CU STOM RESE ARCH REP ORT

Data, Analytics, & AI:

How Trust Delivers Value
Findings From the Annual Data & Analytics
Global Executive Study

ON BEHALF OF:
CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

Table of Contents
Executive Summary .......................................................................................................................................................................................1

Section I: Building Trust in Data: How Analytics Leaders Get ‘the Right Stuff’...................................................................................2

• Trust Advances Analytics Maturity ......................................................................................................................................................2

• Why Closing the Trust Gap Matters.................................................................................................................................................... 3
• Grade Your Data................................................................................................................................................................................... 4
• The Human Factor: Partner With Domain Experts ............................................................................................................................ 5
• AI Built on a Bedrock of Data Governance ........................................................................................................................................ 5
• Commit to Treating Data as an Asset ................................................................................................................................................. 6

Section II: Success With Customer Data Depends on Keeping Customers’ Trust .........................................................................10

• The Pivotal Roles of Data Security and Privacy ................................................................................................................................10

• The Opportunity to Build Customer Trust Based on Data ................................................................................................................11
• Trust Is Fragile — Handle With Care ...................................................................................................................................................11

Section III: Building Trust in Innovation by Creating a Culture of Inquiry and Experimentation ......................................................15

• Driving Data Literacy Through the Workforce ..................................................................................................................................16

• Fostering Collaboration Drives Culture Change...............................................................................................................................16
• Analytics Expertise: Centralize vs. Decentralize .............................................................................................................................. 17
• Communication and Education Encourage an Analytics Mindset ..................................................................................................18

Leaders’ Best Practices

• Health Care – Cleveland Clinic’s Centralized Data Store Helps Build Trust in Analytics ..................................................................... 8
• Manufacturing – Caterpillar Tailors Analytics Strategies to Business Unit Needs .......................................................................... 9
• Government – DataSF Teaches the Art of Asking Analytical Questions ........................................................................................13
• Financial Services – Cross-functional Teamwork Improves Predictive Models at Barclays US ...................................................14

About the Research ....................................................................................................................................................................................20

Acknowledgments ......................................................................................................................................................................................20
Sponsor’s Viewpoint ....................................................................................................................................................................................21

MIT SMR Connections develops content in collaboration with our sponsors. It

operates independently of the MIT Sloan Management Review editorial group.

Copyright © Massachusetts Institute of Technology, 2019. All rights reserved.

 CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE
Executive Summary
Deriving more value from analytics and emerging technologies
èÙæÁ ĎęÙľ¸Ù èÙîęÁèèÙÓÁî¸ÁĒę ĎęĒıÙę×ęĎĝĒęɷĒÙíċèij·Á¸ ĝĒÁ½ ę 
collected for analytics must be trusted. Much like the need for
sterility in clinical laboratories or a clear chain of evidentiary
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viduals throughout the organization must understand the care
given to data management so that they trust those insights —
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ÁîĒĝĎÁę× ęę×Á½ ę ÙĒ×ÙÓ×čĝ èÙęij î½èÁ ½ĒęôĝĒÁÒĝèÙîĒÙÓ×ęĒɼ
{×ÁĒĝĎİÁijɷ ĝÓíÁîęÁ½·ijÙîęÁĎİÙÁıĒıÙę×èÁ ½ÙîÓċĎ ¸ęÙęÙôîÁĎĒ
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ÁíÁĎÓÁ íôîÓę×Á¸×ÙÁÒľî½ÙîÓĒɶ
1. Better data governance is needed.
íÙîôĎÙęijôÒĎÁĒċôî½ÁîęĒ× İÁÒôĎí è ¸ęÙİÙęÙÁĒÙî½ ę čĝ èÙęij
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data for analytics.
2. Data privacy emerges as an opportunity.
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ċĎÙİ ¸ijÙîÙęÙ ęÙİÁĒ ĎÁîôęčĝÙęÁ ĒĒęĎôîÓɼ=îęÁĎİÙÁıĒ×ÙÓ×èÙÓ×ę
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3. Fostering an analytics culture improves innovation.
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in lines of business.
Organizational choices — such as centralizing the analytics
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ıôĎæÙîôĎÓ îÙĺ ęÙôîĒı×ÁĎÁ î èijęÙ¸Ē ĎÁ¸ÁîęĎ èÙĺÁ½ɼ
For leaders of organizations still striving to achieve analytics
í ęĝĎÙęijɷ ę×Á ęÁĒęÙíôîij ÒĎôí ċĎ ¸ęÙęÙôîÁĎĒ ʊ ı×ô Ď îÓÁ
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ĝĒÁÒĝèɼ {×ÁÙĎ ¸×ÙÁÒ èÁĒĒôîɶ ôííĝîÙ¸ ęÙôî  î½ ¸ôèè ·ôĎ -
ęÙôî·ÁęıÁÁî î èijęÙ¸Ē î½·ĝĒÙîÁĒĒÁIJċÁĎęĒèÁ ½ęôíĝęĝ è
ĝî½ÁĎĒę î½ÙîÓ  î½ íÁ ĒĝĎ ·èÁ ·ÁîÁľęĒɼ =î ôę×ÁĎ ıôĎ½Ēɷ
trust delivers value.O
1
CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

Building Trust in Data: {×ÁĒÁ ôĎÓ îÙĺ ęÙôîĒ Òô¸ĝĒ ôî ½ ę  čĝ èÙęij  î½ í î ÓÁíÁîęɼ
{×ÁijĒÁęĝċíÁ ĒĝĎÁĒÒôĎÓôİÁĎîÙîÓÙęĒċĎôċÁĎĝĒÁ î½ĒÁ¸ĝĎÙęijɷ

How Analytics Leaders  î½·ijÒôèèôıÙîÓę×ÁĒÁċĎ ¸ęÙ¸ÁĒɷę×Áij ¸×ÙÁİÁĎÁĒĝèęĒɼ=îę×Á¸ ĒÁ

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Get ‘the Right Stuff’ data they are accessing from a centralized data lab instead of
¸ôċijÙîÓ½ ę ęôıôĎæôîÙîę×ÁÙĎôıîɷĒÙèôÁ½ĒijĒęÁíɼ{×ÙĒèÁ ½Ēęô

W
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ʊ î½ċĎÁĒ¸ĎÙċęÙİÁʊÙîĒÙÓ×ęĒċôıÁĎÁ½·ij ĎęÙľ¸Ù èÙîęÁèèÙÓÁî¸Á ęô ÙîÒôĎí í î ÓÁíÁîę ½Á¸ÙĒÙôîĒɼ 6ÁıÁĎ ę× î ôîÁ Ùî ɗɖ  ĎÁ
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the technology. learning and artificial intelligence in decision-making or
ċĎô½ĝ¸ęÙôîıôĎæĿôıĒɼ6 ĎíôĎÁ¸ôííôîɷĎÁĒċôî½ÁîęĒĎÁèij
The leading academic medical center recognized that to create ôî·ĝĒÙîÁĒĒÙîęÁèèÙÓÁî¸ÁęôôèĒ î½ÁíċèôijÁÁ½ Ē×·ô Ď½Ēęô
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ęôí æÁ·ÁęęÁĎ½Á¸ÙĒÙôîĒɷÙęîÁÁ½Á½ęôÒô¸ĝĒôîÙęĒÙîÒôĎí ęÙôî
 î½½ ę ɶʓ%îĒĝĎÁę× ęÙęʖĒ İ Ùè ·èÁɷę× ęÙęʖĒİ èÙ½ɷę× ęÙęʖĒ ęę×ÁĒ íÁęÙíÁɷıÁô·ĒÁĎİÁ½ı× ę¸ôĝè½·Á¸ èèÁ½ ʓĝęÙèÙęij
ÓôİÁĎîÁ½  ċċĎôċĎÙ ęÁèijɷ ę× ę ıÁ × İÁ ę×Á ĎÙÓ×ę ċĎô¸ÁĒĒÁĒ Ó ċʔɶ “×ÙèÁ ɝɜʾ ôÒ ĎÁĒċôî½ÁîęĒ ĎÁċôĎę ę×Áij × İÁ Ùî¸ĎÁ ĒÁ½
 Ďôĝî½  ¸¸ÁĒĒÙîÓ Ùęɷ ĝĒÙîÓ Ùęɷ Ē× ĎÙîÓ Ùęɷ ċĎôęÁ¸ęÙîÓ Ùęɷʔ Ē ijĒ  ¸¸ÁĒĒęô½ ę ę×Áijäĝ½ÓÁĝĒÁÒĝèʊı×Ù¸×ÙĒîôęĒĝĎċĎÙĒÙîÓɷÓÙİÁî
×ĎÙĒ !ôîôİ îɷ ÁIJÁ¸ĝęÙİÁ ½ÙĎÁ¸ęôĎ ôÒ ÁîęÁĎċĎÙĒÁ ÙîÒôĎí ęÙôî ę×ÁċĎôèÙÒÁĎ ęÙôîôÒ½ ę ę× ę ¸¸ôíċ îÙÁĒę×Á½ÙÓÙę èÙĺ ęÙôîôÒ
management and analytics. ·ĝĒÙîÁĒĒʊę× ę ¸¸ÁĒĒ½ôÁĒîôęÁčĝ èÁíċôıÁĎíÁîęɼíĝ¸×
Ēí èèÁĎ îĝí·ÁĎ Ē ij ę×Áij  ĎÁ  ·èÁ ęô èÁİÁĎ ÓÁ ę× ę ½ ę ɶ Wîèij
Trust Advances Analytics Maturity ɚəʾ ÒÁÁè ę×Áij ÒĎÁčĝÁîęèij × İÁ ę×Á ĎÙÓ×ę ½ ę  îÁÁ½Á½ ęô í æÁ
LÙæÁ ôę×ÁĎ èÁ ½ÙîÓ ôĎÓ îÙĺ ęÙôîĒ ċĝĎĒĝÙîÓ  ½İ î¸Á½  î èijęÙ¸Ē ½Á¸ÙĒÙôîĒɼ{×ÙĒĝęÙèÙęijÓ ċÙĒ ċÁĎĒÙĒęÁîęęĎÁî½ɷıÙę× ĒÙíÙè Ď
¸ ċ ·ÙèÙęÙÁĒɷę×ÁèÁİÁè î½èÙîٸנĒċè ¸Á½ ċĎÙôĎÙęijôî Ó ċÒôĝî½Ùîę×ÁMIT Sloan Management Review ĒĝĎİÁijÙîɘɖɗɝɗ
building trust — trust in the data that’s collected and stored ʈĒÁÁ6ÙÓĝĎÁɗʉɼ
and trust in the analytic insights it generates. And it has seen
×ôı·ĝÙè½ÙîÓę× ęęĎĝĒ긠îĎÁÙîÒôϸÁ ¸ĝèęĝĎÁę× ęęĎĝĒęĒ î½ Figure 1: A ‘Utility Gap’ Persists Percentage of respondents
Percentage of respondents
reporting somewhat or
reporting somewhat
significantly improved or significantly
access
embraces data-driven decision-making. improved
to access
useful data to useful
over datayear
the past
78% 76% over the past year

Percentage
Percentage ofofrespondents
respondents
reporting frequently or or always
6Ùî½ÙîÓĒ ÒĎôí ôĝĎ ĎÁ¸Áîę ĒĝĎİÁijɷ ı×Ù¸× Òô¸ĝĒÁ½ ôî ę×Á ½ ę  reporting frequently
having theright
rightdata
data
always
to inform
having the to inform
business decisions
 î½  î èijęÙ¸Ē ċĎ ¸ęÙ¸ÁĒ ôÒ íôĎÁ ę× î ɘɷɚɖɖ ·ĝĒÙîÁĒĒ èÁ ½ÁĎĒ business decisions

44% 43%
 î½í î ÓÁĎĒɷĝî½ÁĎĒ¸ôĎÁĒę×ÁÙíċôĎę î¸ÁôÒĒĝ¸×ċĎÙôĎÙęÙÁĒɼ While the majority of survey
respondents reported
“Á Òôĝî½   ĒęĎôîÓ ¸ôĎĎÁè ęÙôî ·ÁęıÁÁî ę×ôĒÁ ı×ô ĎÁċôĎę increased access to data in
surveys conducted in 2017
ĝĒÙîÓę×ÁíôĒę ½İ î¸Á½ î èijęÙ¸ĒęÁ¸×îÙčĝÁĒ î½ę×ôĒÁı×ôĒÁ and 2018, those who believe
ôĎÓ îÙĺ ęÙôîĒ  ¸ęÙİÁèij ÒôĒęÁĎ ½ ę  čĝ èÙęijɷ Ē ÒÁÓĝ Ď½ ½ ę  they have the data they
need for decision-making
 ĒĒÁęĒɷ î½·ĝÙè½ ½ ę ʌ½ĎÙİÁî¸ĝèęĝĎÁɼ remain in the minority.

2017 2018

2 uɼq îĒ·ôę× í î½!ɼJÙĎôîɷʓĒÙîÓî èijęÙ¸Ēęô=íċĎôİÁĝĒęôíÁĎ%îÓ ÓÁíÁîęɷʔ
ɗ

Q={uèô îQ î ÓÁíÁîęqÁİÙÁıɷH îɼəɖɷɘɖɗɞɼ
 CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

Why Closing the Trust Gap Matters ęô čĝ èÙęij ÙĒĒĝÁĒ ʊ   ċĎ ¸ęÙ¸Á ę× ę HÁ îîÁ qôĒĒɷ ċĎÙî¸Ùċ è
“×ÙèÁę×ÁĎÁ¸ î·Á Ď îÓÁôÒĎÁ ĒôîĒı×ijċÁôċèÁí ijîôęÒÁÁè ĎÁĒÁ Ď¸×Ē¸ÙÁîęÙĒę ęę×ÁQ={ÁîęÁĎÒôĎ=îÒôĎí ęÙôîuijĒęÁíĒ
ę×Áij × İÁ ę×Á ʓĎÙÓ×ęʔ ½ ę  ęô × î½èÁɷ ôĝĎ ĒĝĎİÁij ċĎô·Á½  î½ qÁĒÁ Ď¸×ɷ ½İÙĒÁĒ Ó ÙîĒęɼ
Òôĝî½ÁİÙ½Áî¸ÁÒôĎôîÁɶ ęĎĝĒęÓ ċɼWîèij İÁĎijĒí èèíÙîôĎÙęij
ôÒĎÁĒċôî½ÁîęĒĒ iję×Áijʓ èı ijĒʔęĎĝĒę½ ę äĝ½ÓÁ½·ijčĝ èÙęÙÁĒ ʓ{×ÁıôĎĒęċè ¸ÁęôÒÙIJę×Á½ ę ÙĒı×ÁîÙęʖĒ èĎÁ ½ij·ÁÁî
ôÒ ĎÁèÁİ î¸Áɷ ¸ôíċèÁęÁîÁĒĒɷ ęÙíÁèÙîÁĒĒɷ  î½  ¸¸ĝĎ ¸ijʁ ĒèÙÓ×ęèij ¸ôèèÁ¸ęÁ½ɷʔĒ ijĒqôĒĒɼ! ę čĝ èÙęijÁÒÒôĎęĒĒ×ôĝè½Òô¸ĝĒôîę×Á
íôĎÁę× î× èÒĒ iję×Áijäĝ½ÓÁ½ ę ęĎĝĒęıôĎę×ij·iję×ôĒÁčĝ èÙęÙÁĒ ·ĝĒÙîÁĒĒċĎô¸ÁĒĒę× ęę æÁĒÙî½ ę ɷı×Áę×ÁĎę× ęÙĒÒĎôí¸ĝĒ-
 ęèÁ ĒęʓôÒęÁîʔʈĒÁÁ6ÙÓĝĎÁɘʉɼ{×ÙĒľî½ÙîÓĒĝÓÓÁĒęĒ ĒÙÓîÙľ¸ îę ęôíÁĎĒôĎ ċ ĎęôÒę×Á·ĝĒÙîÁĒĒɼ
ôċċôĎęĝîÙęijęôĒ×ôĎÁĝċ½ ę čĝ èÙęijęô·ĝÙ轸ôîľ½Áî¸ÁÙî½ ę 
ÒôĎ î èijęÙ¸ĒɷÙîċ ĎęÙ¸ĝè Ďı×ÁîÙę¸ôíÁĒęôÙî¸ĎÁ ĒÙîÓę×Á
èÙæÁèÙ×ôô½ę× ę½ ę ÙĒ¸ôíċèÁęÁʊę×Á ĒċÁ¸ęęĎĝĒęÁ½èÁ ĒęôÒęÁîɼ Figure 3: Data Quality
21% 7% Efforts Show Room for
Improvement
{×ÁĎÁ ÙĒ  íċèÁ ôċċôĎęĝîÙęij ÒôĎ ôĎÓ îÙĺ ęÙôîĒ ęô ½ô íôĎÁɶ
Just one in five organizations
Wîèij ɘɗʾ ôÒ ĒĝĎİÁij ĎÁĒċôî½ÁîęĒ ĎÁċôĎę ÒôĎí è  ċċĎô ¸×ÁĒ takes a formal approach
to data quality, while 30%
ęô ½ ę  čĝ èÙęijɷ ı×Ù¸× ıÁ ½ÁľîÁ½  Ē ĎôĝęÙîÁèij íôîÙęôĎÙîÓɷ report at least proactive
í î ÓÙîÓɷ î½ÙíċĎôİÙîÓ½ ę čĝ èÙęij Ēċ ĎęôÒ ÒôĎí è½ ę  efforts. The plurality of
30% 42% respondents still tackle
ÓôİÁĎî î¸ÁÁÒÒôĎęʈĒÁÁ6ÙÓĝĎÁəʉɼ{×Áè ĎÓÁĒęÓĎôĝċÙĒĎÁ ¸ęÙİÁ the issue informally.

Figure 2: Data Accuracy Is Most Trusted Quality

How often do you trust that analytics data is:
Informal:
Informal: Individuals
Individuals whowho produce
produce or use
or use datadata reactively
reactively correct
correct for for
47% accuracy, consistency, timeliness,
accuracy, consistency, timeliness, and and completeness
completeness
44%
43% 42% DataData stewardship:
stewardship: Someone
Someone is responsible
is responsible for proactively
for proactively identifying
identifying
and correcting
and correcting causes
causes of data
of data quality
quality problems
problems
40% 37% Formal:
34% Formal: DataData quality
quality is routinely
is routinely monitored,
monitored, managed,
managed, andand improved
improved
as part
as part of a of a formal
formal datadata governance
governance effort
effort
No data quality efforts
No data quality efforts

28%

qôĒĒ ¸æîôıèÁ½ÓÁĒĒĝ¸×ċĎ Óí ęÙĒíę æÁĒ¸ôííÙęíÁîęɼ“×ÙèÁ
21% ÙęʖĒĒęĎ ÙÓ×ęÒôĎı Ď½ęôĒ ijɷʓ6ÙIJijôĝĎċĎô¸ÁĒĒÁĒĒôę× ęę×Á½ ę 
¸ôèèÁ¸ęÙôîÙĒİÁĎijĎÁèÙ ·èÁ î½ę×Áčĝ èÙęijÙĒĒĝÁĒ ĎÁċĎÁęęijíÙî-
11% 12% Ùí èɷʔíÁÁęÙîÓę× ęÓô èÙĒ ¸× èèÁîÓÁɼ{× ęʖĒ·Á¸ ĝĒÁÙęę æÁĒ
9% 9% ôîÓôÙîÓ½ÙĒ¸ÙċèÙîÁęôĎÁľîÁ½ ę ¸ôèèÁ¸ęÙôîċĎô¸ÁĒĒÁĒɷęÁĒęÙîÓ
6% 6% 6% ½ ę čĝ èÙęijĎÁÓĝè Ďèij èôîÓę×Áı ijɼ
3%
1% 1% 1%
ĝęÙî×ÁĎĎÁĒÁ Ď¸×ɷqôĒĒ× ĒÒôĝî½ę×ÁÁÒÒôĎęċ ijĒôÒÒɼʓ;ÁĎÁʖĒ
Relevant Complete Up to date Accurate ę×ÁÙîęÁĎÁĒęÙîÓę×ÙîÓ ·ôĝę î èijęÙ¸Ēɶ•ôĝĎĝîÙčĝÁôċċôĎęĝîÙęij
ÙĒÓôÙîÓęô·ÁôîijôĝĎôıî½ ę ɷʔĒ×ÁĒ ijĒɼ{×ÁċĎÙî¸ÙċèÁ ċċèÙÁĒ
AlwaysAlwaysOften Often Sometimes
Sometimes Rarely Rarely
Never Never
ı×Áę×ÁĎ ¸ôíċ îijÙĒĝĒÙîÓÙęĒôıîÙîęÁĎî è½ ę ôĎ ĝÓíÁîę-
Few survey respondents are always confident in the quality of their analytics ÙîÓę× ę½ ę ıÙę×ę×ÙĎ½ʌċ ĎęijĒôĝϸÁĒɼʓ=Òijôĝ× İÁ½ ę ɷ î½
data, although a majority of respondents often trust that it’s accurate, up
to date, and relevant. Trust in completeness of data is lowest, but trust in ijôĝĒĝċċèÁíÁîęę× ę½ ę  î½ijôĝ½ôę× ęÙîı ijĒę× ęôę×ÁĎ
accuracy is most frequent.
Percentages may not equal 100 due to rounding.

