as well as data management
technology planning teams based completely in the CMO’s organizations, these were anomalies
that existed only because of the presence of visionary individuals with leadership skills as well as
broad and deep expertise.

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Figure 2 Data Functions In The Information Management Operating Model Showing Ownership

Category Capabilities Representative functions

Information strategy Establish information needs and
development direction
Information Information policy Define access, privacy, retention, and
strategy development other policies
and policy
Information Oversee access, quality, usage, and
governance life-cycle-related governance activities

Provide database administration,

integration, quality, information life-cycle
Data management (ILM), content management,
management records management, and similar data
management services

Business Provide analytics, BI, data reporting,

intelligence (BI) data science, and similar services

Information Define taxonomies, enterprise data

Information
service models, metadata architecture, and
architecture
delivery similar services

Provide identity and access

Information management, data loss prevention,
security encryption, privacy, auditing, masking,
and similar services
Information Provide IM software configuration,
management (IM) support, operations, and other services
tech support

119267 Source: Forrester Research, Inc. Unauthorized reproduction or distribution prohibited.

W h at I t M e a n s
Well-Defined Roles Improve Collaboration And Insights
As the demand for customer intelligence increases, and the scope of service requests broadens beyond
marketing to insights for the entire enterprise, the need for well-defined responsibilities becomes
paramount. Organizations that assign enforceable accountability to each data function will successfully
eliminate duplication of effort and free up scarce resources — especially CI data scientists — to more
effectively serve the firm. CI teams who successfully partner across the enterprise will:

■ Receive data that is ready for analysis. Instead of spending countless hours preparing
multiple data files for analytic exercises, CI teams will turn to their tech management
colleagues to collaboratively define how to use data to answer complex business questions
and enact optimal solutions. In turn, this will allow CIOs to capture, transform, store, and
make the right data available for analysis, reducing the burden on analysts who spend more
time prepping data than analyzing it.

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■ Find enhanced distribution tools available. Tools for distributing insights are nascent in
the CMO’s organization, requiring email, PowerPoint, and Excel approaches that don’t scale.
Tech management often supports collaboration tools specifically designed to distribute
information to the whole company, with security measures to ensure authorization and
authentication within and outside the protected firewalls.

■ Discover new sources of insights from siloed data. When CI teams collaborate across the
firm, they find valuable customer data that was previously hidden in siloes. Data from social,
mobile, and emerging sources like wearables can be combined with more traditional forms
of information for even greater customer knowledge.

■ Determine that they can differentiate together. Organizational structures are tested daily
by the tension inherent in solving data retention and acquisition challenges. CI teams must
rally the entire enterprise to work toward a common cause: customer delight. Together, all
the professionals who ensure the integrity of data can help differentiate their brands, their
service, and their shareholder value. They can demand that the team of experts in both the
CIO’s and CMO’s organizations deliver more than data — they must deliver a differentiated
competitive advantage through 1’s and 0’s and sheer determination.

R e c o mm e n d a t i o n s
Keep It Simple, But Formalize Roles And Responsibilities
While executives in many firms are unhappy with how resources for their data functions are
organized, few are looking to a one-size-fits-all centralized model to solve their problems. Success
with a fragmented organizational implementation of data functions is only possible when there
is role clarity, formal structures focused on realizing synergies, and strong collaboration across
organizational boundaries. CI pros must raise the ante for a successful data organizational design
because it is a highly dynamic and rapidly evolving area. Rather than a one-time upgrade, look
to data as the tea leaves that portend necessary shifts in strategy that will regularly require new
algorithms, tools, and skills. To optimize the organization of your data functions over time, step
forward while advising your firm to:

■ Keep it simple. While organizational design requires thoughtful analysis, the organizational
placement of functions is not rocket science. Forrester’s three criteria focusing on business
need, ability to execute, and culture will drive virtually all of your decisions. Always
remember that culture trumps everything; if business need conflicts with culture, you’ll need
a major transformational effort.15

■ Formalize, clarify, and communicate roles and responsibilities. Most organizations

that Forrester has spoken with about these issues report role confusion and rampant
misalignment. Given that the result of organizational change is often more role confusion,
it’s imperative that your approach makes roles, responsibilities, workflows, communication

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channels, and escalation processes explicit for not just the CI pro but all parties
involved. Then socialize your model with a strenuous and comprehensive orchestrated
communication plan across the entire enterprise.

■ Bring the CIO’s and CMO’s organizations together in the final design. Change is
challenging, but when stakeholders most affected by the change have a hand in the final design
of the organization two things occur: (1) the stress of the change is lessened and (2) the final
product is typically better because it considered appropriate expertise. CI must be the tie that
binds, bringing both sides to the table. Order a pizza, roll up your shirtsleeves, and explain the
desired end state. Allow each party to share their views and explain the opportunities and risks
associated with the proposed changes. Collaboration is the key to success.16

■ Be careful about scope. The easiest way to fail at getting control of data is to take on too
much scope. Focus on one part of the data landscape at a time to achieve concrete results
before broadening your effort to additional areas. This will be particularly important for
agility — take on too much scope and your priorities could change before you’ve finished
rationalizing the areas you’ve mapped out.

