Fraunhofer - ISST Report - Data Strategy Praxis Report

FR AU NHOFE R I NST I T U TE FO R SOF T WA RE A ND SYSTEMS EN G I NEE R I N G I SST
I S S T- R E P O R T
DATA STRATEGY PRAXIS REPORT

T O O L S A N D A P P R O A C H E S I N T H E C U R R E N T D ATA E C O N O M Y
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ISST-Report
DATA STR ATEGY PR A XIS REPORT

TOOLS AND APPROACHES IN THE CURRENT DATA ECONOMY
The digital era continuously changes the way we live, work and interact. Data and Information are essential drivers of
new technologies and innovations. In order to cope with rapid advances in the global market, organizations are forced to
adapt to economic changes. Presence in the global market demands harmonized business processes across the entire
organization and puts data as an enterprise asset in the heart of that. Organizations need to respond to strategic and
operational challenges requiring high-quality data. To fuel their growth organizations are seeking new ways to exploit
data and information assets.
Corporates throughout various industries need high-quality data and reliable data management processes in order to
meet strategic business objectives and long-term goals. But still many enterprises are struggling in technically executing
high data management standards. Too often these enterprises lag a data-driven culture, precisely a profound and
long-term organization wide Data Strategy. Concretely, they miss a well-defined and executed Data Strategy to ensure
that data is managed like an asset and used to its full potential.
The Fraunhofer Institute for Software and Systems Engineering ISST combines long-term scientific and economical
experience in the fields of Data Management and sets high standards for its strategic approach. Our scientists are
constantly seeking out new trends and setting high benchmarks to support organizations on their pursuit for well-defi-
ned offensive and defensive data strategies.
This work serves as an overview on what data strategy in economical environments mean and shows the full bandwidth
of a skilful executed data strategy. It presents the current understanding of data strategy in various industries and
domains and shows how the Fraunhofer ISST can assist you to initiate your journey to your individual data strategy.
ISST – Series of Reports:
Within the Series of ”ISST Reports”, the Fraunhofer Institute for Software and Systems Engineering ISST, publishes its
white paper. Thematically, it examines trends and technologies in computer sciences and takes up innovative subjects
from some of the Institutes research projects. They provide insights into the current state of research concerning ”Data
Ecosystems”, Fraunhofer ISST‘s main research topic.
AUTHORS EDITOR
Inan Gür Prof. Dr.-Ing. Boris Otto
Markus Spiekermann Prof. Dr. Jakob Rehof
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CONTACT
Fraunhofer Institute for Software and Systems Engineering ISST
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ISSN 0943-1624
[email protected]
+49 231 97677-0
July 13, 2020
Table of Content
1
Reach business goals with an effective Data Strategy ......................................... 4
2
Data Strategy Concept ............................................................................................ 6
2.1
Relevance of Data Strategy ......................................................................................... 6
2.2
Definition of Data Strategy .......................................................................................... 8
3
Data Strategy Market Analysis ............................................................................. 18
3.1
Market Analysis Procedure ........................................................................................ 18
3.2
Overview of current Data Strategy Tools in the Economy ........................................... 18
4
Data Strategy Tool Evaluation .............................................................................. 36
4.1
Assessment of Data Strategy Tools ............................................................................ 36
4.2
Results of the Tool Assessment .................................................................................. 39
4.3
Trends in Data Strategy Tools ..................................................................................... 40
5
How Fraunhofer ISST can support ........................................................................ 42
5.1
Design of Data Strategy ............................................................................................ 42
5.1.1
Potentials .................................................................................................................. 42
5.1.2
Method .................................................................................................................... 42
5.1.3
Our Promise .............................................................................................................. 43
5.2
Consulting ................................................................................................................ 43
5.3
Contact .................................................................................................................... 44
6
Literature Index ...................................................................................................... 46
7
Figure Index ............................................................................................................ 48
2 | 47 Fraunhofer ISST Data Strategy Praxis Report

1 An effective Data Strategy
Reach business goals with an effective Data Strategy
Due to innovative technologies, society is constantly changing. These technologies

change the way people live, act and communicate. The business world is also cons-
tantly evolving through digital technologies. They fuel the speed at which markets are
changing due to changes in consumer tastes, increasingly shorter product life cycles,
1
competitive movements, technological progress and globalization. Innovation is one of
the most important ways in which companies can differentiate their products and
services from the competition and thus maintain lasting growth (Wong et al., 2016).
The establishment of various technologies and the application of information techno-
logy has created a new flood of data. Data is the basis for the digital economy. It not
REACH BUSINESS
only enables new services, new customer acquisitions or new pricing models, but also
provides decisive innovations in new markets (Otto und Österle, 2016). To regard data
as an (strategic) asset, it has to be used, managed, analyzed, handled, governed and its
GOALS WITH AN
quality has to be secured and maintained (Oppenheim, Stenson und Wilson, 2003,
Davenport, Barth und Bean, 2012) continuously.
EFFECTIVE DATA To consider the internal and external data assets of an organization as a valuable asset,
companies face not only challenges but more important major opportunities. If a
company excels in the way it manages and utilizes its data and includes it in its crucial
STRATEGY decision making, it can strive for long term sustainable success and competitive advan-
tage. A company’s data strategy gives the general direction in that regard. It can serve
as the foundation for future and present success and outline a roadmap for business
intentions and goals. However, more often organizations fail to define a profound and
distinctive far-reaching data strategy. Their data-thinking is often stuck in use case
orientated ways and data silos hinder different parts of the organization to fully unfold
their potential.
An economic organization is measured on its own vision and goals.
This report aims to assist organizations in the creation and design of their own unique
But too often organizations do not reach their objectives to the data strategy. Therefore, it aims to fulfil three purposes:
fullest satisfaction. A well-defined, long-term and organization Define the purpose and scope of a data strategy, which perspective views and
elements it contains and why it is relevant for the sustainable competitive advantage
wide data strategy enables the management of data as a valuable and success of the organization
Give an overview of current data strategy tools in the economy, evaluate them and
asset and therefore generates sustainable competitive advantage. outline their key elements
Identify open (research) questions and currently not adequate addressed elements
It is a gateway for harmonized business processes, high value ana- for practitioners
lytics and data-oriented value generation. In order to do that, this report is structured as follows:
Conception and foundational definition of data strategy to give an overview about