3
CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

¸ôíċ îÙÁĒ¸ îʖęɷôî¸Áijôĝĝî½ÁĎĒę î½ę×Á½ ę ɷôî¸ÁijôĝÓÁę =îęÁÓĎÙęijɼ ʓ“Ùę×ôĝę ÙîĒęÙęĝęÙîÓ ÙîÒôĎí ęÙôî ÓôİÁĎî î¸Á ċĎ ¸-

ÙîĒÙÓ×ęĒɷijôĝʖĎÁ ·èÁęô½ôę×ÙîÓĒôę×Áϸôíċ îÙÁĒ¸ôĝè½îʖęɼʔ
Grade Your Data
WĝĎĒĝĎİÁijĎÁĒċôî½ÁîęĒĎÁ¸ôÓîÙĺÁę× ę½ ę čĝ èÙęij·ÁÓÙîĒ ę
×ôíÁɶ =îęÁĎî è ½ ę  ÙĒ íôĒę ôÒęÁî Ēĝ·äÁ¸ę ęô İÁĎÙľ¸ ęÙôîɷ Òôè-
èôıÁ½·ij¸ĝĒęôíÁĎ½ ę ʈĒÁÁ6ÙÓĝĎÁɚʉɼ“×ÙèÁę× ęí ijèÁ ½ęô
ę×Á×ÙÓ×½ÁÓĎÁÁôÒęĎĝĒęÙîÙîęÁĎî è½ ę ɷ¸ĝĒęôíÁĎ½ ę ʊæÁij
ęôí îij ½İ î¸Á½ î èijęÙ¸Ē ċċèÙ¸ ęÙôîĒʊĒęÙèèè ÓĒÙîÒôĝĎę×
ċè ¸Áı×ÁîÙę¸ôíÁĒęôę×Á½ÁÓĎÁÁôÒęĎĝĒęċè ¸Á½ÙîÙęɼ
ęÙ¸ÁĒɷę×ÁijʖĎÁ ęĎÙĒæôÒîôę ¸×ÙÁİÙîÓę×ÁÓô èĒę× ęę×ÁijĒÁęôĝę
to achieve.”
{ĎĝĒęıôĎę×ij î èijęÙ¸ĒĎÁčĝÙĎÁĒĒÁęęÙîÓĝċċôèÙ¸ÙÁĒę× ę ĒĒÁĎę
ę×ÁĒę î½ Ď½Òôϸôîľ½Áî¸ÁèÁİÁèĒÙîę×Á½ ę  îôĎÓ îÙĺ ęÙôî
ıÙèè ĝĒÁɷ ½ÁęÁĎíÙîÙîÓ ę×Á ċĎôİÁî î¸Á ôÒ ę×Á ½ ę ɷ  î½ ÁĒę ·-
èÙĒ×ÙîÓ ¸¸Áċę ·èÁ½ ę ĝĒÁɷLôĒ×ÙîĒ ijĒɼuę ęÙĒęÙ¸ è î èijĒÙĒ î½
ęÁ¸×îôèôÓijęôôèĒ¸ î×ÁèċÙ½ÁîęÙÒijċĎô·èÁíĒ î½¸èÁ îĝċ½ ę 
ĒÁęĒʈôĎèÁ ½ęô½Á¸ÙĒÙôîĒîôęęôĝĒÁę×Áíʉɼ

nĎ ¸ęÙęÙôîÁĎĒ î½ÁIJċÁĎęĒÙîęÁĎİÙÁıÁ½ÒôĎę×ÙĒĎÁċôĎęîôęÁę× ę {ôĎôîęôʌ· ĒÁ½ uĝî LÙÒÁ 6Ùî î¸Ù è ÓÁîÁĎ èèij ·ÁÓÙîĒ ıÙę× ę×Á

 Ē íôĎÁ ¸ôíċ îÙÁĒ ½ĎÙİÁ ęô ·ĝÙè½  ½İ î¸Á½  î èijęÙ¸Ē ¸ ċ -
·ÙèÙęÙÁĒ î½ę×ÁİôèĝíÁôÒ İ Ùè ·èÁ½ ę ¸ôîęÙîĝÁĒęôÁIJċ î½ɷ
ôĎÓ îÙĺ ęÙôîĒ  ĎÁ èôôæÙîÓ ÒôĎ ı ijĒ ęô Ùî¸èĝ½Á îÁı ÙîÒôĎí -
ęÙôîĒôĝϸÁĒÙî î èijęÙ¸ĒĒijĒęÁíĒɼ{ô½ôĒôÁÒÒÁ¸ęÙİÁèijĎÁčĝÙĎÁĒ
·ĝÙè½ÙîÓ ı ijĒ ęô íÙęÙÓ ęÁ ę×Á ĎÙĒæ ôÒ · ½ ½ ę  ÓÁęęÙîÓ · æÁ½
ÙîęôċĎô¸ÁĒĒÁĒ î½½ĎÙİÙîÓÒ ĝèęij¸ôî¸èĝĒÙôîĒɼ
ʓ{×Á½ÁĒÙĎÁęô½ô ½İ î¸Á½ î èijęÙ¸ĒÙĒ½ĎÙİÙîÓę×ÙĒ ċċÁęÙęÁÒôĎ
íôĎÁ½ ę ɷı×Ù¸×í æÁĒċÁôċèÁÓôôĝę î½ċĝèè½ ę ÒĎôíôę×ÁĎ
ċè ¸ÁĒɷʔĒ ijĒ! İÙ½LôĒ×ÙîɷċĎÙî¸Ùċ è¸ôîĒĝèę îę ęJîôıèÁ½ÓÁ
ċĎÁíÙĒÁę× ęîô½ ę ÙĒęĎĝĒęıôĎę×ijɷĎÁÓ Ď½èÁĒĒôÒĒôĝϸÁɷ·Á-
¸ ĝĒÁ èè½ ę × Ēčĝ èÙęijÙĒĒĝÁĒɼuęÙèèɷ×ôı½ ę ıÙèè·ÁĝĒÁ½ èĒô
Ò ¸ęôĎĒÙîęô×ôıęĎĝĒęıôĎę×ijÙęîÁÁ½Ēęô·ÁɷĒ ijĒ%ĎÙ¸QôîęÁÙĎôɷ
ĒÁîÙôĎİÙ¸ÁċĎÁĒÙ½ÁîęôÒ¸èÙÁîęĒôèĝęÙôîĒ ęę×ÁÓèô· èľî î¸Ù è
ĒÁĎİÙ¸ÁĒ ¸ôíċ îijɼ ʓ“Á ½ô ×ôè½ ½ÙÒÒÁĎÁîę · ĎĒ ÒôĎ ½ÙÒÒÁĎÁîę
ęijċÁĒôÒĝĒÁ¸ ĒÁĒɼ6ôĎÁIJ íċèÁɷÒôĎÓÁîÁĎ è¸èÙÁîęĒÁÓíÁîę -
ęÙôîôĎÁİÁî·ĝĒÙîÁĒĒ¸ ĒÁĒı×ÁĎÁıÁ ĎÁĒÙĺÙîÓ îôċċôĎęĝîÙęij
 î½ í æÙîÓ   ĒęĎ ęÁÓÙ¸ ½Á¸ÙĒÙôîɷ ę×Á · Ď ÒôĎ čĝ èÙęij ÙĒ èôıÁĎ
·Á¸ ĝĒÁÙîÓÁîÁĎ èɷę×ÁÁĎĎôĎĒıÙèèÁİÁîôĝęĝċ î½½ôıîɷ î½
ijôĝʖĎÁWJÙîę×ÁÁî½ɷʔ×ÁĒ ijĒɼ;ôıÁİÁĎɷÙÒ½ ę ÙĒĝĒÁ½ęô½ĎÙİÁ

Figure 4: Verify and Trust

How often do you verify: How much do you trust insights based on:

66% 67% 64%

62% 63%
57% 58%
51% 55%
49% 48% 50%
44% 42% 42%
42%
39% 39% 39% 40% 37%
35%
33% 32% 34%
29%
21% 23% 21%
18% 18%
14% 12%
11% 11%
9% 7%
5% 4% 5% 5%
2%

Data from Internally Publicly Regulators’ Competitors’ Vendor- Customer- Data from Internally Publicly Regulators’ Competitors’ Vendor- Customer-
sensors/IoT generated available data data provided provided sensors/IoT generated available data data provided provided
data data data data

Regularly Sometimes Never Trusted Somewhat trusted Not trusted

Regularly Sometimes Never Trusted Somewhat trusted Not trusted

Most attention is paid to verifying internal and customer data. Internal data is also
the most trusted source, while that provided by customers lags in fourth place.
Percentages may not equal 100 due to rounding.