■ Create a road map for people, process, and technology changes. Organizational change
management is quite difficult when staff doesn’t understand — let alone buy into — the
context for change. Lay out your strategy in a multi-swim-lane road map that shows
business outcomes at the top linked to the dependent people, process, and technology
changes needed to achieve them. Point out how each of the teams is affected, starting
with CI, but include all stakeholders. This can provide the storyline for changes that may
otherwise seem random and unconnected to strategy.17

Supplemental Material

Methodology
For Forrester’s Q2 2014 Intelligent Enterprise Self-Assessment Scorecard, we administered the
scorecard instrument to 125 marketing leaders and customer insights professionals in North
America and in Europe. Please note that this was not an online survey, but rather a survey
instrument that was administered in person in a workshop setting. The sample consisted of Forrester
customers and noncustomers across a wide range of industries. Forrester fielded the survey during
Q2 2014 in London and Chicago. Respondents were not given incentives to participate.

Forrester’s Q2 2014 Intelligent Enterprise Self-Assessment Scorecard contains 52 questions in

six areas of measurement: culture, people, process, data, analytics and measurement, and tools
and technology. Each question is asked as a best-practice pinnacle of performance statement.

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Participants were asked to answer on a four-point scale, where +2 equals completely agree, +1
equals somewhat agree, -1 equals somewhat disagree, and -2 equals completely disagree with the
statement. We tallied the scores to determine overall maturity levels. This report reflects the tools
and technology section of the assessment only. For quality assurance, we screened respondents to
ensure they met minimum standards in terms of decision-making power for their company.

This data is not guaranteed to be representative of the population, and, unless otherwise
noted, statistical data is intended to be used for descriptive and not inferential purposes. While
nonrandom, the scorecard is still a valuable tool for understanding where users are today and where
the market is headed.

Forrester’s Business Technographics® Global Data And Analytics Survey, 2014, was fielded to 1,658
business and technology decision-makers located in Australia, Brazil, Canada, China, France,
Germany, India, New Zealand, the UK, and the US from small and medium-sized business (SMB)
and enterprise companies with 100 or more employees. This survey is part of Forrester’s Business
Technographics and was fielded from January 2014 to March 2014. Research Now fielded this survey
on behalf of Forrester. Survey respondent incentives include points redeemable for gift certificates.
We have provided exact sample sizes in this report on a question-by-question basis.

Each calendar year, Forrester’s Business Technographics fields business-to-business technology

studies in 10 countries spanning North America, Latin America, Europe, and Asia Pacific. For
quality control, we carefully screen respondents according to job title and function. Forrester’s
Business Technographics ensures that the final survey population contains only those with
significant involvement in the planning, funding, and purchasing of business and technology
products and services. Additionally, we set quotas for company size (number of employees) and
industry as a means of controlling the data distribution and establishing alignment with IT spend
calculated by Forrester analysts. Business Technographics uses only superior data sources and
advanced data-cleaning techniques to ensure the highest data quality.

Endnotes
1
Forrester’s survey data shows the industry’s current state regarding organizing data functions is immature
and lacking in cohesion. But planning for organizational change has already begun that will enable forward-
thinking firms to shed past practices and gain significant data management capabilities. See the October 2,
2014, “Changing Your Approach To Information Strategy? You’re Not Alone” report.
2
In the increasingly digitized world, having superior data on where your customers go, what they do, and
how they use your products is a competitive advantage. However, data management in most organizations is
fragmented, governance is immature, and expertise is disconnected from business need. To solve this, CIOs
should start by creating an information management operating model to define the required data services,
and then use this to identify capability gaps and develop a plan for filling these gaps. See the August 14, 2014,
“Create The Operating Model For The Information Management Organization” report.