the topic and the relevant questions in order to address the existing challenges
Market analysis of available reference models and methods for the design of such a
strategy
Comparison of available models and methods to derive common features, differenti-
ations and white spots
Data Strategy Praxis Report Fraunhofer ISST 5 | 47

.
2 Data Strategy Concept
Data Strategy Concept
2.1
Relevance of Data Strategy
2
Before a profound definition of data strategy and its key elements is given, this section
answers the question why a data strategy is relevant in the first place. To answer that,
the Harvard Business Review Analytic Services conducted a survey on 189 business
mainly based in the U.S. and ranging from 500-999 employees up to 10.000 or more
employees. The conducted survey aimed at improving the understanding of the
DATA STRATEGY
relationship between data strategy and business growth as well as how forward-thin-
king executives use data as a competitive advantage across their organizations. The
results of the survey have been published by John Hurley in the Harvard Business
CONCEPT
Review (Hurley, 2018). The survey elaborates a distinct connection between a
150+ Projects
company’s market performanceReliable and itsPartner
data strategy state. HurleyBusiness impact
concludes that 60%
ofWe
executives sayknow
love data and thathowtheir to companies
25 years aare highly
reliable focused
partner in onResearch
investinghas in data and
to create value data
for
manage this
analytics andresource!
that 74% This is the field with
of companies of dataadvanced
management. our customers
data strategies have business. That’s
a better
proven by more than 150 As a trusted advisor in both the why we focus the business
market position than competitors
successful projects for large,
do. Furthermore, it is twice
design and implementation of
as likely for companies
impact from the very beginning.
with advanced data strategies
globally active corporations. to achieve 30% revenue
data-driven solutions we growth over the conducted
time. Despite these implications, less than
transfer researchhalf
intoofpractice.
the surveyed companies say they have
a confound data strategy (see Figure 1). These results are remarkable, since further
survey analysis showed that companies with advanced data strategies are twice as likely
The concept and definition of a holistic data strategy is well deba- (as those with below-average or poor data strategies) to report their revenues to grow
more than 30% over the past two years. Only a marginal number of organizations with
ted in science and economy. However, one thing is very clear: the advanced strategies have flat or declining revenues whereas 37% of organizations with
below-average strategies showed declining revenues.
relevance of data strategy for success. Many examples show how a
well-executed and advanced data strategy leads to market success

LESS THAN HALF OF ALL COMPANIES SAY THEY HAVE DATA STRATEGIES
How would you characterize your organization‘s data strategy?
and organizational growth. Several scientific studies proof that the
Average
strategic approach for the management of data improves go-to- 34%
market metrics and maximizes strategic gain in the short and long Somewhat advanced
31%
run.
Below average
21%
Poor
8%
Highly advanced Fig. 1:

6% Evaluation of companies’ data
strategy (Hurley, 2018)
Don‘t know
While this survey shows that a significant margin of companies still lack an explicit data
1%
strategy and the determination for it, another survey published in the Harvard Business
Review displays the barriers and obstacles of a profound data strategy. The Harvard
Business Review Analytic Services published a survey conducted on
Defense Offense
Ensure data security, privacy, integrety,
Improve competetive position and
quality, regulatory compliance, and
Key objectives governance profitability
Optimizie data analytics, modeling,
visualization, transformation and
Core activities enrichment
6 | 47 Fraunhofer ISST Data Strategy Praxis Report Data Strategy Praxis Report Fraunhofer ISST 7 | 47
Data management