4
 CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE
Teaming data scientists with domain experts and
data experts — who understand data sources and
how they can be automated — should be a best
practice in every analytics operation.
DEAN ABBOTT, SMARTERHQ
Ùî½ÙİÙ½ĝ è ¸ôííĝîÙ¸ ęÙôîĒ ıÙę× ¸èÙÁîęĒ ʊ ĒÁî½ÙîÓ  î Áí Ùè
· ĒÁ½ôîę×Á ĒĒĝíċęÙôîôÒ ¸ÁĎę ÙîèÙÒÁÁİÁîęɷÒôĎÁIJ íċèÁʊ
there must be less tolerance for error.
ʓ=ÒıÁÓôęôijôĝ î½Ē ijɷʕôîÓĎ ęĝè ęÙôîĒôîĎÁęÙĎÁíÁîęɷʖ î½
ÙęęĝĎîĒôĝęÁİÁîę×ôĝÓ×ijôĝʖĎÁɜɚɷijôĝ ĎÁîôę ę èèę×ÙîæÙîÓ
 ·ôĝęĎÁęÙĎÁíÁîęɷę× ęʖĒċĎÁęęijÁí· ĎĎ ĒĒÙîÓ î½ ċĎÁęęij· ½
¸èÙÁîęÁIJċÁĎÙÁî¸ÁɷʔQôîęÁÙĎôċôÙîęĒôĝęɼ
The Human Factor: Partner With Domain Experts
î½ÁĎĒę î½ÙîÓı× ę½ ę ¸ î·ÁęĎĝĒęÁ½í ij·ÁÁ ĒÙÁĎı×Áî
 î èijęÙ¸Ē ċĎ ¸ęÙęÙôîÁĎĒ ıôĎæ ¸èôĒÁèij ıÙę× ½ôí Ùî ÁIJċÁĎęĒ Ùî
their organizations.
Hôijôî ÓĝĎôɷı×ôôİÁĎĒ ı ęÁ íôÒľİÁ Ē¸×ÙÁÒ½ ę ôÒľ¸ÁĎ
for the city and county of San Francisco (she has left the orga-
îÙĺ ęÙôîĒÙî¸Á·ÁÙîÓÙîęÁĎİÙÁıÁ½ÒôĎę×ÙĒĎÁċôĎęʉɷĒ ijĒôîÓôÙîÓ
¸ôîĒĝèę ęÙôîĒ ıÙę× Ùîʌ×ôĝĒÁ ¸èÙÁîęĒ í æÁ ôĎ ·ĎÁ æ   ċĎôäÁ¸ęɼ
{× ęʖĒ ċĎÁ¸ÙĒÁèij ·Á¸ ĝĒÁ ċĎôäÁ¸ę ęÁ íĒ  ĎÁ ôÒęÁî ĝĒÙîÓ ½ ę 
ę× ęı Ēîôę¸ôèèÁ¸ęÁ½ıÙę×íô½ÁèÙîÓÙîíÙî½ɷĒ×ÁĒ ijĒɼ
ʓ“Á ½ÁľîÙęÁèij × İÁ ęô ½ô ¸èÁ îʌĝċɷ ·ĝę ę×Á ı ij ıÁ í î ÓÁ
čĝ èÙęijÙĒıÁċĎô· ·èijĒċÁî½ îĝîĝĒĝ è íôĝîęôÒęÙíÁ¸ôí-
ċ ĎÁ½ęôijôĝĎ İÁĎ ÓÁ½ ę Ē¸ÙÁî¸ÁęÁ íôî½ôÙîÓı× ęıÁ¸ èè
ÁIJċèôĎ ęôĎij  î èijĒÙĒ ·ĎÙÁľîÓĒɷʔ ôî ÓĝĎô Ē ijĒɼ ʓ{× ęʖĒ ı×ÁĎÁ
ıÁʖĎÁĎÁ èèij¸ôîľĎíÙîÓıÙę× ¸èÙÁîęɷʕĎÁıÁèôôæÙîÓ ęijôĝĎ½ ę 
¸ôĎĎÁ¸ęèijɽ“×ÁĎÁ ĎÁę×ÁĎÁ½ ę čĝ èÙęijÙĒĒĝÁĒɽ;ôıĒ×ôĝè½ıÁ
ęĎÁ ęę×ôĒÁ½ ę čĝ èÙęijÙĒĒĝÁĒ½ĝĎÙîÓę×Áíô½ÁèÙîÓċ× ĒÁɽʖʔ
{Á íÙîÓ½ ę Ē¸ÙÁîęÙĒęĒıÙę×½ôí ÙîÁIJċÁĎęĒ î½½ ę ÁIJċÁĎęĒ
ʊ ı×ô ĝî½ÁĎĒę î½ ½ ę  ĒôĝϸÁĒ  î½ ×ôı ę×Áij ¸ î ·Á  ĝęôʌ
í ęÁ½ʊĒ×ôĝè½·Á ·ÁĒęċĎ ¸ęÙ¸ÁÙîÁİÁĎij î èijęÙ¸ĒôċÁĎ ęÙôîɷ
Ē ijĒ !Á î ··ôęęɷ ¸ôʌÒôĝî½ÁĎ  î½ ¸×ÙÁÒ ½ ę  Ē¸ÙÁîęÙĒę  ę
uí ĎęÁĎ;pɷ î î èijęÙ¸ĒľĎíę× ęıôĎæĒıÙę×í ĎæÁęÁĎĒɼ
6ôĎÁIJ íċèÁɷÙÒ îôîèÙîÁĎÁę ÙèÁĎÙĒĒÁÁæÙîÓęôĝî½ÁĎĒę î½½ ę 
Ē×ôıÙîÓ   ĒċÙæÁ Ùî  · î½ôîÁ½ ôîèÙîÁ Ē×ôċċÙîÓ ¸ ĎęĒɷ ċÁôċèÁ
ıÙę× ½ÙÒÒÁĎÁîę ÁIJċÁĎęÙĒÁ  î½ ċÁĎĒċÁ¸ęÙİÁ í ij îôęÁ ½ÙÒÒÁĎÁîę
ċ ęęÁĎîĒ î½Ù½ÁîęÙÒij½ÙÒÒÁĎÁîęĎÁĒôèĝęÙôîċ ę×Ēę× ęí ij× İÁ
·ÁÁîíÙĒĒÁ½ıÙę×ôĝęę× ę¸ôèè ·ôĎ ęÙôîɼĎÁę ÙèÁIJċÁĎęıôĝè½
ÁIJċÁ¸ę¸ÁĎę ÙîĒ×ôċċÙîÓ·Á× İÙôĎċ ęęÁĎîĒ î½¸×Á¸æ î èiję-
Ù¸Ē ĎÁĒĝèęĒ  Ó ÙîĒę  ĒĒĝíċęÙôîĒ  î½ Ù½ÁîęÙÒij čĝÁĒęÙôîĒ ęô  Ēæ
ę× ę  ĎÁ îôę ċ Ďę ôÒ ę×Á ÙîÙęÙ è ċĎô·Áɼ Wî ę×Á ôę×ÁĎ × î½ɷ  
½ ę ÙîÒĎ ĒęĎĝ¸ęĝĎÁÁIJċÁĎęıôĝè½·Á ·èÁęôĒċôę î½ÁIJ íÙîÁ
 îôí èÙÁĒ ĎÙĒÙîÓÒĎôíęÁ¸×îÙ¸ èÙĒĒĝÁĒ î½íÙÓ×ęæîôıı×Ù¸×
 ½äĝĒęíÁîęĒęôę×Áíô½Áèıôĝè½×ÁèċÁÙę×ÁĎĺÁĎôÙîôîę×ôĒÁ
 îôí èÙÁĒôĎċĎôİÙ½Áę×ÁÙîĒÙÓ×ęęô¸ôîľ½Áîęèij½ÙĒĎÁÓ Ď½ę×Áíɼ
AI Built on a Bedrock of Data Governance
{×ôĒÁĒÁÁæÙîÓęôĒ×ôĎÁĝċċĎ ¸ęÙ¸ÁĒę× ęÁî ·èÁ íôĎÁĎô·ĝĒę
¸ ċ ·ÙèÙęij Ùî  î èijęÙ¸Ē  î½ = íÙÓ×ę èôôæ ęô ¸ôîĒęĎĝ¸ęÙôî  î½
íÙîÙîÓÁčĝÙċíÁîęÓÙ îę ęÁĎċÙèè ĎÒôĎÙîĒċÙĎ ęÙôîɼ
 ęÁĎċÙèè ĎĝĒÁĒ=ęô×Áèċí ĎæÁęÁĎĒċĎÁ½Ù¸ęı×Áî¸ĝĒęôíÁĎĒ
 ĎÁĎÁ ½ijęôċĝϸנĒÁ î½ĒÙÓî èı×Áî¸ĝĒęôíÁĎĒ ĎÁèÙæÁèijęô
Ēęôċ·ĝijÙîÓɼnĎô½ĝ¸ę½ÁİÁèôċíÁîęÁîÓÙîÁÁĎĒĝĒÁ=ęôĒÙíĝè ęÁ
ċĎô½ĝ¸ę ċÁĎÒôĎí î¸Á ·ÁÒôĎÁ ·ĝÙè½ÙîÓ ċĎôęôęijċÁĒ  î½
5
CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE
“Thanks to AI, things that would
have taken a person two to three
weeks to do manually we can do
in 10 minutes.”
MORGAN VAWTER, CATERPILLAR
ĒÁċ Ď ęÁèij ĒÙíĝè ęÁ ×ôı  î ÁčĝÙċíÁîę ôċÁĎ ęôĎ ıÙèè ĝĒÁ  
í ¸×ÙîÁ Ùî ę×Á ľÁè½ Ēô ę×Áij ¸ î  îęÙ¸Ùċ ęÁ ¸ĝĒęôíÁĎ îÁÁ½Ēɼ
R ęĝĎ è è îÓĝ ÓÁ ċĎô¸ÁĒĒÙîÓ  ĝęôí ęÁĒ ę×Á  î èijĒÙĒ ôÒ èÁÓ è
½ô¸ĝíÁîęĒɷ¸×Á¸æÙîÓę×Áİ èÙ½ÙęijôÒ ÓĎÁÁíÁîęĒ î½ċÙîċôÙîę-
ÙîÓÙĒĒĝÁĒę× ęîÁÁ½ ęęÁîęÙôîʁÙęÙĒ èĒôĝĒÁ½ęô î èijĺÁęÁîĒôÒ
ę×ôĝĒ î½ĒôÒ¸ĝĒęôíÁĎ î½½Á èÁϸôííÁîęĒęôċĎÁ½Ù¸ęÒĝęĝĎÁ
čĝ èÙęij î½ı ĎĎ îęijÙĒĒĝÁĒɼ
ʓ{× îæĒęô=ɷę×ÙîÓĒę× ęıôĝè½× İÁę æÁî ċÁĎĒôîęıôęôę×ĎÁÁ
ıÁÁæĒęô½ôí îĝ èèijıÁ¸ î½ôÙîɗɖíÙîĝęÁĒɷʔĒ ijĒQôĎÓ î
’ ıęÁĎɷ¸×ÙÁÒ î èijęÙ¸Ē½ÙĎÁ¸ęôĎ ę ęÁĎċÙèè Ďɼ
Á×Ùî½ èèôÒę×ÁĒÁ¸ ċ ·ÙèÙęÙÁĒèÙÁĒ ĒęĎôîÓ½ ę í î ÓÁíÁîę
Òôĝî½ ęÙôîɷ ’ ıęÁĎ Ē ijĒɼ ! ę  ÓôİÁĎî î¸Á ÁîĒĝĎÁĒ ę× ę ę×Á
ĎÙÓ×ę½ ę ÓÁęĒĝĒÁ½Ēôę× ęĎÁĒĝèęĒ ĎÁęĎĝĒęıôĎę×ijɼ%îĒĝĎÙîÓ
ę× ę ę×Á ½ ę  ÙĒ ×ÙÓ× čĝ èÙęij  î½ ÙęĒ ċĎôİÁî î¸Á ÙĒ ¸èÁ Ď èÁęĒ
 î èijęÙ¸Ē ċĎôÒÁĒĒÙôî èĒ Ēę Ďę ıÙę× Óôô½ ·ĝÙè½ÙîÓ ·èô¸æĒ ÒôĎ
ę×ÁÙĎ íô½ÁèĒɼ ʓ“Á îÁÁ½ ęô í æÁ ĒĝĎÁ ıÁ × İÁ   ¸ôííôî
ęĎĝę×Ùîę×Á½ ę ɷÙî¸èĝ½ÙîÓę×Áĝî½ÁĎèijÙîÓ½ ę ɷ×ôıÙęʖĒ·ÁÁî
ċĎô¸ÁĒĒÁ½ɷ ×ôı ÙęʖĒ ·ÁÁî  î èijĺÁ½ɷ ×ôı ½ÙİÁĎĒÁ Ùę ÙĒɷʔ Ē×Á
Ē ijĒɼʓî½ę×ÁîɷĝèęÙí ęÁèijɷıÁ¸ îę æÁę× ę î½·ĝÙè½íôĎÁ
 ¸¸ĝĎ ęÁɷĒ¸ è ·èÁ î èijęÙ¸Ēɼʔ
ęę×Á“ôĎæċè ¸Áu ÒÁęij î½=îĒĝĎ î¸Áô Ď½ʈ“u=ʉWîę ĎÙôɷ
¸× ĎęÙîÓę×ÁÓôİÁĎîíÁîę ÓÁî¸ijʖĒ¸ôĝĎĒÁęô= î½ ½İ î¸Á½
 î èijęÙ¸Ē ·ÁÓÙîĒ ıÙę× ½ ę   Ď¸×ÙęÁ¸ęĝĎÁɼ LÙæÁ í îij Ùî ×ÁĎ
ċôĒÙęÙôîɷ ×ĎÙĒęÙî  ;ôijɷ İÙ¸Á ċĎÁĒÙ½Áîę ôÒ ¸ôĎċôĎ ęÁ ·ĝĒÙîÁĒĒ
ÙîÒôĎí ęÙôî  î½  î èijęÙ¸Ēɷ ľî½Ē ę× ę ¸× èèÁîÓÁ í ½Á íôĎÁ
¸ôíċèÁIJ·ijí îijèÁÓ ¸ijĒijĒęÁíĒ î½½ ę ɼ
ʓ“Á× İÁ èôęôÒ½ ę ę× ęʖĒÙî½ÙĒċ Ď ęÁĒijĒęÁíĒɼċęôîôıɷıÁ
× İÁîôę× ½ ÒôĎí èĒęĎ ęÁÓijɼ“Áı îęęô ċċĎô ¸×ę×ÙĒÙî 
ę×ôĝÓ×ęÒĝèí îîÁĎɷʔ;ôijĒ ijĒɼu×ÁÙĒıôĎæÙîÓęô¸ĎÁ ęÁʓ ·ÁęęÁĎ
6
½ ę ĒęĎ ęÁÓij î½ î Ď¸×ÙęÁ¸ęĝĎÁę× ęıÙèè ¸ęĝ èèijèÁęĝĒĝĒÁę×Á
ÙîÒôĎí ęÙôîę×Áı ijÙęĒ×ôĝè½·Áęôí æÁ·ÁęęÁĎ½Á¸ÙĒÙôîĒɼʔ
“u=ÙĒĒęĎôîÓ ę½Ù ÓîôĒęÙ¸ î½½ÁĒ¸ĎÙċęÙİÁ î èijęÙ¸Ēɷ;ôijĒ ijĒɷ
·ĝę ę×Á  ÓÁî¸ij ĒÁÁĒ ę×Á ôċċôĎęĝîÙęij ęô ½ô íôĎÁ ęô ôċ-
ÁĎ ęÙôî èÙĺÁ ċĎÁ½Ù¸ęÙİÁ  î èijęÙ¸Ēɼ =ę × Ē  èĒô ¸ôîİÁîÁ½  î
ÁIJċèôĎ ęôĎij=ıôĎæÙîÓÓĎôĝċɼÁÒôĎÁÙ긠îę æÁ ½İ îę ÓÁôÒ
Ēĝ¸× ½İ î¸Á½ęÁ¸×îôèôÓÙÁĒɷ;ôijĒ ijĒɷʓıÁîÁÁ½ęôí æÁĒĝĎÁ
ôĝĎ½ ę ÙĒıÁèèʌĒęĎĝ¸ęĝĎÁ½ɼ•ôĝ¸ îʖę½ôÙęÙÒę×ÁÒôĝî½ ęÙôîÙĒ
×Áè½ęôÓÁę×ÁĎıÙę×½ĝ¸ęę ċÁ î½Ēę ċèÁĒɼʔ
;ôijÙîİÁĒęĒęÙíÁÙî¸ôííĝîÙ¸ ęÙîÓ î½Á½ĝ¸ ęÙîÓęôÓ ÙîĒĝċ-
ċôĎę î½·ĝ½ÓÁęÒôĎę×ÙĒ¸ĎÙęÙ¸ èÁÒÒôĎęÒĎôíıÙę×Ùîę×Á ÓÁî¸ij
 î½ ÒĎôí í î ÓÁíÁîęɼ ʓ=Ò ę×Áij ¸ îʖę ĒÁÁ ı× ę =ʖí ęĎijÙîÓ ęô
 ¸×ÙÁİÁɷ=ıôîʖę·ÁĒĝ¸¸ÁĒĒÒĝèɷʔĒ×ÁĒ ijĒɼʓ{×Áij× İÁęô·Á ·èÁ
ęôİÙĒĝ èÙĺÁ ĒıÁèè Ē=¸ îı× ę=ʖíęĎijÙîÓęô ¸×ÙÁİÁɼ=ę×Ùîæ
ę× ęʖĒíij·ÙÓÓÁĒęô·äÁ¸ęÙİÁʊęô¸ôííĝîÙ¸ ęÁę× ęİÙĒÙôîɼʔ
;ôijĒôíÁęÙíÁĒĝĒÁĒ îÙ¸Á·ÁĎÓ î èôÓijɷèÙæÁîÙîÓę×ÁɗɖʾĿô ę-
ÙîÓ ·ôİÁę×Áı ęÁĎęôę×Á î èijęÙ¸ĒĎÁĒĝèęĒę× ęèÁ ½ÁĎĒîÁÁ½ɷ
ı×ÙèÁʓę×ÁɟɖʾôÒę×ÁÙ¸Á·ÁĎÓę× ęĿô ęĒĝî½ÁĎę×Áı ęÁĎÙĒíij
½ ę  Ď¸×ÙęÁ¸ęĝĎÁɼʔî½Ē×ÁÓÁęĒĎÁĒĝèęĒɶʓ{×Áijĝî½ÁĎĒę î½ıÁ
actually have to have a data strategy to enable analytics and
decision-making.”
Commit to Treating Data as an Asset
“×ÙèÁ í îij ¸ôĎċôĎ ęÁ èÁ ½ÁĎĒ  ÓĎÁÁ ę× ę ½ ę  ÙĒ  î ÙíċôĎę-
 îę  ĒĒÁęɷ ę×ôĒÁ ı×ô · ¸æ ĝċ ę× ę İÙÁı ıÙę× ¸ôííÙęęÁ½
organizational resources may be faster to gain advantage from
= î½ ½İ î¸Á½ î èijęÙ¸Ēɼę Ď¸è ijĒuɷ ĒÁęôÒí î ÓÁíÁîę
decisions to treat data as an asset underlies the success of such
ÁÒÒôĎęĒɷ ¸¸ôĎ½ÙîÓęô’ÙĒ× èQôĎ½ÁɷİÙ¸ÁċĎÁĒÙ½ÁîęôÒ½ ę Ē¸Ù-
Áî¸Á î½ ½İ î¸Á½ î èijęÙ¸Ēɼ6ôĎÁIJ íċèÁɷ×ÙĒ·ĝĒÙîÁĒĒĝîÙęʖĒ
¸×ÙÁÒ½ ę ôÒľ¸ÁĎĎÁċôĎęĒ½ÙĎÁ¸ęèijęôę×Á%Wɼî½ę×Á· îæÁĒ-
ę ·èÙĒ×Á½ ½ ę í î ÓÁíÁîę¸ôĝî¸Ùèęô¸ ę èôÓ èè½ ę  ĒĒÁęĒɷ
Á ¸× ĒĒÁęʖĒôıîÁĎɷ î½ċôèÙ¸ÙÁĒÒôĎı×ôÓÁęĒęôĝĒÁę×Á½ ę ɼ
This governance structure creates internal understanding
 ·ôĝę ę×Á ÙíċôĎę î¸Á ôÒ Ēôĝî½ ½ ę  í î ÓÁíÁîę  î½ Áî-
ĒĝĎÁĒęĎĝĒęÙîę×Á¸ôíċ îijʖĒ½ ę ĎÁĒôĝϸÁĒɷQôĎ½ÁĒ ijĒɼ{×Á
 CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

40% Figure 5: Putting

Their Money Where
38%
Their Data Is

Data quality needs funding

to back up the commitment:
Only a relatively small per-
centage of companies gave
these efforts a markedly
higher priority in budgets
over the past year.

15%

5%
2%

Significantly Somewhat No Somewhat Significantly

increased increased change decreased decreased

 ċċĎô ¸× ÙĒ ¸Ďĝ¸Ù è ÒôĎ ę×Á ¸ôîĒĝíÁĎ · îæʖĒ ! ę  u¸ÙÁî¸Á
ÁîęÁĎôÒ%IJ¸ÁèèÁî¸Áɷı×ÁĎÁę×ÁÒô¸ĝĒÙĒôîĎÁ ¸×ÙîÓ¸ĝĒęôíÁĎĒ
ıÙę׸ôíċÁèèÙîÓôÒÒÁĎĒı×ÙèÁí Ùîę ÙîÙîÓ ·ĝĒÙîÁĒĒĎÁè ęÙôî-
Ē×Ùċ·ĝÙèęôîęĎĝĒęɼ
QôĎ½ÁʖĒęÁ í× ĒĝĒÁ½ ½İ î¸Á½ęÁ¸×îÙčĝÁĒĒĝ¸× Ēí ¸×ÙîÁ
èÁ ĎîÙîÓɷ ½ÁÁċ èÁ ĎîÙîÓɷ î ęĝĎ è è îÓĝ ÓÁ ċĎô¸ÁĒĒÙîÓ  èÓô-
ĎÙę×íĒɷ ęôċÙ¸ íô½ÁèÙîÓɷ  î½ ĒÁîęÙíÁîę  î èijĒÙĒ ęô ÁIJ íÙîÁ
¸ĝĒęôíÁϸôíċè ÙîęĒɼÒęÁĎľî½ÙîÓċ ęęÁĎîĒÙîę×ÙĒęÁIJęʌ· ĒÁ½
½ ę ɷę×Á· îæ¸× îÓÁ½ĒôíÁôÒÙęĒċôèÙ¸ÙÁĒɼ
ʓ{×Áî ęĝĎ èè îÓĝ ÓÁċĎô¸ÁĒĒÙîÓ èèôıÁ½ĝĒęôĝî¸ôİÁĎę×ôĒÁ
½ÁÁċɷ×Ù½½ÁîÙîĒÙÓ×ęĒɼ“ÁıÁĎÁ ·èÁęôę×Ùîæ ·ôĝęÙęİÁĎij¸ôí-
ċĎÁ×ÁîĒÙİÁèij ÒĎôí ę×Á ¸ĝĒęôíÁĎʖĒ ċôÙîę ôÒ İÙÁı  î½  ¸ęĝ èèij
í ½ÁĒôíÁę îÓÙ·èÁÙíċ ¸ęôîę×Á¸ĝĒęôíÁĎÁIJċÁĎÙÁî¸ÁɷʔQôĎ-
½Á Ē ijĒɼ ÒęÁĎ ę×ÁĒÁ ¸× îÓÁĒɷ ¸ôíċè Ùîę Ď ęÁĒ ½ÙċċÁ½ ęô ę×ÁÙĎ
èôıÁĒę ċôÙîę Ùî ÒôĝĎ ijÁ ĎĒɼ î½ Ùî ę×Á ɘɖɗɞ Hɼ!ɼ nôıÁĎ ĎÁ½Ùę
 Ď½u ęÙĒÒ ¸ęÙôîuęĝ½ijɷ Ď¸è ijĒuíôİÁ½ÒĎôíĒÁİÁîę×ċôĒÙ-
ęÙôîęôę×ÙĎ½ċôĒÙęÙôîɼ
Ē ę×ÁĒÁ èÁ ½ÙîÓ ċĎ ¸ęÙęÙôîÁĎĒ  ¸æîôıèÁ½ÓÁɷ   Òô¸ĝĒ ôî ½ ę 
čĝ èÙęijĎÁčĝÙĎÁĒ¸ôííÙęęÙîÓĎÁĒôĝϸÁĒ î½·ĝ½ÓÁęɼÓ ÙîɷôĝĎ
ĎÁĒÁ Ď¸×Òôĝî½ Ò ÙĎèijíô½ÁĒęíÙîôĎÙęijÙîę×Áİ îÓĝ Ď½ɶHĝĒę
ɗɛʾ ĎÁċôĎęÁ½ ĒÙÓîÙľ¸ îę ·ĝ½ÓÁę Ùî¸ĎÁ ĒÁĒ ÒôĎ ½ ę  čĝ èÙęij Ùî
ę×Áċ ĒęijÁ ĎʈĒÁÁ6ÙÓĝĎÁɛʉɼ“×ÙèÁÙęʖĒÓôô½îÁıĒę× ęɚɖʾĒęÙèè
Ē ı ĒôíÁ Ùî¸ĎÁ ĒÁ Ùî ·ĝ½ÓÁęɷ ÙęʖĒ èÙæÁèij ę× ę ę×Á ĎÁí Ùî½ÁĎɷ
ı×ôĒÁ·ĝ½ÓÁęĒĒę ijÁ½Ŀ ęôĎ½Á¸ĎÁ ĒÁ½ɷí ijľî½Ùę ·ÙęíôĎÁ
challenging to advance their analytics maturity.
ÁęęÁĎîÁıĒí ij·Áę× ę Òĝèèę×ÙĎ½ôÒĒĝĎİÁijĎÁĒċôî½ÁîęĒîôı
ıôĎæÙîôĎÓ îÙĺ ęÙôîĒę× ęÁíċèôij ¸×ÙÁÒ½ ę ôÒľ¸ÁĎôϸ×ÙÁÒ
 î èijęÙ¸ĒôÒľ¸ÁĎɼ“ÁÒôĝî½ę× ęę×ôĒÁĎÁĒċôî½ÁîęĒ ĎÁĒÙÓîÙľ-
¸ îęèijíôĎÁèÙæÁèijęô èĒôĎÁċôĎę·ÁÙîÓôîę×ÁĎÙÓ×ęĒÙ½ÁôÒę×Á
ĝęÙèÙęijÓ ċʊíÁ îÙîÓę×Áij× İÁę×ÁĎÙÓ×ę½ ę ęôÙîÒôĎíę×ÁÙĎ
business decisions.O

7
CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

I N D U ST RY S N A P S H OT

Cleveland Clinic’s Centralized Data Store

Helps Build Trust in Analytics

{×ÁèÁ ½ÁĎĒôÒèÁİÁè î½èÙîÙ¸ʖĒɚʌijÁ Ďʌôè½ÁîęÁĎċĎÙĒÁ î èijęÙ¸ĒÙîÙęÙ ęÙİÁ ĎÁÒô¸ĝĒÁ½
ôî·ĝÙè½ÙîÓęĎĝĒęÙîę×Á½ ę ę×ÁôĎÓ îÙĺ ęÙôîí æÁĒ İ Ùè ·èÁęôĒĝċċôĎę½Á¸ÙĒÙôîĒɼ
ĎÁ ęÙîÓ ¸ÁîęĎ èċè ęÒôĎíÙĒôîÁĒęĎ ęÁÓijęô ½İ î¸Áę×ôĒÁÁÒÒôĎęĒɼ

ÁÒôĎÁę×ÁÁÒÒôĎę·ÁÓ îɷèÁİÁè î½èÙîٸנ½ İÁĎij½Á¸ÁîęĎ èÙĺÁ½ ċċĎô ¸×ɷıÙę×
ęÁ íĒ·ĝÙè½ÙîÓę×ÁÙĎôıî½ ę ĒęôĎÁĒ î½½ÁİÁèôċÙîÓę×ÁÙĎôıî î èijęÙ¸ĒċĎôäÁ¸ęĒ
ıÙę×Ùî¸ôîĒÙĒęÁîęĎÁĒĝèęĒɼ

¸ÁîęĎ èÙĺÁ½ î èijęÙ¸Ēċè ęÒôĎíı Ē èĒô ·ôĝęÁĒę ·èÙĒ×ÙîÓôîÁĒÁęôÒ½ ę ÒôĎę×Á
Chris Donovan,
executive director of ôĎÓ îÙĺ ęÙôîɷĒ ijĒ×ĎÙĒ!ôîôİ îɷÁIJÁ¸ĝęÙİÁ½ÙĎÁ¸ęôĎôÒÁîęÁĎċĎÙĒÁÙîÒôĎí ęÙôî
enterprise information í î ÓÁíÁîę î½ î èijęÙ¸Ēɼʓ=ÒıÁí æÁę× ęċè ęÒôĎí¸ôíċÁèèÙîÓÁîôĝÓ×ÙîęÁĎíĒôÒ
management and analytics, ċÁĎÒôĎí î¸Áɷ î½ĎÁ èèijċ ĎęîÁĎıÙę×ę×Áí î½Á½ĝ¸ ęÁę×ÁíÙîęÁĎíĒôÒę×Á½ ę ę× ę
Cleveland Clinic ıÁ× İÁ İ Ùè ·èÁɷıÁÁèÙíÙî ęÁę× ęîÁÁ½ęô¸ôċij½ ę  èèôİÁĎę×Áċè ¸Á î½ċÁôċèÁ
·ÁÓÙîęôęĎĝĒęę× ę¸ÁîęĎ è½ ę ĒęôĎÁɷʔ!ôîôİ îĒ ijĒɼ

{×Á ċċĎô ¸×ÙĒıôĎæÙîÓɼ{Á íĒÒĎôí Ďôĝî½ę×Á¸èÙîÙ¸ ĎÁíôİÙîÓĒôíÁôÒę×ÁÙĎıôĎæ
Ùîęôę×Áċè ęÒôĎíɷı×Ù¸×ÙĒ½ÁĒÙÓîÁ½ęôÁî ·èÁę×Áíęô× İÁ ½íÙîÙĒęĎ ęÙİÁĎÙÓ×ęĒęô
ę×Á½ ę Ùî ½Á½Ù¸ ęÁ½ ĎÁ ôÒı× ę!ôîôݠèèĒ ½ ę è ·ɼęÁ íîÁÁ½Ē ċċĎôİ è
ęô¸ĎÁ ęÁÙęĒĒċ ¸ÁÙîę×Áè ··ĝęîôęęô½ô î èijęÙ¸ĒıôĎæę×ÁĎÁɼ
HEALTH CARE

“
Those very tangible changes in behavior indicate

”
to me that we’re building that trust.