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3
CI professionals and marketing leaders in a workshop setting in Europe and the US participated in
Forrester’s Q2 2014 Intelligent Enterprise Self-Assessment Scorecard. The data shows the lackluster state of
marketing technology maturity and how it stands in the way of marketing’s dream to better serve customers.
See the September 2, 2014, “Brief: Immature Marketing Technology Strategy Delays The Intelligent
Enterprise Transformation” report.
4
The McKinsey Global Institute predicts, “By 2018, the United States alone could face a shortage of 140,000
to 190,000 people with deep analytical skills as well as 1.5 million managers and analysts with the know-
how to use the analysis of Big Data to make effective decisions.” Source: James Manyika, Michael Chui,
Brad Brown, Jacques Bughin, Richard Dobbs, Charles Roxburgh, and Angela Hung Byers, “Big data: The
next frontier for innovation, competition, and productivity,” McKinsey & Company, May 2011 (http://www.
mckinsey.com/insights/business_technology/big_data_the_next_frontier_for_innovation).
5
The strategy behind CI marketing technology was intended to quickly turn the mounds of customer data
in companies’ databases into actionable insights and ensure success by enabling marketers to automatically
engage with customers at exactly the right time. Instead, marketers have struggled to mature their approach
in marketing technology, and as a result it has become more of an obstacle than an enabler to customer
engagement. See the September 2, 2014, “Brief: Immature Marketing Technology Strategy Delays The
Intelligent Enterprise Transformation” report.
6
Customers increasingly use digital technologies to “activate” their suppliers, throwing off significant and
highly valuable data in the process; they expect enhanced value across all touchpoints in return. To learn
more about Forrester’s model for turning your company into a highly differentiated, fully customer-
activated enterprise, see the October 16, 2014, “The Customer-Activated Enterprise” report.
7
The first report in this two-part series describes an information management model and shows how it was
used by technology management leaders in two companies. See the August 14, 2014, “Create The Operating
Model For The Information Management Organization” report.
8
Firms are beginning to leverage the full breath of the data available, both first- and third-party data to
create a competitive advantage through the transformation into an intelligent enterprise. Forrester defines
the intelligent enterprise as “a company in which customer knowledge is drawn from everywhere, created
centrally, and shared across the entire enterprise, so all stakeholders can act upon it and measure the results.”
See the January 22, 2014, “The Age Of The Customer Requires A More Intelligent Enterprise” report.
9
Forrester defines the BT agenda as the to-do list across roles for applying technology, systems, and processes
to win, serve, and retain customers. See the August 21, 2014, “Applying Technology, Systems, And Processes
To Win, Serve, And Retain Customers” report.
10
In contrast to the past, when technology management functions outside of the CIO’s organization were
considered “shadow IT,” business-side roles are evolving to plan and manage the increasingly complex
marketing technology stack. See the June 3, 2014, “The New Roles That Will Power Your Marketing
Operating System” report.

© 2014, Forrester Research, Inc. Reproduction Prohibited November 4, 2014

For Customer Insights Professionals
Define Data Responsibilities To Boost Enterprise Intelligence 14

11
As empowered customers take control of their relationship with brands, CMOs must redefine their
organization in the form of a marketing operating system (MOS). A MOS-based organizational design
requires roles that don’t exist in today’s marketing structure. See the June 3, 2014, “The New Roles That
Will Power Your Marketing Operating System” report.
12
CMOs are adding new roles to adjust to the changing needs of the market place. One such role is that of
marketing technologist. This tech-savvy leader with excellent business acumen reports to the CMO and
helps guide the decisions and execution of the highly complex world of the marketing technology stack. See
the June 3, 2014, “The New Roles That Will Power Your Marketing Operating System” report.
13
Based on our survey of 249 North American technology and business decision makers and 452 North
American technology decision-makers, we found that BI and CI are split roles 50% of the time. Source:
Forrester’s Business Technographics Global Data And Analytics Survey, 2014.
14
Data management has become as crucial as financial management to leading firms, but businesses grapple
with data management platforms that can’t respond fast enough to fickle customers and fluid markets. Big
data has emerged as the new industry buzzword promising to help do more with more data and break down
data silos. For more information on the promise of big data, see the June 12, 2013, “Deliver On Big Data
Potential With A Hub-And-Spoke Architecture” report.

Source: Steve Lohr, “For Big-Data Scientists, ‘Janitor Work’ Is Key Hurdle To Insights,” The New York
Times, August 17, 2014 (http://www.nytimes.com/2014/08/18/technology/for-big-data-scientists-hurdle-to-
insights-is-janitor-work.html?_r=0).
15
To redesign the CIO’s organization, you need to know the potential organizational models, their pros and
cons, and how they would meet the needs of your organization. Fortunately, there is a relatively small
number of models that work well. See the February 14, 2013, “New Organizational Models Of IT Balance
Efficiency With Responsiveness” report.

As technology’s importance in customer experience rises, BT should partner alongside the CMO’s team and
16

focus on what customers want and how to deliver it. Forrester believes that the CIO and CMO must join
focuses to deliver the best possible customer experience in people, process, and technology. See the November
15, 2013, “The CIO Mandate: Engaging Customers With Business Technology” report and see the September
12, 2014, “The CMO’s Blueprint For Strategy In The Age Of The Customer” report.

One of the most effective ways to communicate your strategy is with a road map, but the typical technology
17

life-cycle road map of the classic technology architecture practice just won’t do to engage a business audience.
See the September 18, 2014, “Map Your Way To Your Information Strategy’s Business Outcomes” report.

© 2014, Forrester Research, Inc. Reproduction Prohibited November 4, 2014

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