orientation
. Control Flexibility
Data Strategy Concept 185 companies globally spread concerning the questions „Do companies have a data Data Strategy Concept
strategy that’s working? If not, what’s standing in the way?”. The results concluded ADVANCED DATA STRATEGIES IMPROVE GO-TO-MARKET METRICS
that 69% of participants say their organization needs a comprehensive data strategy in What benefits has your organization seen from its use of data and data
order to meet its strategic goals over the next three years, yet only 35% say their analytics in helping to inform/drive its go-to-market strategy?
organization’s analytics and data management capabilities are on course to meet those
Highly or somewhat advanced Below average or poor
goals. It is said that in order to achieve the promise of an enterprise data strategy, orga-
nizations plan to dramatically increase their use of analytics and cognitive capabilities
More customers
for everything from business intelligence to machine learning. Yet these organizations
39%
struggle with challenges like lack of analytical expertise, data silos, legacy technologies 29%
or lack of internal resources (see Figure 2). Half of the companies say they struggle with
Improved customer experience
data silos, data sources and analytics skills. Only 4% expect their organizations to place
52%
high or essential priority on improving their data strategy or use advanced prescriptive 27%
analytics rather than descriptive analytic methods. (Hurley, 2018)
Increased customer retention/ loyalty
More than half of participants acknowledges these major challenges but stated a 41%
20%
well-developed data strategy would be beneficial to meet their business goals and gain
maximum value from their data. (Harvard Business Review Analytic Services, 2019) Biggr share of wallet/ higher customer lifetime value
36%
BARRIERS TO MAXIMIZING DATA FOR STRATEGIC GAIN 16%
Challenges your organization faces in gaining maximum value from it‘s Higher ROI/ lower customer lifetime value
data to meet strategic goals 23%
15%
Lack of analytical expertise Better pricing strategy

55% 28%
24%
Data silos/ multiple data copies
Improve products/ services
54% 36%
22%
Organizational silos across the enterprise
Higher revenues
52%
43%
Legacy technologies 24% Fig. 3:
49% Benefits of use of data in an
Higher profit margins
23% advanced manner (Hurley,
Lack of internal resources 20% 2018)
49%
Lack of interoperability 2.2

44%
Lack of clear direction from leadership

Definition of Data Strategy
38%
In order to examine a resolute definition of data strategy, scientific papers and publica-
Fig. 2: Lack of market solution that supports existing environments for enterprise tions of a variety of economic organizations have been utilized. After a brief analysis, it
Barriers to maximizing data 19% can be said that to the current state there is no widely accepted and general definition
for strategic gain (Harvard of data strategy throughout companies and scientists alike. One possibility to examine
Business Review Analytic None of the above a strategy in that case is to work on the explicit term and yield different data strategy
Services, 2019) 2% definitions and key elements. In regard to that, CHEN ET AL. (2010) refer in their study
on information systems strategies to MINTZBERG (1987) and his work on the definition
of the term “strategy”. This definition contains five key aspects of a strategy, namely
The two surveys display the relevance of a company’s data strategy for a variety of (1) a plan, (2) a ploy, (3) a pattern, (4) a position and (5) a perspective (Mintzberg,
reasons and advantages including sustainable competitive advantage and company 1987, Chen et al., 2010). A data strategy therefore should include some or all of these
growth. These advantages of a profound data strategy and the right use of data range aspects. One definition is given by Gurevich and Dey, which says:
from more customers, increased customer loyalty, bigger share of wallet to higher
profit margins (see Figure 3). “A data strategy is a common reference of methods, services, architectures, usage
patterns and procedures for acquiring, integrating, storing, securing, managing,
monitoring, analyzing, consuming and operationalizing data. It is, in effect, a checklist
for developing a roadmap toward the digital transformation journey that companies
are actively pursuing as part of their modernization efforts.