{×ÁĎÁ ĎÁĒôíÁ·ÙÓ·ÁîÁľęĒɼ6ÙĎĒęɷęÁ íĒę× ęĝĒÁę×Á¸ÁîęĎ èÙĺÁ½ċè ęÒôĎí ĎÁîô
èôîÓÁĎ ĒæÙîÓ!ôîôİ îʖĒÓĎôĝċÒôϸôċÙÁĒôÒ¸èÙîÙ¸½ ę ĒÁęĒęôÁIJċÁĎÙíÁîęıÙę×ɼuÁ¸ôî½ɷ
ę×Áċè ęÒôĎíÙíċĎôİÁĒę×Áčĝ èÙęijôÒę×Á½ ę ·Á¸ ĝĒÁċÁôċèÁ ¸¸ÁĒĒÙîÓÙę½ôîʖę× İÁęô
ıôĎĎijı×Áę×ÁĎę×Áij ĎÁÓÁęęÙîÓę×ÁíôĒęĝċʌęôʌ½ ęÁİÁĎĒÙôîôÒę×Á½ ę ʊę× ęʖĒæîôıîɼ
î½ę×ÙĎ½ɷę×Áċè ęÒôĎíÁî× î¸ÁĒę×Á¸ĝèęĝĎÁÒôĎ î èijęÙ¸Ēɼ

ʓ{×ôĒÁİÁĎiję îÓÙ·èÁ¸× îÓÁĒÙî·Á× İÙôĎÙî½Ù¸ ęÁęôíÁę× ęıÁʖĎÁ·ĝÙè½ÙîÓę× ęęĎĝĒęɷʔ
Donovan says.

Á¸ ĝĒÁċÁôċèÁ ĎÁĝĒÙîÓę×Á¸ÁîęĎ è½ ę ĒęôĎÁɷ!ôîôİ îʖĒęÁ íîôı× ĒÙîĒÙÓ×ęÙîęô
ĝċ½ ęÁĒ î½íô½Ùľ¸ ęÙôîĒę× ę ĎÁí ½Áęôę×Á½ ę ɼʓ“Á¸ î× İÁ ¸ôîİÁĎĒ ęÙôî
 ·ôĝęɷʕ=Ēę×ÙĒĎÁ èèiję×Á½ ę ę× ęʖĒıĎôîÓɽ=Ēę×ÙĒ îÙîęÁĎċĎÁę ęÙôîÙĒĒĝÁɽʖʔ×ÁĒ ijĒɼ{× ę
æÙî½ôÒ ı ĎÁîÁĒĒ¸ î×Áèċ¸èÁ Ďĝċ¸ôîÒĝĒÙôî ·ôĝę½ÙÒÒÁĎÙîÓĝĒÁĒôÒęÁĎíÙîôèôÓij î½
èÁ ½ęô ÓĎÁÁíÁîę ·ôĝę½ ę ½ÁľîÙęÙôîĒɼijıÙîîÙîÓęĎĝĒęÙî ¸ÁîęĎ è½ ę ĒęôĎÁɷę×Á
¸èÙîÙ¸Áî ·èÁ½ ÒÁÁ½· ¸æèôôċęנ긠îèÁ ½ęô îôę×ÁĎ·ÁîÁľęɶ·ÁęęÁĎ½ ę í î ÓÁíÁîęɼ

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 CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

I N D U ST RY S N A P S H OT

Caterpillar Tailors Analytics Strategies

to Business Unit Needs

{ô·ĝÙè½ ¸ĝèęĝĎÁôÒ½ ę ʌ½ĎÙİÁî½Á¸ÙĒÙôîʌí æÙîÓ î½Ùîîôİ ęÙôîɷ ęÁĎċÙèè ĎʖĒ î èijęÙ¸Ē
ÓĎôĝċıôĎæĒ¸èôĒÁèijıÙę×·ĝĒÙîÁĒĒĝîÙęèÁ ½ÁĎĒę×ĎôĝÓ×ôĝęę×Áʛɚɛ·ÙèèÙôî¸ôíċ îijɼ{×ÙĒ
×ÁèċĒÁîĒĝĎÁę× ę î èijęÙ¸ĒĒĝċċôĎęĒ·ĝĒÙîÁĒĒîÁÁ½Ē î½ıÙîĒÁIJÁ¸ĝęÙİÁĒĝċċôĎęɼ

QRUJDQ’ ıęÁĎɷ¸×ÙÁÒ î èijęÙ¸Ē½ÙĎÁ¸ęôĎ ęę×Á¸ôíċ îijɷĒ ijĒ×ÁĎęÁ íĒÙęĒ½ôıîıÙę×ę×Á
èÁ ½ÁĎĒôÒĝîÙęĒęôę ÙèôĎĒęĎ ęÁÓÙÁĒęôÒÙęę×ÁîÁÁ½ĒôÒÁ ¸×ɼʓ=ęʖĒí æÙîÓĒĝĎÁę× ęɷ·Á¸ ĝĒÁ
ıÁ× İÁ İÁĎij½ÙİÁĎĒÁ·ĝĒÙîÁĒĒɷıÁ½ôîʖęäĝĒę× İÁ î î èijęÙ¸ĒĒęĎ ęÁÓijÒôĎę×Á¸ôíċ îijʊ
ıÁ× İÁ î èijęÙ¸ĒĒęĎ ęÁÓÙÁĒę× ęÁî ·èÁę×Á·ĝĒÙîÁĒĒĝîÙęĒęĎ ęÁÓÙÁĒɷʔ’ ıęÁĎĒ ijĒɼʓèĒôɷ
ę× ęʖĒĝĒÁÒĝè·Á¸ ĝĒÁÙęÓÁęĒę× ęÁIJÁ¸ĝęÙİÁ·ĝijʌÙîɼ{×Áij·Á¸ôíÁ ½İô¸ ęÁĒÒôĎÙęɷ î½ę× ę
Morgan Vawter, ¸ Ē¸ ½ÁĒ½ôıî î½ĎÁ èèij¸ĎÁ ęÁĒ èÁİÁèôÒôıîÁĎĒ×ÙċÙîę×Á·ĝĒÙîÁĒĒĝîÙęÒôĎĝĒÙîÓ
chief analytics director,
Caterpillar analytics to enable business success.”

 ęÁĎċÙèè ĎĒÁĎİÁĒÙî½ĝĒęĎijĒÁÓíÁîęĒÙî¸èĝ½ÙîÓÁîÁĎÓijɷęĎ îĒċôĎę ęÙôîɷ¸ôîĒęĎĝ¸ęÙôîɷ î½
íÙîÙîÓɷ î½× Ē ĝîÙęÒôϸĝĒęôíÁĎ î½½Á èÁĎĒĝċċôĎęɼ%îĒĝĎÙîÓę× ęÁ ¸×ÓĎôĝċ× ĒÙęĒ
MANUFACTURING

ôıî î èijęÙ¸ĒĒęĎ ęÁÓijÁî ·èÁĒ’ ıęÁĎʖĒôĎÓ îÙĺ ęÙôîęôę ÙèôĎ î èijęÙ¸ĒċĎôäÁ¸ęĒęôí IJÙíÙĺÁ
İ èĝÁÒôĎÁ ¸×ĝîÙęʊ î½ęôľęÙęĒ î èijęÙ¸Ēí ęĝĎÙęijèÁİÁèɼ

“ We want to make sure that we’re

helping them to understand their data
at the foundation and then advance
them up the maturity curve.
”
ʓ“Á× İÁęôí æÁĒĝĎÁę× ęıÁʖĎÁîôęĒæÙċċÙîÓæÁijċ ĎęĒôÒę×ÁäôĝĎîÁijɷʔ’ ıęÁĎÁIJċè ÙîĒɼ
ʓ•ôĝ¸ îʖęäĝĒęĒæÙċ½ÁĒ¸ĎÙċęÙİÁ î èijęÙ¸Ēɷ·ĝÙè½ÙîÓ½ Ē×·ô Ď½Ēɷĝî½ÁĎĒę î½ÙîÓ½ ę ɷ î½äĝíċ
ĎÙÓ×ęęôċĎÁ½Ù¸ęÙİÁ î½ċĎÁĒ¸ĎÙċęÙİÁ î èijęÙ¸Ēɼ“Áı îęęôí æÁĒĝĎÁę× ęıÁʖĎÁ×ÁèċÙîÓę×Áí
ęôĝî½ÁĎĒę î½ę×ÁÙĎ½ ę  ęę×ÁÒôĝî½ ęÙôî î½ę×Áݠî¸Áę×Áíĝċę×Áí ęĝĎÙęij¸ĝĎİÁɼʔ

“Ùę× îôİÁϠϸ×ÙîÓ ċċĎô ¸×ę× ęċĎôİÙ½ÁĒ Óèô· èİÙÁıôÒ èèę×Á¸ôíċ îijʖĒÁÒÒôĎęĒɷ
 ęÁĎċÙèè Ď¸ îę æÁĒĝ¸¸ÁĒĒÒĝèċĎôäÁ¸ęĒ î½ ċċèiję×Áíę×ĎôĝÓ×ôĝęę×Á¸ôíċ îijɼnĎÁİÙôĝĒèijɷ
 î èijęÙ¸ĒÁIJ¸ÁèèÁî¸Áí ij× İÁĒċĎĝîÓĝċÙîċô¸æÁęĒıÙę×ÁÒÒôĎęĒĒĝ¸× ĒĒĝċċèij¸× Ùî
 î èijęÙ¸ĒôĎí ĎæÁęÙîÓ î èijęÙ¸Ēɷ·ĝęę×ôĒÁęôôèĒí ijîôę× İÁę×Áî·ÁÁî ċċèÙÁ½ę×ĎôĝÓ×
ę×Á·ĝĒÙîÁĒĒĝîÙęɼʓWĝĎ î èijęÙ¸ĒĎô ½í ċĒ× İÁĎÁ èèijĒ×ôıÁ½ę×ÁċôıÁĎôÒɷʕ;ÁijɷÙÒ=ʖí
½ôÙîÓ î èijęÙ¸Ē×ÁĎÁɷÙęÙíċ ¸ęĒę×ÙĒ î½ÙęÙíċ ¸ęĒę×ÁÁîęÙĎÁİ èĝÁ¸× Ùîɼʖî½ĒôıÁʖİÁ
ĒÁÁî èôęôÒĒ¸ èÁ½ î èijęÙ¸Ē Ē ĎÁĒĝèęôÒ× İÙîÓę×ôĒÁĒęĎ ęÁÓÙÁĒɷʔ’ ıęÁĎĒ ijĒɼ

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 CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

Success With Customer ĒÁîĒÙęÙİÁ½ ę ę×Áij¸ôèèÁ¸ę î½ęĎ Ùî èèÁíċèôijÁÁĒÙî={ĒÁ¸ĝĎÙęij

ċĎ ¸ęÙ¸ÁĒʈĒÁÁ6ÙÓĝĎÁɜʉɼ

Data Depends on Keeping The Pivotal Roles of Data Security and Privacy
Customers’ Trust %İÁî íôĎÁ Ēôċ×ÙĒęÙ¸ ęÁ½ íÁ ĒĝĎÁĒ  ĎÁ Ùî ċè ¸Á ôĎ ĝî½ÁĎı ij
 ęíôĒęôĎÓ îÙĺ ęÙôîĒɼĒèÙÓ×ęí äôĎÙęij× İÁÙíċèÁíÁîęÁ½ôĎ

P
ractitioners in our recent Data & Analytics survey have
ÓôęęÁî ę×Á íÁíô ôî ½ ę  ĒÁ¸ĝĎÙęijɶ î èijęÙ¸Ē ½ÁċÁî½
ôî½ ę ʊ î½ÙÒę× ę½ ę ÙĒèôĒęôĎĒęôèÁîɷôĎÙÒ¸ĝĒ-
ęôíÁĎĒ î½ċ ĎęîÁĎĒ·Á¸ôíÁĎÁèĝ¸ę îęęôĒ× ĎÁ½ ę ·Á¸ ĝĒÁ
ôÒ¸ôî¸ÁĎîĒôİÁĎ×ôıÙęıÙèè·Á× î½èÁ½ɷę×Á½ ę ʌ½ĎÙİÁîÁîęÁĎ-
ċĎÙĒÁÙĒ ęĎÙĒæɼ
47%
4% 43% 44%
ôííôîʌĒÁîĒÁĒÁ¸ĝĎÙęijċĎ ¸ęÙ¸ÁĒ ĎÁıÙ½ÁĒċĎÁ ½ íôîÓĒĝĎ-
İÁij ĎÁĒċôî½ÁîęĒɼ  ĒęĎôîÓ í äôĎÙęij ʊ ɜəʾ ʊ ÁÙę×ÁĎ × İÁ ôĎ
 ĎÁ ċè îîÙîÓ ęô ½Áċèôij  ½İ î¸Á½  î èijęÙ¸Ē ęô ċĎÁ½Ù¸ę ¸ij·ÁĎʌ
ÙîęĎĝĒÙôîĎÙĒæĒɼQôĎÁę× î× èÒʈɛɚʾʉ ĎÁĝĒÙîÓôĎÙíċèÁíÁîęÙîÓ
 ¸ij·ÁĎĒÁ¸ĝĎÙęijÒĎ íÁıôĎæɼî½əɝʾ× İÁ ¸×ÙÁÒÙîÒôĎí ęÙôî
ĒÁ¸ĝĎÙęij ôÒľ¸ÁĎ ęô èÁ ½ ę×ÁĒÁ ÁÒÒôĎęĒɷ ıÙę×  îôę×ÁĎ ɗɞʾ ċè î-
îÙîÓôĎÙíċèÁíÁîęÙîÓę× ęĎôèÁʈĒÁÁ6ÙÓĝĎÁɝʉɼ
Figure 7: Security Frameworks and CISOs Take Hold
39%
37%

 ĎÁ ÙíċèÁíÁîęÙîÓ   ĎÁĒċôîĒÁ ċè î Ùî ¸ ĒÁ ę×ÁÙĎ ôĎÓ îÙĺ ęÙôî 33% 33%

ĒĝÒÒÁĎĒ ½ ę ·ĎÁ ¸×ɼuÁİÁîôĝęôÒɗɖÁÙę×ÁĎęĎ ¸æôĎ ĎÁ¸ĎÁ-
 ęÙîÓę×ÁíÁ îĒęôęĎ ¸æı×ÁĎÁĒÁîĒÙęÙİÁ½ ę ÙĒĒęôĎÁ½ɼuÙí-
Ùè Ďí äôĎÙęÙÁĒæÁÁċôĎ ĎÁċè îîÙîÓęô¸ĎÁ ęÁĝċ½ ęÁ½èÙĒęĒôÒ
23% 22%
19% 20% 20% 20%
16% 16%
14%
Figure 6: Data Breach Defenses Are Up 13% 15% 15%
13% 13% 14% 13%
12% 12%
11% 11% 11% 11% 11% 11%
10%10%
47% 7%
44% 43% 44%

39%
37%

33% 33%
Have response Track where all Keep updated Train all Apply advanced Use cybersecu- Employ a chief
plan in place data is stored list of sensitive employees in IT analytics to rity frameworks information
in case of data data types security risks predict cyber- (e.g., PCI, NIST) security officer
breach collected and practices intrusion risks

Currently do this Implementing 23%Planning Considering No activity Currently do this Implementing Planning Considering No activity
Currently do this 22%
Implementing Planning Considering No activity
19% 20% 20% 20%
16% are increasing
A slight majority of survey respondents 16%their data security
14% 13% 15% 15%
13% 13% maturity via implementation
14%of security frameworks, and nearly half have
13%or
12% 12% are hiring a CISO. A minority are using more sophisticated measures such as
11% 11% 11% 11% 11% 11%
10%10% applying analytics and AI to security.
7%
Percentages may not equal 100 due to rounding.

î èijęÙ¸Ē ċĎ ¸ęÙęÙôîÁĎĒ îÁÁ½ ęô ·Á  ı ĎÁ ôÒ ę×Á ÁîİÙĎôîíÁîę

Ùî ı×Ù¸× ę×Áij ½ô ·ĝĒÙîÁĒĒɼ %İÁî ¸ôíċ îÙÁĒ Ùî ę×Á ·ĝĒÙ-
Have response Track where all Keep updated Train all Apply advanced Use cybersecu- Employ a chief
plan in place data is stored list of sensitive employees in IT
îÁĒĒʌęôʌ·ĝĒÙîÁĒĒí ĎæÁęę× ę ĎÁîôęęÙÁ½ęôîÁÓ ęÙİÁċĝ·èÙ¸Ùęij
analytics to rity frameworks information
in case of data data types security risks — think of consumer
predictdata
cyber-breaches
(e.g., PCI,or controversies
NIST) about
security officer
breach collected and practices intrusion risks

Currently dothis
this Implementing Planning Considering Noactivity
activity
ę×Áı ijĒô¸Ù èíÁ½Ù îÁęıôĎæĒí î ÓÁĝĒÁĎ½ ę ʊíĝĒęîôęÁ
Currently do Implementing Planning Considering No Currently do this Implementing Planning Considering No activity

Organizations are moving toward solid, baseline data security practices, ¸ĝĒęôíÁĎĒʖ ×ÁÙÓ×ęÁîÁ½ ¸ôî¸ÁĎîĒ  ·ôĝę ½ ę  ĝĒÁɼ ʓ“×Áî
although many have yet to fully implement these measures.
Percentages may not equal 100 due to rounding.

