Becoming a Data-Driven Organization

Organizations have begun to capture, create, and use data in ways that are changing how we work and live. The following case studies tell the stories of organizations tackling the opportunities and challenges associated with becoming a data-driven organization. Representing several geographies and industry sectors, these organizations illustrate the struggles and triumphs that may accompany the development of an analytics capability over a defined period of time.

As a collection, these case studies represent a distinctive view of the front lines of the management revolution brought about by the growing use of data and analytics in the corporate landscape. Each case study is at least 5,000 words in length, and includes details about the organization’s history, customers, industry context and strategy. All of these case studies are presented in a multimedia digital format that includes text and video.

As the editor for this case study series, I hope that you find this collection to be a valuable resource. I am grateful to the managers from our subject companies for their willingness to share their stories, and their candor in doing so. I would also like to thank EY, the case study series sponsor, whose financial support made this project a reality. Enjoy!

– David Kiron, Executive Editor


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Lessons from Becoming a Data-Driven Organization

Organizations across the business spectrum are awakening to the transformative power of data and analytics. They are also coming to grips with the daunting difficulty of the task that lies before them. It’s tough enough for many organizations to catalog and categorize the data at their disposal and devise the rules and processes for using it. It’s even tougher to translate that data into tangible value. But it’s not impossible, and many organizations, in both the private and public sectors, are learning how.

Data-Driven City Management

Many major cities recognize the opportunity to improve urban life with data analytics, and are exploring how to use information technologies to develop smarter services and a more sustainable footprint. Amsterdam, which has been working toward becoming a “smart city” for almost 7 years, offers insights into the complexities facing city managers who see the opportunity with data, but must collaborate with a diverse group of stakeholders to achieve their goals. The city’s chief technology officer, Ger Baron, makes it clear that their efforts are still early days: “I can give you the nice stories that we’re doing great stuff with data and information, but we’re very much at a starting point,” he says.

GE’s Big Bet on Data and Analytics

GE has bet big on the Industrial Internet — the convergence of industrial machines, data, and the Internet. The company is putting sensors on gas turbines, jet engines, and other machines; connecting them to the cloud; and analyzing the resulting flow of data. The goal: identify ways to improve machine productivity and reliability. This MIT Sloan Management Review case study looks at how this traditional manufacturer is remaking itself into a modern digital business.

When Health Care Gets a Healthy Dose of Data

American health care is undergoing a data-driven transformation — and Intermountain Healthcare is leading the way. This MIT Sloan Management Review case study examines the data and analytics culture at Intermountain, a Utah-based company that runs 22 hospitals and 185 clinics. Data-driven decision making has improved patient outcomes in Intermountain’s cardiovascular medicine, endocrinology, surgery, obstetrics and care processes — while saving millions of dollars in procurement and in its supply chain.

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