.
150+ Projects Reliable Partner Business impact
We love data and know how to 25 years a reliable partner in Research has to create value for
Data Strategy Concept This includes clarifying the target vision and practical guidance for achieving that vision, Another valuable
manage this approach
resource! This is to data strategy
the field is published in the
of data management. Harvard Business
our customers Review
business. That’s Data Strategy Concept
with clearly articulated success criteria and key performance indicators that can be used byproven
DALLEMULE and150
by more than DavenportAs (2017).
a trustedAccording to them,
advisor in both the awhy
data
we strategy is relevant
focus the business
to evaluate and rationalize all subsequent data initiatives. A data strategy does not forsuccessful projects
organizing, design and
for large, analyzing
governing, andimplementation
deploying anof organization’s
impact frominformation
the very beginning.
globally active corporations. data-driven solutions we
contain a detailed solution to use cases and specific technical problems. Nor is it limited assets. Without such strategic management, many companies
transfer research into practice.
struggle to protect and
to high-level constructs intended only for senior leadership. Sustaining a successful data leverage their data. Their article describes a framework for building a robust data
strategy requires executive sponsorship and governance for alignment with corporate strategy (DalleMulle und Davenport, 2017, S. 1). The framework (see Figure 4) identi-
objectives and enforced adherence. As corporate objectives evolve, so should the data fies two possible stances for a data strategy. According to the authors, a data strategy
strategy — keeping up not only with how the business is operating but also with how has offensive and defensive elements. The authors define their idea of data strategy as
supporting technologies and related innovations are maturing.“ (Gurevich und Dey, follows:
2018, S. 3)
“Data defense and offense are differentiated by distinct business objectives and the
PENTEK ET AL (2017) elaborated a reference model for data management in the digital activities designed to address them. Data defense is about minimizing downside risk.
economy. The reference model describes the design areas of data management and Activities
LESS includeHALF
THAN ensuring
OFcompliance with regulations
ALL COMPANIES SAY(such
THEY as rules
HAVE governing data
DATA STRATEGIES
the key elements. It aims at structuring the main design areas of effective data ma- privacy and the integrity of financial reports), using
How would you characterize your organization‘s data strategy? analytics to detect and limit fraud,
nagement, while – at the same time – addressing the requirements of the digital and and building systems to prevent theft. Defensive efforts also ensure the integrity of
data-driven economy. During the elaboration, different fields like data governance, data flowing through a company’s internal systems by identifying, standardizing, and
Average
data architecture and data management are excerpted profoundly. Furthermore, a governing authoritative data sources, such as fundamental customer and supplier
34%
definition for data strategy, which plays the central role in their data management information or sales data, in a “single source of truth.” Data offense focuses on
reference model, is given. The definition for data strategy sounds as follows: supporting business objectives such as increasing revenue, profitability, and customer
Somewhat advanced
satisfaction.
31% It typically includes activities that generate customer insights (data analysis
“Data strategy defines the scope and objectives of data management and specifies the and modeling, for example) or integrate disparate customer and market data to
roadmap for providing the data management capabilities required“ support managerial decision making through, for instance, interactive dashboards.”
Below average
21%
According to LOTH (2017) publication in the Journal “Information – Wissenschaft & The data strategy aims to optimize data extraction, standardization, storage and access
Poor
Praxis”1, a data-driven strategy is deeply entangled with an organization’s capability to within the company. The data architecture is enabled by a single source of truth and
8%
analyze and implement data in its business strategy and decision making: the data management aims for maximum control. The offensive data strategy stance
targets competitive position and profitability improvement. Main activities are the
Highly advanced
“In order to develop a data-centric strategy, it is first necessary to understand how a optimization
6%
of data analytics, modelling, visualization, transformation and enrichment.
company conducts analyses and how it deals with the results: what data is collected, The data management sets for flexibility and the architecture relies on multiple versions
what happens to it and how does it affect our decisions? In a modern data strategy, of theknow
Don‘t truth. According to the author, companies need to set their data strategy fitting
there is no step in decision making that is not accompanied by analysis. This is the only to1%
the key objectives and permanently challenge their data strategy for readjustments.
way to ensure that investments in business intelligence and analytics are optimally (DalleMulle und Davenport, 2017)
placed at the service of the company‘s strategic goals. It is therefore essential to
understand analytics as a vital part of your own data strategy and to plan accordingly.”
Defense Offense
MARR (2017) gives another definition on the terms of the creation of a data strategy: Ensure data security, privacy, integrety,
quality, regulatory compliance, and Improve competetive position and
Key objectives governance profitability
“Creating a robust data strategy is one thing, but it must also be properly executed Optimizie data analytics, modeling,
across the organization. Successful data strategy execution relies upon every layer of visualization, transformation and
the company buying into the data strategy and understanding the importance of Core activities enrichment
putting data at the heart of decision making and business operations. Business leaders Data management
should be looking to create a strong data culture across the company, with data being orientation Control Flexibility Fig. 4:
recognized as a key business asset. But a data strategy is not carved in stone – espe- The Elements of Data Strategy
cially when you consider how fast the technology around data and analytics is moving. (DalleMulle und Davenport,
Instead, a good data strategy should evolve as new technologies are discovered and as 2017)
the business’s needs change. Therefore, you should revisit and renew your data strategy
on a regular basis to ensure it meets the business’s ongoing needs and challenges.” Data strategy is a ubiquitous topic and is discussed in a wide range of practical oriented
publications. In order to find definitions of data strategy in these disseminations several
companies and their insights, whitepapers and publications have been analyzed.
Valuable results yielded for example SAS, which define data strategy as:
“A data strategy establishes a road map for aligning these activities across each data
management discipline in such a way that they complement and build on one another
to deliver greater benefits. A data strategy is a plan designed to improve all of the ways
1 The journal „Information - Wissenschaft und Praxis (IWP)“ published by DGI is a you acquire, store, manage, share and use data.“ (SAS, 2019, S. 4)
leading German-language journal in the fields of information science and information
practice

.
SIX ELEMENTS OF A
DATA STRATEGY
Data Strategy Concept SAS conclude with the five core components of a data strategy which are „Identify data
and understand its meaning of structure, origin or location“, „Persist data in a structure
and location that supports easy, shared access and processing”, „Package data so it can
be reused and shared, and provide rules and access guidelines for the data”, „Move and
combine data residing in disparate systems, and provide a unified, consistent data view”,
“Establish, manage and communicate information policies and mechanisms for effective
data usage”.
Wilder-James and Kurth from the company Silicon Valley Data Science give the following
definition of data strategy:
„A modern data strategy is a roadmap to enable data-driven decision-making and

applications that helps an enterprise achieve its strategic imperatives. An effective data
strategy helps an enterprise make technology choices, grounded in business priorities, to
get the most value from their data.“ (Wilder-James und Kurth, 2017, S. 13)
In the McKinsey& Company Quarterly publication “Three keys to building a data-driven