10
 CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

Figure 8: Privacy Controls Have Room to Grow

ċĝ·èÙ¸ÙĺÁ½ ɘɖɗɞ ¸ôíċèÙ î¸Á ½Á ½èÙîÁ ÒôĎ ę×Á 7!nq ¸ ĝÓ×ę
41% Notify
Notify customers
customers how wehow
we use,
collect, collect, use, their
and share and share ę×Á  ęęÁîęÙôî
27% ôÒ íôĒę ôĎÓ îÙĺ ęÙôîĒɷ ıÙę×WeíôĎÁ
with GDPR
ę× î × èÒ
are fully compliant
information, and have and
their information, 25%
internal
have
employees
controls over
internal how
controls
use employees
the data
Ē ijÙîÓ ęę×ÁęÙíÁôÒę×ÁĒĝĎİÁiję× ęę×Áij× ½ÁÙę×ÁĎľîÙĒ×Á½
We are actively working
over how
on GDPR compliance
use the data
Notify customers how we ıÙę׸ôíċèÙ î¸ÁɷıÁĎÁıôĎæÙîÓôîÙęɷôĎıÁĎÁċè îîÙîÓęôıôĎæ
18%
25% collect, use, and share We are planning to
Notify customers how we
their information 16%
ôîÙęʈĒÁÁ6ÙÓĝĎÁɟʉɼ comply with GDPR
20% collect, use, and share 14%
14% their information
Implemented data privacy GDPR is not a requirement
measures but have not yet but may guide our
communicated themdata privacy
Implemented
measures but have not
externally
ʓ{×ÙĒ ÙĒ  ¸ęĝ èèij   ęĎÁíÁî½ôĝĒ íôíÁîę ęô ĎÁÙí ÓÙîÁ ı× ę
privacy policy

yet communicated them We have no plans

externally
It’s not an issue we are
concerned with
It’s not an issue we are
concerned with
Privacy efforts lag security efforts, with just 41% keeping customers
informed about data collection and use practices and also having
internal controls in place.
¸ôîĒĝíÁĎĒ ĒÁÁ · ½ îÁıĒ ĒęôĎÙÁĒ ôĝę ę×ÁĎÁ  ·ôĝę ę×ÙîÓĒ ę× ę
× ċċÁîɷ ę× ę ¸ î × İÁ   îÁÓ ęÙİÁɷ ĒċÙĎ èÙîÓ ÁÒÒÁ¸ę ôî ôę×ÁĎ
¸ôíċ îÙÁĒ  î½ ôę×ÁĎ Ùî½ĝĒęĎÙÁĒɷʔ Ē ijĒ QôĎÓ î ’ ıęÁĎɷ ¸×ÙÁÒ
 î èijęÙ¸Ē½ÙĎÁ¸ęôĎ ę ęÁĎċÙèè Ďɼ
ʓ“Á¸ îʖę½ô îijôÒę×ÙĒıôĎæıÙę×ôĝęęĎĝĒęıÙę×ôĝϸĝĒęôíÁĎĒ
 î½ę×Á·ĝĒÙîÁĒĒÁĒę× ęıÁĒÁĎİÁɷʔ’ ıęÁĎ ½½Ēɼʓî½ĒôıÁʖĎÁ
í æÙîÓĒĝĎÁę× ęıÁ× İÁ¸èÁ ĎèijÁĒę ·èÙĒ×Á½ĎÙÓ×ęĒęôĝĒÁę×Á
information and ensuring that that lineage and that right and
ę× ę ċÁĎíÙĒĒÙôî ÙĒ İÁĎij ¸èÁ Ď ıÙę× ÁİÁĎij ęijċÁ ôÒ ½ ę  ę× ę ıÁ
ĝĒÁ î½ÁİÁĎij½ ę ĒôĝϸÁę× ęıÁ ¸¸ÁĒĒɼʔ
“×ÙèÁ ôĎÓ îÙĺ ęÙôîĒ  ĎÁ ċĝĎĒĝÙîÓ ½ ę  ĒÁ¸ĝĎÙęij ıÙę× ĒôíÁ
ĝĎÓÁî¸ijɷę×ÁÙĎÁÒÒôĎęĒôîċĎÙİ ¸ijè ÓɼHĝĒęɚɗʾôÒĎÁĒċôî½ÁîęĒ
Ē ij ę×Áij æÁÁċ ¸ĝĒęôíÁĎĒ ÙîÒôĎíÁ½  ·ôĝę ½ ę  ¸ôèèÁ¸ęÙôî  î½
× İÁÙîęÁĎî è¸ôîęĎôèĒÙîċè ¸ÁɼʈĒÁÁ6ÙÓĝĎÁɞʉɼ
½ ę ʌ¸ÁîęĎÙ¸ôĎÓ îÙĺ ęÙôîĒĒ×ôĝè½èôôæèÙæÁ î½ı× ęę×Á¸ĝĒ-
for compliance
ęôíÁĎ ÁIJċÁĎÙÁî¸Á Ē×ôĝè½ ·Áɷʔ Ē×Á Ē ijĒɼ “×ÙèÁ ôĎÓ îÙĺ ęÙôîĒ
íĝĒę  ¸ę Ùî  ¸¸ôĎ½ î¸Á ıÙę× ę×ÁÙĎ ľ½ĝ¸Ù Ďij ĎÁĒċôîĒÙ·ÙèÙęÙÁĒ
ęô¸ôíċèijıÙę×ĎÁÓĝè ęÙôîĒɷ·ĝĒÙîÁĒĒèÁ ½ÁĎĒ¸ î èĒôĒę Ďęęô
Ùí ÓÙîÁ ıôĎè½Ùîı×Ù¸×ĎÁĒċÁ¸ęÙîÓċĎÙİ ¸ij î½·ĝÙè½ÙîÓęĎĝĒę
ıôĎæĒęôę×ÁÙĎ ½İ îę ÓÁɼ
=î ę×ÙĒ ÁîİÙĎôîíÁîęɷ ¸ôíċ îÙÁĒ ę× ę ľÓĝĎÁ ôĝę ı ijĒ ęô ĝĒÁ
½ ę ę× ęċĎôİÙ½Áİ èĝÁ î½Áî× î¸Áę×ÁęĎĝĒęôÒę×ÁÙϸĝĒęôí-
ÁĎĒıÙèèÓ Ùî îÁ½ÓÁɼ7ÙİÁîę×ÁôċęÙôîʓęô· îæıÙę× ¸ôíċ îij
ı×ÁĎÁijôĝ½ôîʖęæîôıı×ÁĎÁijôĝĎ½ ę ʖĒÓôÙîÓ î½ijôĝ½ôîʖę
æîôı×ôıÙęʖĒ·ÁÙîÓĝĒÁ½ôĎʆęô½ô·ĝĒÙîÁĒĒʇıÙę×ôîÁı×ôĒ ijĒɷ
ʕ•ôĝ æîôıɷ ıÁ  ¸ęĝ èèij ı îę   ċ ĎęîÁĎĒ×Ùċ ıÙę× ijôĝ  î½ ıÁ
ı îęęô·Á ·èÁęôôÒÒÁĎijôĝę×Á·ÁĒęċôĒĒÙ·èÁÁIJċÁĎÙÁî¸Áɷ î½
ęô½ôę× ęɷ×ÁĎÁʖĒı× ęıÁ Ēæ î½ę×ÙĒÙĒijôĝϸ×ôÙ¸ÁɷʖʔċÁôċèÁ
ıÙèè·ÁíôĎÁÙî¸èÙîÁ½ęô¸×ôôĒÁę×ÁĒÁ¸ôî½ɷ%ęèÙîÓÁĎĒ ijĒɼ
Trust Is Fragile — Handle With Care
íôîÓ èÁ ½ÙîÓ  î èijęÙ¸Ē ċĎ ¸ęÙęÙôîÁĎĒɷ ę×ÁĎÁ  ĎÁ   îĝí·ÁĎ
ı×ô ĒęĎÙİÁ ęô ¸ĎÁ ęÁ Ēĝ¸× ęĎĝĒęÙîÓ ĎÁè ęÙôîĒ×ÙċĒɼ Ē íÙÓ×ę ·Á
ÁIJċÁ¸ęÁ½ɷ í îij ¸ î ·Á Òôĝî½ Ùî Ùî½ĝĒęĎÙÁĒ èÙæÁ ľî î¸Ù è

Figure 9: GDPR Has Gained Attention

The Opportunity to Build Customer Trust Based on Data
41% Notify customers how we
“×ÙèÁĒôíÁí ijİÙÁıċĎÙİ ¸ijĎÁÓĝè ęÙôîĒĒĝ¸× Ēę×Á%ĝĎôċÁ-
collect, use, and share their 27% We
Weare
with
fully
are
GDPR
compliant
fully compliant
information, and have with GDPR
25%
 îîÙôî7ÁîÁĎ è! ę nĎôęÁ¸ęÙôîqÁÓĝè ęÙôîʈ7!nqʉ Ē ½½Á½
internal controls over how
employees use the data We
Weare actively
are working
actively working
on
onGDPR
GDPR compliance
compliance
·ĝĎÁ ĝ¸Ď ęÙ¸ô·èÙÓ ęÙôîĒɷôę×ÁĎĒĒÁÁę×Áí Ē îôċċôĎęĝîÙęijęô
Notify customers how we
25% collect, use, and share
18% We are planning to to
16% We are planning
·ĝÙè½ęĎĝĒęıÙę׸ĝĒęôíÁĎĒɼuĝĒ î%ęèÙîÓÁĎɷ îÙî½ĝĒęĎij î èijĒę
their information
14%
comply
complywith GDPR
with GDPR
20%
14%
 ęę×ÁèęÙíÁęÁĎ7ĎôĝċɷÒ èèĒÙîęôę×Áè ęęÁϸ íċɼ
Implemented data privacy GDPR is not a requirement
GDPR is not a require-
measures but have not yet but may guide our
ment but may guide our
communicated them privacy policy
privacy policy
externally
We have no plans
Etlinger observes that both business It’s
leaders and
not an issue we areconsumers
We have no plans for
for compliance
concerned with
compliance
 ĎÁ·Á¸ôíÙîÓíôĎÁ ı ĎÁôÒę×Áí îijı ijĒę×ÁÙĎ½ ę ÙĒĝĒÁ½
 î½·ÁÓÙîîÙîÓęôĝî½ÁĎĒę î½ę×ÁÙíċ ¸ęę× ę½ ę ĝĒÁ× Ēôî
GDPR has the attention of most survey respondents, with more than half
ę×ÁÙĎ èÙİÁĒɷ ę×ÁÙĎ ·ĝĒÙîÁĒĒÁĒɷ  î½ Ēô¸ÙÁęijɼ Ē Ēĝ¸×ɷ ę×Á ıÙ½Áèij saying they have finished or are planning or working on compliance.

11
CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE
ĒÁĎİÙ¸ÁĒ î½×Á èę׸ ĎÁɼ“×ÙèÁę×ÁĒÁ ĎÁɷôÒ¸ôĝĎĒÁɷÓôİÁĎîÁ½
·ij ĒęÙÒÒÁĎ ĎÁÓĝè ęÙôîĒɷ Ēĝ¸¸ÁĒĒ Ùî ę×ÁĒÁ ĒÁ¸ęôĎĒ × Ē èôîÓ
½ÁċÁî½Á½ôîÁ ĎîÙîÓ î½ĎÁę ÙîÙîÓ½ÁÁċęĎĝĒęɷı×Áę×ÁĎıÙę× 
¸ĝĒęôíÁĎʖĒèÙÒÁĒ İÙîÓĒôĎ ċ ęÙÁîęʖĒ×Á èę×ɼ
ęuĝîLÙÒÁ6Ùî î¸Ù èɷ½ ę í î ÓÁíÁîęèÁ ½ÁĎĒİÙÁı7!nq Ē
 ĎÁÙîÒôϸÁíÁîęôÒę×ÁÙĎÁIJÙĒęÙîÓċĎ ¸ęÙ¸ÁĒɷĒ ijĒ%ĎÙ¸QôîęÁÙĎôɷ
ĒÁîÙôĎİÙ¸ÁċĎÁĒÙ½ÁîęôÒ¸èÙÁîęĒôèĝęÙôîĒɼ{×Áľî î¸Ù èĒÁĎİÙ¸ÁĒ
¸ôíċ îij × Ē   ¸×ÙÁÒ ċĎÙİ ¸ij ôÒľ¸ÁĎɷ ½ ę  ·ĎÁ ¸× îôęÙľ¸ ęÙôî
ċĎôęô¸ôèĒɷ  î½   ċĎÙİ ¸ij Ùíċ ¸ę  ĒĒÁĒĒíÁîę ʊ  èè ÁèÁíÁîęĒ
ĎÁčĝÙĎÁ½ ĝî½ÁĎ 7!nqɼ {×Á ¸ôíċ îij  èĒô × Ē Áí· ĎæÁ½ ôî  
ʓċè Ùî î½ĒÙíċèÁè îÓĝ ÓÁÙîÙęÙ ęÙİÁʔę× ęÙîę×Áċ ĒęijÁ Ď× Ē
ĎÁİÙÁıÁ½ɛɖɖĒę î½ Ď½èÁęęÁĎĒ¸ĝĒęôíÁĎĒĎÁ¸ÁÙİÁıÙę× îÁijÁ
ęôı Ď½ ÙíċĎôİÙîÓ ę×ÁÙĎ ¸è ĎÙęij  î½ íÙîÙíÙĺÙîÓ èÁÓ èÁĒÁɼ {×Á
ċĎÙíÁĎÁ ĒôîÒôĎę×ÁĒÁ ¸ęÙİÙęÙÁĒʊí Ùîę ÙîÙîÓ¸ĝĒęôíÁϸôî-
ľ½Áî¸ÁʊċĎÁ½ ęÁ½ę×ÁîÁıĎĝèÁĒɼ
ʓnÁôċèÁ ÓÙİÁ ĝĒ ę×ÁÙĎ ÓĎ î½æÙ½Ēʖ  î½ ÓĎÁ ęʌÓĎ î½æÙ½Ēʖ íôîÁijɼ
uôę×ÁijĎÁ èèijîÁÁ½ęô·Á ·èÁęôęĎĝĒęĝĒɷʔQôîęÁÙĎôĒ ijĒɼʓ{ĎĝĒę
is one of those things that is very hard to build and very easy to
èôĒÁɷ ĒıÁ× İÁ èèĒÁÁîÙîĎÁ¸ÁîęÁİÁîęĒÙîę×ÁíÁ½Ù ɼʔ
QôîęÁÙĎô Ē ijĒ uĝî LÙÒÁ ÒôèèôıĒ   ċôèÙ¸ij ôÒ ċĎôİÙ½ÙîÓ İ èĝÁ ÒôĎ
ı× ęÁİÁĎ½ ę ¸èÙÁîęĒĒ× ĎÁɼ{×Á¸ôíċ îijʖĒ½ÙÓÙę è·ÁîÁľęĒ Ē-
ĒÙĒę îęɷ ¸ èèÁ½ %èè ɷ ÙĒ  î ÁIJ íċèÁɼ %èè  ĝĒÁĒ   ĒÁę ôÒ ċĎÁ½Ù¸ęÙİÁ
models to “nudge” clients to take actions that are in their best
ÙîęÁĎÁĒęɷ Ēĝ¸×  Ē í IJÙíÙĺÙîÓ ĎÁęÙĎÁíÁîę ¸ôîęĎÙ·ĝęÙôîĒ ʈÙÒ ľ-
î î¸Ù è½ ę Ē×ôıĒę×Á¸èÙÁîęÙĒîôęʉ î½ĝĒÙîÓ î¸Ùèè Ďij×Á èę×
¸ ĎÁĒÁĎİÙ¸ÁĒʈèÙæÁ ¸×ÙĎôċĎ ¸ęôĎôĎıÁèèîÁĒĒċĎôÓĎ íʉęנ긠î
ÙíċĎôİÁ ę×Á ċÁĎĒôîʖĒ čĝ èÙęij ôÒ èÙÒÁ · ĒÁ½ ôîɷ ÒôĎ ÁIJ íċèÁɷ ę×Á
ĒęĎÁĒĒÙî×ÁĎÁîęÙîę×ÁċÁĎĒôîʖĒäô·ɼ{×ÁľĎíʖĒĒ ęÙĒÒ ¸ęÙôîĒ¸ôĎÁĒ
Ùî¸ĎÁ ĒÁĒÙÓîÙľ¸ îęèijʊɘɝċôÙîęĒÙî RÁęnĎôíôęÁĎu¸ôĎÁĒ¸ èÁ
ʊı×Áî%èè ÁîÓ ÓÁĒċĎô ¸ęÙİÁèijıÙę×ę×ÁĒÁ¸èÙÁîęĒɷ×ÁĒ ijĒɼ
;Á èę׸ ĎÁÙĒ îÙî½ĝĒęĎijÙîı×Ù¸×èÁ ½ÁĎĒ× İÁÁIJċÁĎÙÁî¸ÁÙî
Óĝ Ď½ÙîÓ¸ĝĒęôíÁĎ½ ę ɼ!Ďɼ{Ùíôę×ijĎôîÁɷíÁ½Ù¸ è½ÙĎÁ¸ęôĎɷ
·ĝĒÙîÁĒĒÙîęÁèèÙÓÁî¸Á î½ÁîęÁĎċĎÙĒÁ î èijęÙ¸Ēɷ ęę×ÁèÁİÁè î½
èÙîÙ¸ɷ Ē ijĒ ę×Á ôĎÓ îÙĺ ęÙôî ę æÁĒ   ¸ ĝęÙôĝĒ  ċċĎô ¸× ıÙę×
ÙęĒ½ ę í î ÓÁíÁîęɷÁİÁî ĒôċċôĎęĝîÙęÙÁĒęôĒ× ĎÁ½ ę ıÙę×
ôĝęĒÙ½Áċ ĎęÙÁĒċĎôíÙĒÁęôijÙÁè½îÁı×Á èę×ÙîĒÙÓ×ęĒę× ę¸ôĝè½
12
“We view ourselves as a customer-
first company, and we are nothing
without our customers’ success —
and then their trust, ultimately.”
MORGAN VAWTER, CATERPILLAR
·ÁîÁľęċ ęÙÁîęĒʊ î½ÁİÁî ĒĒôíÁÁîę×ĝĒÙ ĒęÙ¸ċ ęÙÁîęĒı îę
to share more of their data.
“×ijɽÁ¸ ĝĒÁɷ ĒĎôîÁÁIJċè ÙîĒɷÁİÁîÙÒċ ęÙÁîęĒęĎĝĒę×Á èę×
¸ ĎÁ ċĎôİÙ½ÁĎĒ íôĎÁ ę× î ĒôíÁ ôę×ÁĎ ·ĝĒÙîÁĒĒÁĒ ę× ę í æÁ
×Á ½èÙîÁĒıÙę×½ ę ·ĎÁ ¸×ÁĒɷʓ=ę×Ùîæę× ęɷ ęę×ÙĒċôÙîęɷę× ęʖĒ
 ċĎÙİÙèÁÓÁıÁĒęÙèè× İÁę×ÁôċċôĎęĝîÙęijęôèôĒÁɼʔ
{× ęÙĒ ċĎĝ½Áîę ċċĎô ¸×ɼ“× ęę×ÁîÁı7!nqĎÁčĝÙĎÁíÁîęĒ
 ĎÁÁÒÒÁ¸ęÙİÁèij½ôÙîÓÙĒċĝĒ×ÙîÓĎÁę ÙèÁĎĒ î½ôę×Áϸôíċ îÙÁĒ
ęô·ÁíôĎÁèÙæÁôĎÓ îÙĺ ęÙôîĒÙî×Á èę׸ ĎÁ î½ľî î¸Ù èĒÁĎ-
İÙ¸ÁĒɷĒ ijĒ!Á î··ôęęɷ¸ôʌÒôĝî½ÁĎ î½¸×ÙÁÒ½ ę Ē¸ÙÁîęÙĒę ę
SmarterHQ.
ʓ7!nq ½ôÁĒ İÁĎij Óôô½ ę×ÙîÓĒ ÒôĎ ¸ôîĒĝíÁĎĒɷ ôÒ ¸ôĝĎĒÁɷ ·ĝę
ę×ÁĎÁʖĒ èôęôÒ·ÁĒęċĎ ¸ęÙ¸ÁĒÙîę×ÁĎÁÓĝè ęÙôîĒɷʔ··ôęęĒ ijĒɷ
îôęÙîÓ ę× ę ę×Á  ½½ÙęÙôî è ęĎ îĒċ ĎÁî¸ij ĎÁċĎÁĒÁîęĒ   ĒęĎôîÓ
ĒęÁċɼ=ęíÁ îĒę× ę½ ę Ē¸ÙÁîęÙĒęĒ× İÁęô·ÁĎÁ ½ijęôîôęôîèij
äĝĒęÙÒiję×ÁÙĎĝĒÁôÒ¸ĝĒęôíÁĎ½ ę Ùî èÓôĎÙę×íĒɷ·ĝę·ÁĎÁ ½ij
ęô ¸ôííĝîÙ¸ ęÁ ×ôı  î½ ı×ij ę×Áij  ĎÁ ½ôÙîÓ Ùęɼ {×Á ÙíċôĎ-
ę î¸ÁôÒę× ęęĎ îĒċ ĎÁî¸ij î½½ ę ĒęÁı Ď½Ē×ÙċôîèijÓĎôıĒ Ē
ôĎÓ îÙĺ ęÙôîĒʖĝĒÁôÒ î èijęÙ¸ĒÁİôèİÁĒęô=·ij ĝęôí ęÙîÓę×Á
models and adding learning elements.
î½ ę× ę íÁ îĒ  î èijęÙ¸Ē ċĎôÒÁĒĒÙôî èĒ îÁÁ½ ęô íôîÙęôĎ ę×Á
ÁİôèİÙîÓĒô¸Ù è¸ôîęĎ ¸ęÒôĎĝĒÙîÓ½ ę ęô¸ĝĒęôíÁĎĒʖ·ÁîÁľęɼ
ʓ“ÁİÙÁıôĝĎĒÁèİÁĒ Ē ¸ĝĒęôíÁĎʌľĎĒę¸ôíċ îijɷ î½ıÁ ĎÁ
îôę×ÙîÓıÙę×ôĝęôĝϸĝĒęôíÁĎĒʖĒĝ¸¸ÁĒĒʊ î½ę×Áîę×ÁÙĎęĎĝĒęɷ
ĝèęÙí ęÁèijɷʔĒ ijĒ ęÁĎċÙèè ĎʖĒ’ ıęÁĎɼʓî½ÙÒıÁʖĎÁîôę¸ĎÁ ęÙîÓ
İ èĝÁÒĎôíę×Á½ ę ę× ęıÁʖĎÁ¸ôèèÁ¸ęÙîÓÒĎôíę×Áíɷę×ÁîıÁ
shouldn’t be using it at all.” O
 CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

