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Data mastery

by Ragu Gurumurthy, David Schatsky
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    2 minute read 03 July 2019

    Data mastery A foundational pivot for digital transformation

    2 minute read 03 July 2019
    • Ragu Gurumurthy United States
    • David Schatsky United States
    • Ragu Gurumurthy United States
    • David Schatsky United States
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      • David Schatsky United States
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    Data mastery—the use of data and analytics to find business-relevant insights, not just for leaders, but for workers throughout the enterprise—can help accelerate an organization’s path to digital transformation.

    What does it take to successfully “digitally transform” a business? A Deloitte study released in early 20191 suggests that an organization can become more digitally mature by developing a broad array of technology-related assets and business capabilities—“digital pivots”—that help propel an organization toward becoming a digital enterprise. The study identified seven digital pivots whose successful execution can help organizations realize benefits from digital transformation: flexible, secure infrastructure; data mastery; digitally savvy, open talent networks; ecosystem engagement; intelligent workflows; unified customer experience; and business model adaptability.

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    Perhaps one of the greatest benefits of becoming more digitally mature is the increased ability to gain business value from analyzing data. As shown in the figure, higher-maturity organizations are nearly three times more likely than lower-maturity organizations to derive “significant” value from collecting and analyzing data from third parties, customers and suppliers, and internally across the organization.

    This finding underscores the importance of the “data mastery” pivot, which we view as one of the foundational pivots in a digital transformation effort. Data mastery involves the use of data and analytics to find business-relevant insights that inform better decisions—not just for senior leaders, but for people throughout the enterprise. In fact, much of data mastery’s value comes from making micro insights widely available to people and processes at the edges of the enterprise—right where the organization conducts its day-to-day business activities.

    Higher-maturity organizations are nearly three times more likely to derive value from data than lower-maturity organizations

    Organizations pursuing digital transformation should consider prioritizing data mastery as one of the first digital pivots they pursue, as it can enhance the effectiveness of the other digital pivots as they are implemented. While the IT function is the natural orchestrator of this pivot, its effective execution requires broad involvement of the other business functions. Hence, achieving data mastery can entail an organizationwide effort, sometimes under the direction of a chief data officer, to identify and evaluate data assets and build or acquire (with IT support) the necessary platforms and competencies.

    To learn more about how digital pivots help enable digital maturity, read Pivoting to digital maturity on www.deloitte.com/insights.

    Endnotes
      1. Ragu Gurumurthy and David Schatsky, Pivoting to digital maturity: Seven capabilities central to digital transformation, Deloitte Insights, March 13, 2019. View in article

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    Topics in this article

    Digital Transformation , Leadership , Talent , Technology , Technology Industry

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    • Ragu Gurumurthy
    • Chief innovation officer and chief digital officer, Principal
    • Deloitte LLP
    • rgurumurthy@deloitte.com
    • +1 203 708 4743

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    Ragu Gurumurthy

    Ragu Gurumurthy

    Chief Innovation & Chief Digital Officer

    Ragu serves as the chief innovation and chief digital officer of Deloitte LLP and the chief innovation officer of Deloitte Global. In his dual role as the US and Global Innovation leader, Ragu is responsible for collaborating with each of the US businesses and across member firms to help increase the innovation and digital coefficient of the firm. He works with member firm leaders and global business leaders to drive strategic growth offerings and cross border commercialization of assets. Ragu is also a principal in the Strategy & Analytics practice of Deloitte Consulting, focusing on the Technology, Media, and Telecommunications sector. He has a unique blend of operational, principal investing, and advisory experience in the technology and telecom sectors. He has extensive experience helping clients in their efforts to adopt ideas to significantly improve their organization's performance. Prior to Deloitte, Ragu gained professional experience in consulting, private equity, and product management. He has authored several articles and has been cited in numerous news publications including The Wall Street Journal, The New York Times, Forbes, Bloomberg News, Reuters, The Financial Times, and Deloitte Review. His most recent publications in Deloitte Insights have focused on artificial intelligence, cognitive computing, and big data. Ragu earned his Master of Business Administration degree from MIT Sloan School of Management, his Master of Science in management information systems from the University of Texas, and his Bachelor of Science in physics from Madras University.

    • rgurumurthy@deloitte.com
    • +1 203 708 4743
    David Schatsky

    David Schatsky

    Managing Director | Deloitte LLP

    David analyzes emerging technology and business trends for Deloitte’s leaders and clients. His recent published works include Signals for Strategists: Sensing Emerging Trends in Business and Technology (Rosetta Books 2015), “Demystifying artificial intelligence: What business leaders need to know about cognitive technologies,” and “Cognitive technologies: The real opportunities for business” (Deloitte Insights 2014-15). Before joining Deloitte, David led two research and advisory firms.

    • dschatsky@deloitte.com

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