Strategy“, Barton and Court give the following definition for a data strategy:
And as data-driven strategies take hold, they will become an increasingly important point
of competitive differentiation. In our work with dozens of companies in six data-rich
industries, we have found that fully exploiting data and analytics requires three mutually
supportive capabilities. First, companies must be able to identify, combine, and manage
multiple sources of data. Second, they need the capability to build advanced-analytics
models for predicting and optimizing outcomes. Third, and most critical, management
must possess the muscle to transform the organization so that the data and models
actually yield better decisions. Two important features underpin those competencies: a
clear strategy for how to use data and analytics to compete and the deployment of the
right technology architecture and capabilities. Just as important, a clear vision of the
desired business impact must shape the integrated approach to data sourcing, model
building, and organizational transformation. That helps you avoid the common trap of
starting by asking what the data can do for you. Leaders should invest sufficient time
and energy in aligning managers across the organization in support of the mission.“
(Barton und Court, 2013, S. 1)
In addition Barton and Court name key elements of a data strategy which are “choose
the right data”, “source data creatively”, “get the necessary IT support”, “build models
that predict and optimize business outcomes”, “transform your company’s capabilities”,
“develop business-relevant analytics that can be put to use”, “embed analytics in simple
tools for the front lines” and “develop capabilities to exploit big data”.
While the definitions of the individual authors differ in the choice of words and in details,
partly due to the adoption of a different perspective and the background of the authors,
some similarities can be identified. In order to define a general understanding of data
strategy, we consolidated the crucial elements and key words of each data strategy
definition. This analysis resulted in six general key elements supported by the various
data strategy elaborations. In the following we would like to present these key elements.

alignment with corporate objectives (Gurevich und Dey, 2018)
clearly articulated success criteria (Gurevich und Dey, 2018)
clarifying the target vision (Gurevich und Dey, 2018)
company's strategic goals (Loth, 2017)