I N D U ST RY S N A P S H OT

DataSF Teaches the Art of Asking

Analytical Questions

! ę u6ɷę×Á î èijęÙ¸ĒÓĎôĝċÒôĎę×Á¸Ùęij î½¸ôĝîęijôÒu î6Ď î¸ÙĒ¸ôɷÙĒęÁ ¸×ÙîÓċÁôċèÁ
ę×ĎôĝÓ×ôĝęę×ÁÓôİÁĎîíÁîęęôľî½ôċċôĎęĝîÙęÙÁĒÒôĎ ½İ î¸Á½ î èijęÙ¸Ēɼ=ęʖĒ½ôÙîÓę× ę
·ijęÁ ¸×ÙîÓèô¸ èôÒľ¸Ù èĒ×ôıęôÒĎ íÁčĝÁĒęÙôîĒę× ęę ċ½ ę  î½ę×Á îĒıÁĎĒęנ긠î
ÙíċĎôİÁċĝ·èÙ¸ĒÁĎİÙ¸ÁĒɼ

{× ę ċċĎô ¸×× ĒèÁ½ęôċĎôäÁ¸ęĒĒĝ¸× ĒıôĎæıÙę×ę×Á!Áċ ĎęíÁîęôÒnĝ·èÙ¸;Á èę×ęô
ĝî½ÁĎĒę î½ı× ęÙĒ½ĎÙİÙîÓę×Á¸ôĒęôÒÙęĒíÁîę è×Á èę×ċĎôÓĎ íĒɼ! ę u6 èĒô×ÁèċÁ½ę×Á
¸Ùęij ½íÙîÙĒęĎ ęôĎʖĒôÒľ¸Áľî½ôċċôĎęĝîÙęÙÁĒÒôĎĿÁÁęİÁ×Ù¸èÁĒ× ĎÙîÓęôÙíċĎôİÁĝĒÁôÒ
İÁ×Ù¸èÁĒɷèÁ ½ÙîÓęô·ôę×èôıÁϸôĒęĒÒôĎę×Á¸Ùęij î½ÓĎÁÁîÁĎí î ÓÁíÁîęôÒę×ÁĿÁÁęɼ
Joy Bonaguro,
former chief data officer,
city and county of ʓ=ęʖĒ ·ôĝę½ÁİÁèôċÙîÓę×ÁôĎÓ îÙĺ ęÙôî èíĝĒ¸èÁ ¸ĎôĒĒ èèę×ôĒÁ½ÙÒÒÁĎÁîęĒÁĎİÙ¸ÁèÙîÁĒęô
San Francisco  ĒæčĝÁĒęÙôîĒę× ę ĎÁ íÁî ·èÁęô½ ę Ē¸ÙÁî¸ÁɷʔÁIJċè ÙîĒHôijôî ÓĝĎôɷı×ôı Ē¸×ÙÁÒ½ ę 
ôÒľ¸ÁĎÒôĎę×Á¸Ùęij î½¸ôĝîęijôÒu î6Ď î¸ÙĒ¸ô ęę×ÁęÙíÁĒ×Áı ĒÙîęÁĎİÙÁıÁ½ÒôĎę×ÙĒ
ĎÁċôĎęɼ{×Áô·äÁ¸ęÙİÁÙĒęô×Áèċ¸èÙÁîęĒıÙę×ÙîÓôİÁĎîíÁîęĒċôęôċċôĎęĝîÙęÙÁĒęôĝĒÁ= î½
½ ę Ē¸ÙÁî¸ÁıÙę×Ùîę×ÁÙĎôıîİÁĎęÙ¸ èĒɼ

“
If we train our departments to spot data
GOVERNMENT

science opportunities, then that’s how we

spread it throughout the organization.
”
ʓ“ÁʖİÁ½ÁİÁèôċÁ½ĒôíÁę×ÙîÓ¸ èèÁ½ ċĎôäÁ¸ęęijċôèôÓiję× ęıÁĝĒÁęô×ÁèċĒôèÙ¸Ùę î½½ÁľîÁ
½ ę Ē¸ÙÁî¸ÁčĝÁĒęÙôîĒıÙę×ôĝĎ½Áċ ĎęíÁîęĒɼuôıÁ½ôîʖęĒ ijɷʕ;Áijɷ½ôijôĝı îęęô½ô= î½
½ ę Ē¸ÙÁî¸Áɽʖ“ÁĒ ijɷʕ;ÁĎÁ ĎÁę×ÁæÙî½ĒôÒčĝÁĒęÙôîĒɷ î½×ÁĎÁ ĎÁ ·ĝî¸×ôÒÁIJ íċèÁĒ
ę× ęıÁ¸ î×Áèċijôĝ îĒıÁĎɷʖʔôî ÓĝĎôÁIJċè ÙîĒɼʓ=ÒıÁęĎ ÙîôĝĎ½Áċ ĎęíÁîęĒęôĒċôę½ ę 
Ē¸ÙÁî¸ÁôċċôĎęĝîÙęÙÁĒɷę×Áîę× ęʖĒ×ôııÁĒċĎÁ ½Ùęę×ĎôĝÓ×ôĝęę×ÁôĎÓ îÙĺ ęÙôîɼʔ

ôî ÓĝĎô¸ĎÁ½ÙęĒę×ÁıôĎæôÒôę×ÁĎĒÙîę×Áċĝ·èÙ¸ĒÁ¸ęôĎɷÙî¸èĝ½ÙîÓRÁıWĎèÁ îĒʖRWL-
èijęÙ¸Ēɷı×ٸ׽ÁİÁèôċÁ½ î î èijęÙ¸ĒęôċôèôÓiję× ęĒċÁ æĒęô¸ôííôî·ĝĒÙîÁĒĒċĎô·èÁíĒɼ
! ę u6× ĒċôĒęÁ½ îôîèÙîÁÙîÒôĎí ęÙôîĒ×ÁÁęęנ긠ęÁÓôĎÙĺÁĒę×ÁæÙî½ĒôÒċĎô·èÁíĒ½ ę 
Ē¸ÙÁî¸Á¸ îĒôèİÁɷĒĝ¸× Ēľî½ÙîÓę×ÁîÁÁ½èÁÙî × ijĒę ¸æʈľÓĝĎÙîÓôĝęı×ÁĎÁęô½ÙĎÁ¸ę
èÙíÙęÁ½ĎÁĒôĝϸÁĒʉɷċĎÙôĎÙęÙĺÙîÓ · ¸æèôÓɷĿ ÓÓÙîÓÙíċôĎę îęÙęÁíĒÁ ĎèijÒôĎ ¸ęÙôîɷʂ
ęÁĒęÙîÓʈęôľî½ôĝęı×ٸ׸ôííĝîÙ¸ ęÙôîĒęijèÁıôĎæĒ·ÁĒęʉɷ î½ôċęÙíÙĺÙîÓĎÁĒôĝϸÁĒɼ

13
CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

I N D U ST RY S N A P S H OT

Cross-Functional Teamwork Improves

Predictive Models at Barclays US

nĝęęÙîÓ î èijęÙ¸ĒÁIJċÁĎęĒĒ×ôĝè½ÁĎęôĒ×ôĝè½ÁĎıÙę×·ĝĒÙîÁĒĒ½ôí ÙîÁIJċÁĎęĒ½ôÁĒîʖęäĝĒę
·ĝÙè½ ĒęĎôîÓÁϸĝèęĝĎÁɼę Ď¸è ijĒuɷÙę× Ē·ĝÙèę·ÁęęÁĎ î èijęÙ¸Ēɼ

{×ÁċĎÙí ĎijÒô¸ĝĒôÒ î èijęÙ¸Ē ęę×Á· îæ î½¸ĎÁ½Ùę¸ Ď½ÙĒĒĝÁĎÙĒę×Á¸ĝĒęôíÁĎäôĝĎîÁij
ʊÓÁęęÙîÓęôę×ÁĎÙÓ×ę¸ĝĒęôíÁĎ ęę×ÁĎÙÓ×ęęÙíÁıÙę×ę×ÁĎÙÓ×ęæÙî½ôÒôÒÒÁĎɷ ¸¸ôĎ½ÙîÓęô
’ÙĒ× èQôĎ½ÁɷİÙ¸ÁċĎÁĒÙ½ÁîęôÒ½ ę Ē¸ÙÁî¸Á î½ ½İ î¸Á½ î èijęÙ¸Ēɼʓ=Òijôĝ¸ î ¸ęĝ èèij
 ¸×ÙÁİÁę× ęɷÙęıÙèèí æÁijôĝĎ·ĝĒÙîÁĒĒíôĎÁċĎôľę ·èÁɼî½ijôĝϸĝĒęôíÁĎĒıÙèè·Á× ċċij
·Á¸ ĝĒÁę×ÁijʖĎÁÓÁęęÙîÓı× ęę×ÁijʖĎÁĎÁ èèijèôôæÙîÓÒôĎɼʔ

Vishal Morde,
vice president of data
science and advanced
analytics, Barclays US
æÁij¸ôíċôîÁîęôÒę×Á¸ôíċ îijʖĒ î èijęÙ¸Ē ċċĎô ¸×ÙĒęôę ċ·ĝĒÙîÁĒĒ½ôí ÙîÁIJċÁĎęÙĒÁ
ę×ĎôĝÓ×ôĝę ċĎôäÁ¸ęɷQôĎ½ÁĒ ijĒɼ
 Ď¸è ijĒu× ĒÙîęÁÓĎ ęÁ½·ĝĒÙîÁĒĒċÁôċèÁÙîęôę×Á î èijęÙ¸ĒċĎô¸ÁĒĒ·ij¸ĎÁ ęÙîÓ ½ ę Ē¸Ù-
Áî¸Áè · î½ĒÁęęÙîÓĝċ ¸ĎôĒĒʌÒĝî¸ęÙôî èęÁ íę× ęÙî¸èĝ½ÁĒ·ĝĒÙîÁĒĒôıîÁĎĒɼʓ{×ÁijıÁĎÁ
ċ ĎęôÒę×Á¸ĎÁ ęÙôîôÒę×ÙĒ½ ę Ē¸ÙÁî¸Áè ·ɷʔQôĎ½ÁÁIJċè ÙîĒɼʓÁ¸ ĝĒÁę×ÁijʖĎÁÒ ÙĎèijÙîęÁ-
ÓĎ ęÁ½ĝċÒĎôîęɷıÁ¸ôĝè½ ¸ęĝ èèijîôıĒÁęĝċę×ÙĒı×ôèÁÁîİÙĎôîíÁîęɷĒÁęĝċċĎôäÁ¸ęĒı×Ù¸×
ıôĝè½ ¸ęĝ èèij½ÁèÙİÁĎİ èĝÁ î½×Áèċę×ÁíęôĒôèİÁę×Á·ĝĒÙîÁĒĒċĎô·èÁíɼʔ

“
You’re actually incorporating years and years of
expert knowledge that people gathered about consumer

”
behavior and consumer needs and wants.
SERVICES
FINANCIAL

6ôĎÁIJ íċèÁɷ ċĎôäÁ¸ęęô¸ĎÁ ęÁ ·ÁęęÁĎċĎÁ½Ù¸ęÙİÁíô½ÁèÒôĎ½ÁęÁĎíÙîÙîÓı×ôıÙèèĎÁĒċôî½
ęô ¸ÁĎę ÙîæÙî½ôÒôÒÒÁĎÙî¸èĝ½Á½·ôę×½ ę Ē¸ÙÁîęÙĒęĒ î½ ¸čĝÙĒÙęÙôîí ĎæÁęÙîÓĒę ÒÒɼʓ{×Á
½ ę Ē¸ÙÁîęÙĒęıôĝè½Ē ijɷʕ;Áijɷ=ʖíèôôæÙîÓ ęę×ÙĒ½ ę ɷ î½ę×ÁĎÁʖĒĒôíÁĒÁ Ēôî èÙęijęôÙęɼʖ
î½ ·ĝĒÙîÁĒĒċÁĎĒôîıÙèèĒ ijɷʕ•Á ×ɷę× ęí æÁĒĒÁîĒÁɼ=ę× Ēęô·Áę×Á×ôèÙ½ ijĒÁ Ēôîɼ
{× ęʖĒı×ÁĎÁċÁôċèÁĒę ĎęĎÁĒċôî½ÙîÓɼʖʔ

Á¸ ĝĒÁÙîęÁĎ ¸ęÙôîĒèÙæÁę×ÙĒıÁĎÁ× ċċÁîÙîÓÁ ĎèÙÁĎÙîę×ÁċĎô¸ÁĒĒɷ·ÁÒôĎÁ½ ę Ē¸ÙÁîęÙĒęĒ
 ¸ęĝ èèijċĎô½ĝ¸Á½ íô½Áèɷę×ÁęÁ íĒıÁĎÁ ·èÁęôċĎô½ĝ¸Á·ÁęęÁĎíô½ÁèĒíôĎÁčĝÙ¸æèijɷ
QôĎ½ÁĒ ijĒɼiję ċċÙîÓę×Á¸ôîĒĝíÁĎÙîĒÙÓ×ę î½ĒôíÁôÒę×Á îÁ¸½ôę è×ijċôę×ÁĒÁĒę× ę
·ĝĒÙîÁĒĒÁIJċÁĎęĒ× İÁɷ î½ęÁĒęÙîÓę×ÁíôĝęıÙę× ½İ î¸Á½½ ę Ē¸ÙÁî¸ÁíÁę×ô½Ēɷ Ď¸è ijĒ
uı Ē ·èÁęôÙíċĎôİÁċĎÁ½Ù¸ęÙôîċôıÁĎĒÙÓîÙľ¸ îęèijʊÙîĒôíÁ¸ ĒÁĒ·ijɛɖʾɷ×Á ½½Ēɼ

“ÙîĒèÙæÁę× ę½ôîʖę¸ôíÁÒĎôíäĝĒę½ ę ɷíÁę×ô½ĒɷôĎ î èijęÙ¸ĒęôôèĒɷQôĎ½ÁĒ ijĒɶʓ=ęı Ē
ę× ęıÁıÁĎÁ ·èÁęôęĎ îĒÒÁĎĒôíÁôÒę×Á½ôí ÙîæîôıèÁ½ÓÁÒĎôíę×Áí ĎæÁęÙîÓÒôèæĒÙîęô
ôĝĎíô½ÁèĒɼ•ôĝʖĎÁ ¸ęĝ èèijÙî¸ôĎċôĎ ęÙîÓijÁ ĎĒ î½ijÁ ĎĒôÒÁIJċÁĎęæîôıèÁ½ÓÁę× ęċÁôċèÁ
Ó ę×ÁĎÁ½ ·ôĝę¸ôîĒĝíÁĎ·Á× İÙôĎ î½¸ôîĒĝíÁĎîÁÁ½Ē î½ı îęĒɼʔ

14
 CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

Building Trust in 1. WîÁ ÙĒ × İÙîÓ   ¸èÁ Ď èÁ ½ÁĎ ÒôĎ ę×Á ¸ôíċ îijʖĒ  î èijęÙ¸Ē
ÁÒÒôĎęɶəəʾôÒę×ôĒÁı×ôĎÁċôĎęę× ęę×ÁÙĎôĎÓ îÙĺ ęÙôî× Ē ¸×ÙÁÒ

Innovation by Creating ½ ę ôÒľ¸ÁĎôĎ ¸×ÙÁÒ î èijęÙ¸ĒôÒľ¸ÁĎ ĎÁíôĎÁèÙæÁèijęôĒ iję×Áij

ÒĎÁčĝÁîęèijôĎ èı ijĒ× İÁę×Á½ ę ę×ÁijîÁÁ½ÒôĎ½Á¸ÙĒÙôîĒɼ{×Á
a Culture of Inquiry and Ē íÁ¸ôĎĎÁè ęÙôîÙĒċĎÁĒÁîęÒôĎę×ÁəɟʾôÒĎÁĒċôî½ÁîęĒı×ôĎÁċôĎę

Experimentation that their organizations have centralized data analytics functions.

ʈ!ÁĒċÙęÁ ę×ÙĒ ľî½ÙîÓɷ ôîÁ ĒÙĺÁ í ij îôę ľę  èèɶ uôíÁ  î èijęÙ¸Ē
èÁ ½ÁĎĒľî½ ½ÙĒęĎÙ·ĝęÁ½ ċċĎô ¸×ÙĒĎÙÓ×ęÒôĎę×ÁÙĎÁîęÁĎċĎÙĒÁɼʉ

G
ame-changing insights can result from investments in
½ ę ÙîÒĎ ĒęĎĝ¸ęĝĎÁɷę èÁîęɷ î½ęÁ¸×îôèôÓijɼĝęĒÙíċèij
2. {×Á ĒĝĎİÁij  èĒô Òôĝî½ ę× ę Ùî í îij ôĎÓ îÙĺ ęÙôîĒɷ èÁ ½ÁĎĒ
ÓÁîÁĎ ęÙîÓ î èijęÙ¸ èľî½ÙîÓĒÙĒîôęę×ÁĝèęÙí ęÁÓô è
 ĎÁċè ijÙîÓ îÙíċôĎę îęĎôèÁÙîĝĒÙîӠנíċÙôîÙîÓ î èiję-
ôÒę×Á î èijęÙ¸ĒèÁ ½ÁĎĒıÁÙîęÁĎİÙÁıÁ½ÒôĎę×ÙĒijÁ ĎʖĒ! ę ˂î-
Ù¸Ēɼ;ôıÁİÁĎɷèÁ ½ÁĎĒʖ ¸ęÙôîĒí ij·ÁĒèÙÓ×ęèijèôĝ½ÁĎę× îę×ÁÙĎ
 èijęÙ¸ĒĎÁċôĎęɼèèę×ôĒÁÙîİÁĒęíÁîęĒęĎĝèijċ ijôÒÒı×ÁîċÁôċèÁ
ıôĎ½Ēɶ{×Áij ċċÁ Ďęô·ÁíôĎÁèÙæÁèijęôĒÁÁæôĝę½ ę  î½ĝĒÁÙę
ę×ĎôĝÓ×ôĝę îôĎÓ îÙĺ ęÙôî ¸¸Áċęę×ôĒÁÙîĒÙÓ×ęĒ î½ċĝęę×Áí
Ùî½Á¸ÙĒÙôîʌí æÙîÓę× îęô¸× íċÙôî î èijęÙ¸ĒôϸĎÁ½ÙęÙęıÙę×
ęôıôĎæęôí æÁ½Á¸ÙĒÙôîĒɷĎÁ½ÁĒÙÓî·ĝĒÙîÁĒĒċĎô¸ÁĒĒÁĒɷ î½ĎÁ-
½ÁèÙİÁĎÙîÓ·ĝĒÙîÁĒĒĎÁĒĝèęĒʈĒÁÁ6ÙÓĝĎÁɗɖʉɼLÁ ½ÁĎĒ×ÙċĒĝċċôĎęÙĒ
ę×ÙîæĒęĎ ęÁÓijɼuôɷı× ę ĎÁĒôíÁę ¸ęÙ¸ĒĝĒÁ½ęô¸ĎÁ ęÁ ¸ĝèęĝĎÁ
 èĒôĒôÒęÁĎı×ÁîÙę¸ôíÁĒęôċĎÙôĎÙęÙĺÙîÓÙîİÁĒęíÁîęÙî î èijęÙ¸Ēɼ
Ùîı×Ù¸×ċÁôċèÁ ĒæčĝÁĒęÙôîĒɷĒÁÁæ½ ę  î½ î èijęÙ¸Ēęנ긠î
×Áèċ îĒıÁĎę×ôĒÁčĝÁĒęÙôîĒɷ î½ę×Áî ċċèiję×ÁĎÁĒĝèęĒɽ Figure 10: Leaders Set the Tone for Analytics Adoption
How often do leaders:
 Ď¸è ijĒu ċċôÙîęÁ½ î î èijęÙ¸ĒèÁ ½ÁĎÒôĎÁ ¸×·ĝĒÙîÁĒĒĝîÙę Prioritize 11%
Leaders at
Prioritize
investments inin the majority
 î½ÙîĒę èèÁ½¸ĎôĒĒʌÒĝî¸ęÙôî èęÁ íĒí ½ÁĝċôÒ î èijęÙ¸Ē î½ investments
analytics tools
analytics tools
25%
of companies
33%
·ĝĒÙîÁĒĒÁIJċÁĎęĒÙî ½ ę Ē¸ÙÁî¸Áè ·ɼ ęÁĎċÙèè ĎĎĝîĒ î îîĝ è often champion
21%
the value of
9%
ʓî èijęÙ¸ĒRôıʔ¸ôîÒÁĎÁî¸ÁÒôĎĒę æÁ×ôè½ÁĎĒ ¸ĎôĒĒę×Á¸ôíċ - data and
Credit positive 13% actively seek
îijęôèÁ Ďî ·ôĝ긠ċ ·ÙèÙęÙÁĒ î½Ē×ôı¸ ĒÁĒĝ¸¸ÁĒĒÒĝèċĎôäÁ¸ęĒɷ business outcomes
Credit positive 29% to apply it
to analytics
business in
outcomes
ı×ÙèÁĒÁÁæÙîÓÙîċĝę î½¸ôèè ·ôĎ ęÙôîÒĎôí î ½İÙĒôĎij¸ôĝî¸Ùè internal messages
to analytics in 30% when making
or presentations
internal messages 20% decisions.
ôÒ ÁîÓÙîÁÁĎĒɷ ę èÁîę í î ÓÁĎĒɷ  î½ ôę×ÁĎ ½ôí Ùî ÁIJċÁĎęĒɼ {×Á or presentations
8% Percentages may
not equal 100 due
èÁİÁè î½èÙîٸנĒĒÁęĝċÙęĒôıî¸ôĝî¸ÙèɷıÙę× îôċÁî½ôôĎęô Champion the 19% to rounding.
value and use
Champion of
the value
32%
ċ ĎęÙ¸Ùċ ęÁ î½ċĎôİÙ½ÁÒÁÁ½· ¸æôîÙęĒ î èijęÙ¸ĒċĎôÓĎ íɼ analytics
and use of analytics
30%
15%
4%
WĝĎ ĒĝĎİÁij ÙîİÁĒęÙÓ ęÁ½   Ď îÓÁ ôÒ ċĎ ¸ęÙ¸ÁĒ  ĒĒô¸Ù ęÁ½ ıÙę×
Incorporate data 17%
·ĝÙè½ÙîÓ ¸ĝèęĝĎÁôÒ î èijęÙ¸ĒɷĒĝ¸× Ē ¸ęÙôîĒ î½íÁĒĒ ÓÙîÓ and analytics in
Incorporate data 36%
decision-making
and analytics in
33%
ÒĎôíèÁ ½ÁĎĒ×ÙċɷıôĎæÒôϸÁ½ ę èÙęÁĎ ¸ijÁÒÒôĎęĒɷ î½ôĎÓ îÙĺ -
decision-making
11%
ęÙôî è¸×ôÙ¸ÁĒɼWîę×Áı×ôèÁɷę×ôĒÁı×ôĎÁċôĎęę×ÁíôĒę ¸ęÙİÙęij 3%

on these fronts are also more likely to exhibit the most trust Seek data
andSeek
analytics
19%
data and 40%
to support
Ùî½ ę  î½ î èijęÙ¸Ē î½·Áôîę×ÁıÙîîÙîÓĒÙ½ÁôÒę×ÁʓĝęÙèÙęij analytics support
decisions
decisions 29%
9%
Ó ċɷʔíÁ îÙîÓę×Áijîôęôîèij× İÁ ¸¸ÁĒĒęô½ ę ·ĝę× İÁę×Á 3%
right data to inform their business decisions. Understand 16%
insights
Understand
presented
40%
insights presented
by analytics
by analytics 32%
{ıô ôĎÓ îÙĺ ęÙôî è Ò ¸ęôĎĒ ÁíÁĎÓÁ½ ę× ę í ij × İÁ   ·Á ĎÙîÓ specialists
specialists 9%
3%
ôî½ĎÙİÙîÓ î èijęÙ¸Ēí ęĝĎÙęijɶ
Always Often Sometimes Rarely Never
Always Often Sometimes Rarely Never

15
CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

“Encouraging a data-driven culture ʓ{×Á ¸ôĝîĒÁèôĎĒ Ē ij ęô ę×Áíɷ ʕuôɷ ı× ę ½Ù½ ijôĝ ×ijċôę×ÁĒÙĺÁ
 ·ôĝęı× ęijôĝʖ½ĒÁèèè ĒęıÁÁæɽʖ{×Áijæîôıę×Á îĒıÁĎęôę×Á
means encouraging people to use the
čĝÁĒęÙôî·Á¸ ĝĒÁÙęʖĒı× ęę×ÁijôĎ½ÁĎÁ½ɷʔqôĒĒĒ ijĒɼʓ{×Áîę×Áij
data the business is collecting instead
Ē ijɷʕ;ôı½Ù½ijôĝ½ôɽ;ôı½Ù½ijôĝĎ×ijċôę×ÁĒÁĒęĝĎîôĝęɽʖ“Áèèɷ
of siloing it away in the IT department.” ę×Áij× İÁę×Á îĒıÁĎęôę× ęčĝÁĒęÙôîĒÙęęÙîÓÙîÒĎôîęôÒę×Áíɷ
KIRK BORNE, BOOZ ALLEN HAMILTON
too. They have the data.” Then the counselors and sales staff
½ÙĒ¸ĝĒĒĒęĎ ęÁÓÙÁĒÒôĎÙíċĎôİÙîÓĒ èÁĒɼ

Driving Data Literacy Through the Workforce Fostering Collaboration Drives Culture Change
WîÁ ĎÁ ı×ÁĎÁèÁ ½ÁĎĒ×ÙċíÙÓ×ę½ôíôĎÁÙĒ î èijęÙ¸ĒĒæÙèèĒÙî =ęʖĒı×Áîę×Á î èijęÙ¸ĒÁIJċÁĎęíÁÁęĒę×Á·ĝĒÙîÁĒĒ½ôí Ùî î½
ę×ÁıôĎæÒôϸÁɶ{×ÙĒı Ē¸ÙęÁ½ Ē ęôċ¸× èèÁîÓÁęôÙîîôİ ęÙîÓ true collaboration ensues that the culture really begins to
·ijəɟʾôÒĎÁĒċôî½ÁîęĒɷĒÁ¸ôî½ôîèijęô¸ôíċÁęÙęÙôîÒĎôíôę×ÁĎ ęĎ îĒÒôĎíɷ ¸¸ôĎ½ÙîÓęôİÙĎęĝ èèij èèę×ÁċĎ ¸ęÙęÙôîÁĎĒıÁÙîęÁĎ-
ċĎÙôĎÙęÙÁĒɼ“ÁÒôĝî½ę× ęı×ÙèÁ Ď îÓÁôÒÁÒÒôĎęĒęô·ĝÙè½½ ę  İÙÁıÁ½ ÒôĎ ę×ÙĒ ĎÁċôĎęɼ =îęÁĎÁĒęÙîÓèijɷ ôĝĎ ĒĝĎİÁij ĎÁĒċôî½ÁîęĒ
èÙęÁĎ ¸ijÙîę×ÁıôĎæÒôϸÁÙĒ ęèÁ ĒęÙîę×Áċè îîÙîÓĒę ÓÁĒ ę 
í äôĎÙęijôÒĎÁĒċôî½ÙîÓôĎÓ îÙĺ ęÙôîĒɷÒÁıÁĎę× îôîÁÙîľİÁ ĎÁ Figure 11: Educate to Innovate
 ¸ęÙİÁèij ÁîÓ ÓÁ½ Ùî ę× ę  ¸ęÙİÙęij ʈĒÁÁ 6ÙÓĝĎÁ ɗɗʉɼ uèÙÓ×ęèij íôĎÁ
Line-of-business 17%
 ĎÁ×ÁèċÙîÓ î èijęÙ¸ĒÁIJċÁĎęĒ·ĝÙè½·ĝĒÙîÁĒĒ½ôí ÙîÁIJċÁĎęÙĒÁɼ Line-of-business
experts receive
experts
training or receive
immersion 18%
training or
in analytics
immersion in
19%
%î¸ôĝĎ ÓÙîÓ ½ ę ʌ½ĎÙİÁî¸ĝèęĝĎÁíÁ îĒÁî¸ôĝĎ ÓÙîÓċÁôċèÁ analytics 18%
30%
to use the data the business is collecting instead of siloing
Ùę  ı ij Ùî ę×Á ={ ½Áċ ĎęíÁîęɷ Ē ijĒ JÙĎæ ôĎîÁɷ ċĎÙî¸Ùċ è ½ ę  Analytics specialists 21%
receive training
Analytics
or immersion in 19%
scientist and executive advisor at consultancy Booz Allen Ham- specialists receive
operational areas 15%
training or
Ùèęôîɼʓ{×ÙĒ¸ĝèęĝĎÁôÒÁIJċÁĎÙíÁîę ęÙôîĒĝċċôĎęĒ îÙîîôİ ęÙôî immersion in 16%
operational areas
29%
¸ĝèęĝĎÁ Ùî   ·ĝĒÙîÁĒĒɼ =ęʖĒ ı×ÁĎÁ ċÁôċèÁ × İÁ ę×Á ÒĎÁÁ½ôí ęô
Training programs 17%
 Ēæɷʕ7ÙİÁîôĝĎ½ ę ɷ×ôı¸ îıÁ½ô·ÁęęÁĎɽʖʔ×ÁĒ ijĒɼ are widely
Trainingavailable
programs
to develop data and 18%
are widely available
analytical skills
to develop data and 17%
analytical skills
WîÁÁIJ íċèÁôÒ·ĎÙîÓÙîÓ½ ę èÙęÁĎ ¸ijęôę×ÁÒĎôîęèÙîÁĒôÒ·ĝĒÙ- 19%
30%
îÁĒĒ¸ôíÁĒÒĎôíHÁ îîÁqôĒĒɷ ċĎÙî¸Ùċ èĎÁĒÁ Ď¸×Ē¸ÙÁîęÙĒę ę
Workforce data 16%
ę×ÁQ={ÁîęÁĎÒôĎ=îÒôĎí ęÙôîuijĒęÁíĒqÁĒÁ Ď¸×ɼ literacy is regularly
Workforce data
assessed 14%
literacy is regularly
assessed 17%
{×Á ¸ÁîęÁĎ Ēęĝ½ÙÁ½ ę×Á ɝʌ%èÁİÁî ¸ôîİÁîÙÁî¸Á ĒęôĎÁ ¸× Ùî Ùî 19%
35%
H ċ îɷı×Ù¸×ÁíċèôijÁ½¸ôĝîĒÁèôĎĒęô×ÁèċɘɖɖɷɖɖɖĒ èÁĒċÁô-
Internal messaging 22%
ċèÁ ÙîęÁĎċĎÁę  î½ èÁ Ďî ÒĎôí ę×Á ½ ę  ę×Á ¸ôíċ îij ¸ôèèÁ¸ęÁ½ promotes data
Internal messaging
literacy as a 20%
 ·ôĝę½ ÙèijĒ èÁĒɼu èÁĒĒę ÒÒæîôı æÁijĒĝ¸¸ÁĒĒÒ ¸ęôĎÙĒę×ÁÙĎ promotes data
valued skill
literacy as a valued 15%
Ē×ôċʖĒ ·ÙèÙęijęô× İÁĎ ċÙ½ÙîİÁîęôĎijęĝĎîôİÁĎɷĒôę×ÁijíôîÙęôĎ
skill 17%
25%
sales of different items in their assigned section of the store.
ôĝîĒÁèôĎĒİÙĒÙęÁ½ę×ÁĒęôĎÁĒęôęÁ ¸×ę×ÁĒ èÁĒċÁôċèÁ×ôıęô Currently do this Implementing Planning
Currently do this Implementing Planning Considering No activity
ę×Ùîæ î èijęÙ¸ èèijɷĝĒÙîÓ½ ę  ·ôĝęĒ èÁĒôÒ½ÙÒÒÁĎÁîęÙęÁíĒÙî Considering No activity

ĎÁ¸Áîę½ ijĒ¸ôíċ ĎÁ½ęôę×ÁijÁ ĎÁ ĎèÙÁĎ î½¸ôíċ ĎÁ½ęô½ ijĒ
ıÙę×ĒÙíÙè ĎıÁ ę×ÁĎċ ęęÁĎîĒɼ
Many organizations have an opportunity to do more to tackle the analytics skills
shortage. The good news is that a majority are taking action to build a data-driven
workforce, with programs either running or in the planning or implementation stages.
Percentages may not equal 100 due to rounding.