Data Strategy Concept 1. Clear vision, mission and business objective alignment 3. Constitution of a road mapthe
defines and objectives
scope and objectives (Pentek, Legner und Otto, 2017) Data Strategy Concept
increasing revenue, profitability, and
A profound data strategy is based on a clear data vision, a perception of the organiza- A clear data vision and business
articulated
customer objectives (DalleMulle und
(DalleMulle
success criteria are the foundation
satisfaction und aDavenport,
of Davenport,
profound 2017)
2017)
tions data value generation, general data management, its data culture and future data strategy. A data strategy does
generatepriorities
business customernotinsights
only define these fundamentals
(DalleMulle und but also sets
Davenport, 2017)
(Wilder-James und Kurth, 2017)
state on data value creation and innovation. This vision is aligned with the business out a plan to achieve them. In form of e.g. a road map, the data strategy sets out
objectives and goals of the organization, in fact the data strategy is set out to support strategic imperatives tobusiness’s
createmanagerial
support aneeds
framework and
decision scope for future
making dataund
(DalleMulle
(Marr, 2017) activities and
Davenport, 2017)
the business needs, objectives and goals. However, in order to support the entire objectives. In order to establish a well-defined and successful data strategy, a road map
data-driven thedecision-making (Wilder-James und Kurth,
2018) 2017)
business, a data strategy can suggest to define a new business model or new way of needs to be developed clarifying
and pursued. target vision
In that manner, the data (Gurevich und Dey,
strategy road map
value creation. In any way, a data strategy articulates clear success criteria on how to targets key performance howindicators,
ensurethethe goals
integrity
business and objectives
of data flowing
is operating as well as data
(DalleMulle
(Gurevich und
und strategy
Davenport,
Dey, 2018) 2017)
achieve the data strategy objectives and support the business goals. A data strategy enablers like people, technology and organizational capabilities around the data
changes and assists the organization on how the business is operated and value is lifecycle. The road mapalignment
cantechnologies
new not with
onlycorporate
define data requirements
objectives and
(Gurevich
(Marr, strategic imperatives
und Dey, 2018)
2017)
created with data. Furthermore, it defines the current state and the motivation for a but also rationalize use cases into workloads or map business objectives to certain use
clearly articulated success
data management criteria
capabilities (Gurevich und Dey,
(Pentek, Legner und2018)
Otto, 2017)
data strategy based on organization maturity and primary constraints on data sup- cases as well as set an action plan.
porting the strategy. clarifying the target vision (Gurevich und Dey, 2018)
specifies thestrategic
company's roadmap goals (Pentek,
(Loth, Legner und Otto, 2017)
2017)
defines the scope and objectives (Pentek, Legner und Otto, 2017)
road map (SAS, 2019)
business objectives (DalleMulle und Davenport, 2017) increasing revenue, profitability, and
customer
plan satisfaction (DalleMulle
(SAS, 2019)und Davenport, 2017)
business priorities (Wilder-James und Kurth, 2017) generate customer insights (DalleMulle undund
Davenport, 2017)
a roadmap (Wilder-James Kurth, 2017)
business’s needs (Marr, 2017)
support
strategicmanagerial
imperativesdecision making (DalleMulle undund
(Wilder-James Davenport, 2017)
Kurth, 2017)
clarifying the target vision (Gurevich und Dey, 2018)
data-driven
developing adecision-making
roadmap (Wilder-James
(Gurevich undund
Dey,Kurth,
2018)2017)
how the business is operating (Gurevich und Dey, 2018) ensure the integrity of data flowing
plan accordingly (DalleMulle
(Loth, 2017)und Davenport, 2017)
alignment with corporate objectives (Gurevich und Dey, 2018)
new technologies (Marr, 2017)
clearly articulated success criteria (Gurevich und Dey, 2018) choose the right assessment
data (Barton und Court,
4. Organizational and technological
data management capabilities and change(Pentek,
management
Legner und2013)
Otto, 2017)
defines the scope and objectives (Pentek, Legner und Otto, 2017) transform your company’s capabilities and
clarifying the target vision (Gurevich und Dey, 2018) IT support (Barton und Court, 2013)
business objectives (DalleMulle und Davenport, 2017) Establishing an organization-wide data strategy involves notable changes in various
company's strategic goals (Loth, 2017) specifies the roadmap (Pentek, Legner und2013)
Otto, 2017)
fields regarding technological, organizational
data sourcing or data analytical/management
and model building (Barton und Court, areas. In
business priorities (Wilder-James und Kurth, 2017)
order to develop and integrate a data strategy into
road mapbusiness-relevant analytics the general
(SAS, business
2019) activities, a
2. Long-term benefits increasing
and revenue, profitability,
competitive
business’s needs advantageand (Marr, 2017)und Davenport, 2017)
(DalleMulle
company might need todeveloptransform its data capabilities and IT (Barton und Court, 2013)
support. Therefore, to
customer satisfaction
choose the right data, enable
plan data
using analytics sourcing and successful model
(SAS, building,
2019) technology
(DalleMulle und Davenport, 2017)
clarifying
A well-defined, developed
generate the targetinsights
andcustomer
implementedvision data strategy carries
(Gurevichseveral
und
(DalleMulle different
Dey,
und 2018) 2017)
Davenport, choices need to be made and business-relevant analytics need to be developed and
a roadmap technologies
long-term benefits along. The strategy ensures the integrity of flowing data and at the heart of one’s value creation(Wilder-James
integrated. If data is notsupporting process,und
(Gurevich und
the Kurth,
2018) 2017)
organization’s
Dey,
how the managerial
support business is operating
decision making (Gurevich und
(DalleMulle Dey,
und 2018) 2017)
Davenport,
generates new insights and value. Thereby it supports and enables managerial data- entire approach on datastrategic
needsimperatives
to be assessed and challenged. Different indications and
(Wilder-James
putting data at the heart (Marr, 2017) und Kurth, 2017)
driven decision making,alignment
which – carried
with out
corporate
data-driven decision-making correctly
objectives – can create
(Gurevicha sustainable
und Dey, 2018) compe-
(Wilder-James und Kurth, 2017) actions need to be conducted to define the current data state and maturity of the
titive advantage. A data strategy can build the foundation to efficiently and effectively organization. Preparingdeveloping
for change
understand and determining how to(Gurevich
aanalytics
roadmap work
(Loth, requires the identifi-
und Dey, 2018)
2017)
clearly
use ones data thus create thearticulated
ensure the success
integrity
opportunity tocriteria
of data operate more (Gurevich
flowing und
(DalleMulle
efficiently, Dey,
und 2018) 2017)
Davenport,
increase value, cation and exploitation of current constraints in the data value generation, data
plan
makeaccordingly
technology choices (Loth, 2017)
improve profitability and raise
clarifying customer satisfaction.
the target vision Furthermore,
(Gurevich a data strategy
und Dey, 2018) can architecture, infrastructure, management and governance. (Wilder-James und Kurth, 2017)
enable the use of and the creation of new technologies and data management capabi-
lities. company's strategic goals (Loth, 2017)
data management capabilities (Pentek, Legner und Otto, 2017) choose the right data (Barton und Court, 2013)
transform your company’s capabilities and
increasing revenue, profitability, and IT support (Barton und Court, 2013)
customer satisfaction (DalleMulle und Davenport, 2017)
specifies the roadmap (Pentek, Legner und Otto, 2017)
data sourcing and model building (Barton und Court, 2013)
generate customer insights (DalleMulle und Davenport, 2017)
road map (SAS, 2019)
develop business-relevant analytics (Barton und Court, 2013)
support managerial decision making (DalleMulle und Davenport, 2017)
plan (SAS, 2019)
using analytics (DalleMulle und Davenport, 2017)
data-driven decision-making (Wilder-James und Kurth, 2017)
a roadmap (Wilder-James und Kurth, 2017)
supporting technologies (Gurevich und Dey, 2018)
ensure the integrity of data flowing (DalleMulle und Davenport, 2017)
strategic imperatives (Wilder-James und Kurth, 2017)
putting data at the heart (Marr, 2017)
developing a roadmap (Gurevich und Dey, 2018)
understand analytics (Loth, 2017)
data management capabilities (Pentek, Legner und Otto, 2017)
plan accordingly (Loth, 2017)
make technology choices (Wilder-James und Kurth, 2017)
specifiesthe
choose theright
roadmap
data (Pentek,und
(Barton Legner und2013)
Court, Otto, 2017)
14 | 47 Fraunhofer ISST transform Data Strategy Praxis Report Data Strategy Praxis Report Fraunhofer ISST 15 | 47
road map your company’s capabilities and (SAS, 2019)
IT support (Barton und Court, 2013)

plan (SAS, 2019) .
data sourcing and model building (Barton und Court, 2013)
a roadmap (Wilder-James und Kurth, 2017)
develop business-relevant analytics (Barton und Court, 2013)
Data Strategy Concept 5. Long-term and organization-wide data strategy establishment
A data strategy challenges the way an organization approaches and uses data. In order
to create a strong data culture across the organization and to mature new data innova-
tions, a data strategy seeks for an organization-wide transformation. Additionally, just
like business objectives evolve, so does a data strategy. It needs to be revisited and
renewed on a regular basis, asking constantly if the data strategy still supports the
business objectives. Therefore, a data strategy is a long-term intention, setting deep
roots and supporting data-driven value creation throughout the organization, breaking
up data silos and mavericks.
across the organization (Barton und Court, 2013)
on a regular basis (Marr, 2017)
organizational transformation (Barton und Court, 2013)