16
 CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE
·ij ĒèÙÓ×ęí ĎÓÙîċôÙîęęôÙî½ÙİÙ½ĝ èĒ î½ęÁ íĒÙîôċÁĎ ęÙîÓ
ĝîÙęĒ  Ē ·ÁÙîÓ íôĒę èÙæÁèij ęô ½ĎÙİÁ Ùîîôİ ęÙôî ıÙę× ÁíÁĎÓÙîÓ
ęÁ¸×îôèôÓÙÁĒɷ ×Á ½ôÒęôċèÁ ½ÁĎĒ×Ùċ î½ÁİÁî={ʈĒÁÁ6ÙÓĝĎÁ
ɗɘʉɼ{× ęĝî½ÁĎĒ¸ôĎÁĒı×ij·ĝÙè½ÙîÓęÙÁĒıÙę×ę×Á·ĝĒÙîÁĒĒí ij
·Á ıÙîîÙîÓĒęĎ ęÁÓijÒôĎ î èijęÙ¸ĒèÁ ½ÁĎĒɼ
Establishing and maintaining a culture that embraces analytics
Ēę ĎęĒ ıÙę× Ù½ÁîęÙÒijÙîÓ ôċċôĎęĝîÙęÙÁĒ  î½ ĝĒÁ ¸ ĒÁĒ ę× ę ıÙèè
make a difference.
Figure 12: Innovation Is Often a Grassroots Effort
Who is most likely to champion the use of emerging
technologies such as AI/machine learning, internet
of things (IoT), and blockchain?
Top leadership 24%
Individual/teams
in operating units
26%
Marketing 9%
R&D 13%
IT 23%
Other 5%
Individuals close to specific business needs are often the drivers
of innovation around emerging technologies.
ęÙĎ·î·ɷ ċè ęÒôĎíę× ę× Ē½ÙĒĎĝċęÁ½ę×Á×ôĒċÙę èÙęijÙî½ĝĒ-
ęĎijɷ ÁİÁĎiję×ÙîÓ ·ÁÓÙîĒ ıÙę×  î èijęÙ¸Ē  î½   ĒęĎôîÓ ęôċʌ½ôıî
½ ę ¸ĝèęĝĎÁɷ ¸¸ôĎ½ÙîÓęô• Ē×J î½ij è ɷ×Á ½ôÒÓèô· è·ĝĒÙ-
îÁĒĒ î èijęÙ¸ĒÒôϸôííĝîÙęijĒĝċċôĎęɼ
RôîÁę×ÁèÁĒĒɷJ î½ij è ĒęÙèèîÁÁ½Ēęô× İÁę×ÁĎÙÓ×ę½ ę  î½Áî-
Ó ÓÁę×ÁĎÙÓ×ęċÁôċèÁÙîôĎ½ÁĎęôľî½ôċċôĎęĝîÙęÙÁĒÒôĎ î èiję-
Ù¸Ēęô½ĎÙİÁĒęĎ ęÁÓijɼęÙĎ·î·ɷÙęʖĒ íĝèęÙ½ÙĎÁ¸ęÙôî è½ijî íÙ¸ɼ
uôíÁęÙíÁĒ¸ôèèÁ ÓĝÁĒ¸ôíÁıÙę×čĝÁĒęÙôîĒ î½ı îę îĒıÁĎĒɼ
ęôę×ÁĎęÙíÁĒɷ×ÙĒęÁ íí ijîôęÙ¸Á îÙíċôĎę îęÙîĒÙÓ×ęÙîę×Á
½ ę  î½ĒÁÁæęôÓ ÙîÁIJÁ¸ĝęÙİÁĒʖ ęęÁîęÙôî î½ĒĝċċôĎęɼ
J î½ij è  Ē ijĒ Ó ÙîÙîÓ ÙîĿĝÁî¸Á ÒôĎ  î èijęÙ¸Ē ÙîĒÙÓ×ęĒ ÓÁî-
ÁĎ ęÁ½ ·ij ×ÙĒ ęÁ í ¸ î ·Á ¸× èèÁîÓÙîÓɶ ʓ•ôĝ í ij × İÁ   İÁĎij
¸ôôèÙ½Á ɷ·ĝęÙÒÙęʖĒîôęęijÙîÓ· ¸æęôæÁijĒę æÁ×ôè½ÁĎĒʖÓô èĒôĎ
ĒęĎ ęÁÓijɷę×Áîę×ÁĎÁʖĒÓôÙîÓęô·ÁİÁĎijèÙęęèÁ ęęÁîęÙôîċ Ù½ęô
Ùęɼʔ;ÁĒÁÁæĒęôÙ½ÁîęÙÒijċĎôäÁ¸ęĒęנ긠î×Áèċ½ĎÙİÁÙíċôĎę îę
Óô èĒÒôĎę×Á¸ôíċ îijɼʓ{נ긠îÓô èôîÓı ijęô¸ĎÁ ęÁę×ôĒÁ
ôċċôĎęĝîÙęÙÁĒ î½ċĎôäÁ¸ęĒı×Ù¸×ıÙèè·Á· ĒÁ½ôî î èijęÙ¸Ē Ē
the backbone and that are tied to a business outcome.”
Analytics Expertise: Centralize vs. Decentralize
ĒîôęÁ½ɷ¸ÁîęĎ èÙĺ ęÙôîÙĒîʖęÒôĎÁİÁĎijôîÁɼęuĝîLÙÒÁ6Ùî î¸Ù èɷ
Áí·Á½½ÙîÓ  î èijęÙ¸Ē ¸ ċ ·ÙèÙęÙÁĒ Ùî ę×Á ·ĝĒÙîÁĒĒ Ď ę×ÁĎ ę× î
ÁíċèôijÙîÓ   ¸ÁîęĎ èÙĺÁ½  î èijęÙ¸Ē Òĝî¸ęÙôî ÁîĒĝĎÁĒ ĒęĎ ęÁÓÙ¸
 èÙÓîíÁîę î½ęĎ îĒċ ĎÁî¸ijɼ
ʓ{×ÁÙ½Á ôÒ¸ÁîęĎ èÙĺÙîӠĎÁ ęÙîÓ ·ÙÓÒĝî¸ęÙôî î½ċĝęęÙîÓ
 èôęôÒíôîÁijÙîÙę¸ÁîęĎ èèijÙĒİÁĎij èèĝĎÙîÓɷ·Á¸ ĝĒÁÙęĒôĝî½Ē
èÙæÁijôĝ ĎÁÓôÙîÓęôĒôèİÁ èèôÒijôĝĎ½ ę ċĎô·èÁíĒɷʔĒ ijĒ%ĎÙ¸
QôîęÁÙĎôɷĒÁîÙôĎİÙ¸ÁċĎÁĒÙ½ÁîęôÒ¸èÙÁîęĒôèĝęÙôîĒɼʓ{×Á·ÁîÁľę
ôÒîôę× İÙîÓ½ôîÁę× ęÙĒę× ęÙęʖĒċĎÁęęijİÙĒÙ·èÁęôĝĒı× ęę×Á
Ùíċ ¸ę ÙĒ ı×Áî ę×Á  î èijęÙ¸Ē ÙĒ ıÙę× ę×Á ·ĝĒÙîÁĒĒ  î½ ÒôĎ ę×Á
·ĝĒÙîÁĒĒɷ î½èÙîæÁ½Ùîęôę×ÁċĎô¸ÁĒĒÁĒę× ę ĎÁĎÁčĝÙĎÁ½ɼʔ
uĝîLÙÒÁ î èijęÙ¸Ē î½·ĝĒÙîÁĒĒèÁ ½ÁĎĒ× İÁ¸ô½ÙľÁ½ę×ÁÙϸôè-
è ·ôĎ ęÙôî ôî   ¸ ĒÁʌ·ijʌ¸ ĒÁ · ĒÙĒɼ %İÁĎij  î èijęÙ¸Ē ċĎôÓĎ í
ĎÁčĝÙĎÁĒ½ÁİÁèôċÙîÓ îqW=¸ ĒÁ î½ıÙîîÙîÓ·ĝ½ÓÁę ċċĎôİ èÒĎôí
business decision-makers before it starts. There are also regular
ċĎôÓĎÁĒĒĎÁċôĎęĒıÙę×·ĝĒÙîÁĒĒôıîÁĎĒęô¸×Á¸æôîĎÁĒĝèęĒɼ
!ÁĒċÙęÁ ę×Á ½Á¸ÁîęĎ èÙĺÁ½ ÁÒÒôĎęɷ QôîęÁÙĎô Ē ijĒ ĎÁĒĝèęĒ ¸ î
ÓĎôıÒĎôíôîÁċĎôäÁ¸ęÙîęô í äôĎôċÁĎ ęÙôî è ĎÁ ɼ{× ęʖĒ×ôı
ę×Á ¸ôíċ îijʖĒ ½ÙÓÙę è ·ÁîÁľęĒ  ĒĒÙĒę îę Ēę ĎęÁ½ɼ =ę ı Ē ôĎÙÓÙ-
î èèij î î èijęÙ¸ĒÁIJċÁĎÙíÁîęęôċÁĎĒôî èÙĺÁĎÁ¸ôííÁî½ ęÙôîĒ
ÒôĎ ¸ĝĒęôíÁĎĒɷ Ēĝ¸×  Ē ęÙċĒ ôî ĎÁęÙĎÁíÁîę ¸ôîęĎÙ·ĝęÙôîĒɼ =ęʖĒ
·ÁÁîĒôĝĒÁÒĝèę× ęÙęʖĒ·Á¸ôíÁ í äôĎĝî½ÁĎę æÙîÓɼʓ“ÁʖİÁÓôę
½ôĺÁîĒôÒċÁôċèÁę× ęıôĎæôîÙęɷ î½ÙęʖĒ ½ÙÓÙę è¸× îîÁè î½
ĎÁċôĎęĒèÙæÁ îij½ÙĒęĎÙ·ĝęÙôî¸× îîÁèɷʔ×ÁĒ ijĒɼ
17
CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

{×ÁĎÁÙĒ ¸× èèÁîÓÁ ĒĒô¸Ù ęÁ½ıÙę×ę×Áè ¸æôÒ ¸ÁîęĎ èÙĺÁ½ ęÙíÁɷ ę×ĎôĝÓ× ę×ÁĒÁ Á½ĝ¸ ęÙôî è ÁÒÒôĎęĒ  î½ ·ij × İÙîÓ ½ ę 
 î èijęÙ¸ĒÒĝî¸ęÙôîɷQôîęÁÙĎô ½½Ēɶı× ęęô½ôı×Áîę×ÁĎÁÙĒ  ÁIJċÁĎęĒ ıôĎæÙîÓ ĒÙ½Á ·ij ĒÙ½Á ıÙę× Ēę ÒÒɷ ę×Á  ÓÁî¸ijʖĒ ÙîęÁĎî è
í äôĎÙîİÁĒęíÁîęĎÁčĝÙĎÁ½ę× ęÓôÁĒ·Áijôî½ ęijċÙ¸ èċĎôäÁ¸ęɼ ¸èÙÁîęĒ × İÁ Ó ÙîÁ½ ę×Á ęôôèĒ ęô Ù½ÁîęÙÒij ę×Á  ċċĎôċĎÙ ęÁ ½ ę 
6ôĎÁIJ íċèÁɷuĝîLÙÒÁÙĒèôôæÙîÓęôĎÁ Ď¸×ÙęÁ¸ęĒôíÁôÒÙęĒ½ ę  Ē¸ÙÁî¸Á ċĎôäÁ¸ęĒ ÒôĎ ę×Áí  î½ ę×Áî  ċċèij ÒôĎ ½ ę  Ē¸ÙÁî¸Á
ĒôÙ긠îíôİÁęôę×Á¸èôĝ½ɷı×Ù¸×ĎÁčĝÙĎÁĒíôĎÁÙîİÁĒęíÁîęÙî ĎÁĒôĝϸÁĒɼ {×ÙĒ  ċċĎô ¸×  èĒô ×ÁèċĒ  î èijęÙ¸Ē ċĎôÒÁĒĒÙôî èĒɷ
architecture and infrastructure. “The incrementalism is a risk ı×ô ĒÁĎİÁ Ēĝ¸×   ½ÙİÁĎĒÙęij ôÒ ÙîęÁĎî è ¸ĝĒęôíÁĎĒ ę× ę ę×Áij
ę× ęıÁ× İÁęôí î ÓÁɷʔ×ÁĒ ijĒɼ ¸ îʖę èĒô·Á½ôí ÙîÁIJċÁĎęĒʊôî ÓĝĎôċôÙîęĒôĝęę× ęu î
6Ď î¸ÙĒ¸ôʖĒ½Áċ ĎęíÁîęĒĎĝîÒĎôíʓęôœɷ î ÙĎċôĎęęô ĺôôɼʔ
Communication and Education Encourage an Analytics Mindset
½İ î¸ÙîÓ ¸ĝèęĝĎÁôÒÙîîôİ ęÙôîĎÁčĝÙĎÁĒîôęäĝĒę·ÁÙîÓ×Á Ď½ WîÁĒĝ¸¸ÁĒĒı Ē ! ę u6ċĎôäÁ¸ęıÙę×ę×Á¸ôĝîęij!Áċ ĎęíÁîę
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ÙĒ ·ôĝę¸ĝèęĝĎÁ î½¸× îÓÁí î ÓÁíÁîęɷ×ÁèċÙîÓÙîęÁĎî è¸èÙ- ęô ɘɖɗɝɼ ÒęÁĎ  î èijĺÙîÓ ĒÙIJ ijÁ ĎĒ ôÒ ½ ę   ·ôĝę ċ ĎęÙ¸Ùċ ęÙôîɷ
ÁîęĒĝî½ÁĎĒę î½ę×Áİ èĝÁôÒ½ ę  î½×ôıÙ긠îèÁ ½ęôîÁı ċĎôÓĎ íĒę ÒÒÙîęÁĎ ¸ęÙôîĒıÙę×íôę×ÁĎĒɷċ ijíÁîęĒÙĒĒĝÁ½ɷ î½
DataSF's Data Academy Assessment: Leaders Set the Tone for Analytics
 î½ Ùîîôİ ęÙİÁ ı ijĒ ôÒ ę×ÙîæÙîÓɼ  Adoption

key element of the effort is making

sure that data scientists listen. Figure 13: DataSF’s Data Academy Assessment
Do you feel that your skills improved after taking this Data Academy course?

ʓ{×Á ı ij ıÁʖİÁ  ċċĎô ¸×Á½ ¸ĝè- Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

ęĝĎÁ¸× îÓÁɷ½ĎÙİÙîÓ½ ę ĝĒÁÙîę×Á
¸Ùęijɷ × Ē ·ÁÁî ęô ĎÁ èèij ĒċÁî½ ęÙíÁ
to understand the challenges and
barriers to using data across the 32% 48% 15%
¸Ùęijɼ {×Áîɷ èÁęʖĒ Ē× ċÁ ôĝĎ ĒÁĎİÙ¸ÁĒ
 Ďôĝî½ ę× ę Ēô ċÁôċèÁ ÒÁÁè ×Á Ď½ɷʔ
ôî ÓĝĎô Ē ijĒɼ ʓî½ ı×Áî ċÁôċèÁ 0% 20% 40% 60% 80% 100%
ÒÁÁè ×Á Ď½ɷ ę×Áî ę×Áij Ēę Ďę ęô ęĎĝĒę
ijôĝ î½ę×Áijı îęęôıôĎæıÙę×ijôĝ How often do you use the information or skills you learned in your own work?
ôîîÁıę×ÙîÓĒɷÙî¸èĝ½ÙîÓę×ÙîÓĒę× ę Daily Weekly Monthly Rarely Never
 ĎÁí ij·Á èÙęęèÁĎÙĒæÙÁĎôĎĒ¸ ĎÙÁĎɷ
èÙæÁ½ ę Ē¸ÙÁî¸ÁċĎôäÁ¸ęĒɼʔ

7ÁęęÙîÓ ęô ę× ę ċôÙîę ¸ íÁ  ÒęÁĎ  

18% 28% 23% 22% 9%
îĝí·ÁĎ ôÒ ÁÒÒôĎęĒɷ Ùî¸èĝ½ÙîÓ ċĎô-
viding training via the organiza-
ęÙôîʖĒ! ę ¸ ½ÁíijʈĒÁÁ6ÙÓĝĎÁɗəʉɷ 0% 20% 40% 60% 80% 100%
½ÁíôîĒęĎ ęÙôî ċĎôäÁ¸ęĒ èÙæÁ ½ Ē×- DataSF, the analytics group for the city and county of San Francisco, is expanding data literacy throughout
·ô Ď½Ēɷ  î½ ę×Á è ĝî¸× ôÒ  î ôċÁî the agencies it serves via its Data Academy. It shares success metrics — such as attendees’ assessments
of skills gained and how frequently those are applied — via a public dashboard.
½ ę  ċôĎę èɷ ôî ÓĝĎô  ½½Ēɼ WİÁĎ

18
 CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE
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for a data-driven culture. O
19
CUSTOM RESEARCH REPORT — DATA, ANALYTICS, AND AI: HOW TRUST DELIVERS VALUE

About the Research

MIT SMRôîîÁ¸ęÙôîĒ¸ôî½ĝ¸ęÁ½ îôîèÙîÁĒĝĎİÁijôÒMIT Sloan Management ReviewĒĝ·Ē¸ĎÙ·ÁĎĒÙîQ ijɘɖɗɞɷ½Ď ıÙîÓɘɷɚɗə
ĎÁĒċôî½ÁîęĒɼqÁĒċôî½ÁîęĒĎÁċĎÁĒÁîę ·Ďô ½Ď îÓÁôÒÒĝî¸ęÙôîĒ î½Ùî½ĝĒęĎÙÁĒɷıÙę×íôĎÁę× îɝɖʾÙ½ÁîęÙÒijÙîÓę×ÁíĒÁèİÁĒ Ē
·ÁÙîÓÙîí î ÓÁíÁîęɷʌĒĝÙęÁɷôĎ·ô Ď½ĎôèÁĒɼ{×ÁĒĝĎİÁijÙî¸èĝ½Á½ĎÁĒċôî½ÁîęĒÒĎôí èèĎÁÓÙôîĒôÒę×ÁıôĎè½ɼ

{ôċĎôİÙ½Á Ďٸ׸ôîęÁIJęÒôĎ½ÙĒ¸ĝĒĒÙôîôÒę×Áčĝ îęÙę ęÙİÁĎÁĒÁ Ď¸×ĎÁĒĝèęĒɷıÁÙîęÁĎİÙÁıÁ½ î èijęÙ¸ĒÁIJċÁĎęĒÙî¸èĝ½ÙîÓċĎ ¸ęÙ-
ęÙôîÁĎĒɷ ¸ôîĒĝèę îęĒɷ  î½  ¸ ½ÁíÙ¸Ēɼ {×ÁĒÁ Ùî½ÙİÙ½ĝ èĒ ċĎôİÙ½Á½ ÙîĒÙÓ×ę Ùîęô Óôô½ ċĎ ¸ęÙ¸ÁĒ  î½ ÁIJ íċèÁĒ ôÒ ę×Á ĒęÁċĒ èÁ ½ÙîÓ
organizations are taking to advance analytical maturity and build data-driven cultures.

Acknowledgments
Dean Abbott, co-founder and chief Yash Kandyala, head of global business analytics
½ ę Ē¸ÙÁîęÙĒęɷuí ĎęÁĎ;p ÒôϸôííĝîÙęijĒĝċċôĎęɷÙĎ·î·

Joy Bonaguro, ÒôĎíÁϸ×ÙÁÒ½ ę ôÒľ¸ÁĎɷ David Loshin, ċĎÙî¸Ùċ è¸ôîĒĝèę îęɷ

city and county of San Francisco JîôıèÁ½ÓÁ=îęÁÓĎÙęij

Kirk Borne, ċĎÙî¸Ùċ è½ ę Ē¸ÙÁîęÙĒę î½ Eric Monteiro, ĒÁîÙôĎİÙ¸ÁċĎÁĒÙ½ÁîęôÒ

ÁIJÁ¸ĝęÙİÁ ½İÙĒÁĎɷôôĺèèÁî; íÙèęôî ¸èÙÁîęĒôèĝęÙôîĒɷuĝîLÙÒÁ6Ùî î¸Ù è î ½ 

Timothy Crone, MD,íÁ½Ù¸ è½ÙĎÁ¸ęôĎɷ Vishal Morde, İÙ¸ÁċĎÁĒÙ½ÁîęôÒ½ ę Ē¸ÙÁî¸Á

·ĝĒÙîÁĒĒÙîęÁèèÙÓÁî¸Á î½ÁîęÁĎċĎÙĒÁ  î½ ½İ î¸Á½ î èijęÙ¸Ēɷ Ď¸è ijĒu
 î èijęÙ¸ĒɷèÁİÁè î½èÙîÙ¸
Jeanne Ross, ċĎÙî¸Ùċ èĎÁĒÁ Ď¸×Ē¸ÙÁîęÙĒęɷ
Chris Donovan, executive director of Q={uèô îÁîęÁĎÒôĎ=îÒôĎí ęÙôî
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Beatriz Sanz Saiz, global data and analytics
Susan Etlinger,Ùî½ĝĒęĎij î èijĒęɷ èÁ ½ÁĎÒôĎ½İÙĒôĎijuÁĎİÙ¸ÁĒɷ%•
èęÙíÁęÁĎ7Ďôĝċ
Eric Siegel,  ĝę×ôĎɷPredictive Analytics:
Caroline Viola Fry,n×!¸ î½Ù½ ęÁɷ The Power to Predict Who Will Click, Buy,
Q={uèô îu¸×ôôèôÒQ î ÓÁíÁîę Lie, or Dieɷ î½Òôĝî½ÁĎɷnĎÁ½Ù¸ęÙİÁî èijęÙ¸Ē
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Michael S. Goldberg,Ùî½ÁċÁî½Áîę
ıĎÙęÁĎ î½ĎÁĒÁ Ď¸×ÁĎ Morgan Vawter,¸×ÙÁÒ î èijęÙ¸Ē½ÙĎÁ¸ęôĎɷ ęÁĎċÙèè Ď

Christina Hoy,İÙ¸ÁċĎÁĒÙ½Áîęɷ¸ôĎċôĎ ęÁ
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u ÒÁęij î½=îĒĝĎ î¸Áô Ď½Wîę ĎÙô

20
 Randy Guard,
executive vice president
and chief marketing
officer, SAS
S P O N S O R ’S V I E W P O I N T

Why Advancing
Technology Demands
Building Trust

T
he annual MIT Sloan Management ReviewĝĒęôí! ę 
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data. Successful organizations also must trust in their ability
ęôÙîîôİ ęÁ î½¸ĎÁ ęÁ ¸ĝèęĝĎÁı×ÁĎÁ ĒæÙîÓčĝÁĒęÙôîĒÙĒ
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you’ll do right by their data.
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other data.

uôı×ij½ôÁĒę× ę¸ôîîÁ¸ęıÙę×ĝĒ×ÁĎÁ ęuuɽWĝĎíÙĒĒÙôîÙĒ ĝę îôîÁ ôÒ ę×ÙĒ × ċċÁîĒ ĝîèÁĒĒ ¸ôíċ îij ¸ĝèęĝĎÁ ĒĝċċôĎęĒ
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About SAS
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