Establishing a data
strategy is a long-term supporting innovations (Gurevich und Dey, 2018)
and organization-wide
transformation in order strong data culture (Marr, 2017)
to mature innovations As corporate objectives evolve, so should
and a strong data culture the data strategy (Gurevich und Dey, 2018)
related innovations are maturing (Gurevich und Dey, 2018)
across the organization (Marr, 2017)
revisit and renew (Marr, 2017)
across the organization (Barton und Court, 2013)

6. Sets boundaries and acquire,
objectives
store,for data share
manage, management
and use data (SAS, 2019)
on a regular basis (Marr, 2017)
executive sponsorship and governance (Gurevich und Dey, 2018)
A successful data strategy requires the support of(Barton
organizational transformation
a data sponsorship and governance.
und Court, 2013)
InEstablishing
that regard the
a data data strategy serves as
compliance with regulations a common reference for data
(DalleMulle undmanagement
Davenport, 2017)
disciplines
strategy is a like datasupporting
long-term innovations
architecture, services, methods, (Gurevich und Dey, 2018)
usage, governance and procedures.
and organization-wide
It transformation
defines thein goals, authoritative
objectives anddatahowsources
to improve the way(DalleMulle
the organization acquires,
und Davenport, 2017)
order strong data culture (Marr, 2017)
stores,
to maturemanages,
innovations shares andobjectives
As corporate uses data.
evolve, In that way, the data strategy is most optimal
so should
and a strong data culture the datacomplement
strategy and build on one another (SAS,
(Gurevich und Dey, 2019)
2018)
when it is complement, improving and built on the data management respectively data
governance.
A data strategy Furthermore,
sets the it identifies,
related innovations
identifying, standardizes
are maturing
standardizing, andund
(Gurevich
and governing governs
Dey, 2018)secure and authoritati-
veframework and goals
data sources. for
However, a data
across the organizationstrategy sets the framework
(Marr, 2017) and goals for data
the data management applications (Wilder-James undthe
Kurth, 2017)
management and data governance,
and data governance revisit and renew
it does not precisely specify it during develop-
(Marr, 2017)
ment of a profound data strategy.
simple tools (Barton und Court, 2013)
common reference of methods, services,
acquire, store, manage, share and use data (SAS, 2019)
architectures, usage patterns and procedures (Gurevich und Dey, 2018)
executive sponsorship and governance (Gurevich und Dey, 2018)
data management discipline (SAS, 2019)
compliance with regulations (DalleMulle und Davenport, 2017)
authoritative
requires data sources sponsorship and
executive (DalleMulle und Davenport, 2017)
governance (Gurevich und Dey, 2018)
complement and build on one another (SAS, 2019)
A data strategy sets the compliance

identifying, with and
standardizing, regulations
governing
framework and goals for
the data management applications (Wilder-James und Kurth, 2017)
and data governance
Vendor Booz Allen Hamilton
simple tools (Barton und Court, 2013)
Headquarter McLean, VA (Gurevich und Dey, 2018)
architectures, usage patterns and procedures
Domain data management discipline

Management-Consulting (SAS, 2019)

Founded 1914
requires executive sponsorship and governance (Gurevich und Dey, 2018)
Employees 26300
compliance with regulations (DalleMulle und Davenport, 2017)
Website http://www.boozallen.com
16 | 47 Fraunhofer
Vendor ISST Booz Allen Hamilton Data Strategy Praxis Report
Published 2017
Headquarter McLean, VA

Domain
Vendor Management-Consulting
CDQ AG
Founded 1914
Headquarter St. Gallen, St. Gallen
3 Data Strategy Market Analysis
Data Strategy Market Analysis
We conducted a market analysis to find relevant data strategy tools that can be used by
practitioners to design their data strategy and derive implications for their company and
business. In the following chapter, this market analysis will be presented. For that, section
3.1 explains the market procedure and is followed by the market analysis results presen-
3
ted in section 3.2.
3.1
Market Analysis Procedure
DATA STRATEGY In the second chapter we elaborated why a well-developed and fully applied data
MARKET ANALYSIS
strategy is not only relevant but also essential for companies and organizations to have
sustainable success and competitive advantage. In this chapter we want to further
elaborate what tools are available for organizations to support them while developing
their own data strategy. Therefore, we conducted a market analysis to find the most
recent data strategy tools and frameworks which can currently be used by the compa-
nies. For that market analysis we pursued two goals. Firstly, we provide an overview of
companies and organizations that offer data strategy tools. We give insights of their
organizational key facts and point out their domains to better understand their perspecti-
ves and how they operate. Second, we elaborated their specific data strategy tools and
We conducted a market analysis to exhibit how different com- offerings. To answer the first search question, we analyzed a variety of economic jour-
nals, consulting companies and service companies in different branches and economic
panies in various industries and domains interpret data strategy. areas. We applied different key words in google search to find companies and organiza-
tions that are active in the field of data strategy, digital strategy, digital transformation,
For that, we analysed several data strategy tools and insights that strategy and technology consulting, change and process improvement, IT consulting and
cyber solutions. We analyzed well-known consulting companies like Boston Consulting
circulate in today‘s economy. These tools provide a comprehension Group or Booz Allen Hamilton, Finance, IT and Data Service companies like IBM or
Wirecard and scientific consulting organizations like CDQ AG or Measurelab Ltd. The
of key elements and crucial parts of data strategies as well as point search yielded several results, which were analyzed, parsed and evaluated, to extract
relevant findings and examples. In order to answer the second analysis question, we
out the variety of approaches. This serves as an overview on how searched in reports, white papers, websites and insights published by the selected
organizations and companies. We analyzed these publications in terms of data strategy
data strategy can support your business objectives and provide frameworks, tools, elaborations and developments. These results were taken into further
examination to evaluate whether the tools were current, branch-specific, extensive,
great benefits. practical and useful. The analysis provided valuable results, covering a variety of branches
and cross-cutting industries. Beyond that, the tools display different forms, ranging from
fully applicable road maps to strategic canvases. The goal of this search was to conduct a
well decided, profound and structured analysis, which secures the necessary rigor and
depth. In the following section the most valuable results will be examined and presented.
3.2
Overview of current Data Strategy Tools in the Economy
The following section serves as an overview on data strategy frameworks and tools in the
current economic environment. Several organizations with their respective data strategy
approaches will be outlined, explained and eventually evaluated. While there are several
different tools and frameworks on data strategy, we based the following selection on the
general tool quality and assorted criteria concerning the establishment of the organiza-
tion in the respective domain as well as success factors like time of foundation or
company size.

.
architectures, usage patterns and procedures (Gurevich und Dey, 2018) Domain Management-Consulting
data management discipline (SAS, 2019) Founded 1914
acquire, store, manage, share and use data (SAS, 2019) Employees 26300
requires executive sponsorship and
governance (Gurevich und Dey, 2018) Website http://www.boozallen.com
Data Strategy Market Analysis 1) Booz Allen Hamiltoncompliance with regulations

Data Strategy Framework (DalleMulle und Davenport, 2017) 2)Published 2017
CDQ Data Strategy Canvas and Reference Model Data Strategy Market Analysis
Vendor Booz Allen Hamilton Vendor CDQ AG
Headquarter McLean, VA Headquarter St. Gallen, St. Gallen
Domain Management-Consulting Domain IT and Services
Founded 1914 Founded 2006
Employees 26300 Employees 11-50
Website http://www.boozallen.com Website https://www.cdq.ch
Published 2017 Published 2019
Booz
VendorAllen HamiltonCDQ
is aAGstrategy and technology consulting company that provides The CDQ AG, formed in 2006, is a company specialized in data quality, data sharing
management and technology consulting as well as engineering services to leading and data management. They offer many services, solutions and publications in that
Headquarter
Fortune 500 corporations and
St. Gallen, St. governments.
Gallen Founded in 1914, the global firm employs regard. These publications include the data strategy canvas (see figure 7) and the data
over 26000 people with expertise in consulting, analytics, digital solutions, engineering management reference model (see figure 8).
Domain IT and Services
and cyber transformation for industries ranging from defense to health to energy and In 2019, Prof. Dr. Christine Legner and Tobias Pentek from the CDQ published the data
international
Founded development.
2006 In 2017 the company published their data strategy frame- strategy canvas. The canvas helps operators to define the key elements and sets
work (see fig. 14), conducted by the vice president for data solutions and machine building blocks of a respective data strategy. The canvas itself contains of seven areas.
Employees and several
intelligence 11-50associates. The framework aims to lead organizations through The area “need for action” defines the motivation for a data strategy, derived from the
their data to drive business
Website outcomes and realize a quicker, greater return on invest-
https://www.cdq.ch current state of data usage in the company. The area “vision” defines the aspiration for
ment centered on the data lifecycle. The framework starts with an organization’s data data and its future role. The area “Mission and scope” defines the boundaries and
vision, which includes
Published 2019its planned achievements with data in support of its broader purposes of the data initiative. The area “business value” explains how data contribu-
business and mission needs. The framework then centres on the six phases of the data tes to business success. Furthermore, the key capabilities in terms of people roles and
lifecycle and defines clear data goals, identifies key people and technology and consi- responsibilities, similar to data governance, are set. The code of conduct and transfor-
ders cultural implications for each data lifecycle phase. Eventually, data governance and mation areas define the implementation and mind-set of the data strategy. Similar to
data management underpin the framework and define the functions that ensure the preceding tool, this canvas is filled in the described sequence actively during a team
oversight, control, and execution of these data activities. The framework encourages cooperation with profound discussions and revisions.
organizations to structure and develop their data strategy around six data lifecycle
phases, putting data on the main stand to support business goals and enable business
objectives. According to the authors, this approach allows organizations to ensure the
consideration of unique data lifecycle nuances required to treat data as a true asset.
Additionally, it provides organizations with a certain level of flexibility as they can freely
tailor their approach to match the realities that exist within their data environment.
Fig. 5: Fig. 6:
Booz Allen Hamilton Data CDQ Data Strategy Canvas
Strategy Framework (https:// (https://www.cc-cdq.ch/
www.boozallen.com/s/insight/ request-publications#16)
thought-leadership/a-frame-
work-to-guide-your-data-
strategy.html)

.
Data Strategy Market Analysis The data management reference model organizes design areas for data management Data Strategy Market Analysis
in three categories – goals, enablers and results – which are linked in a continuous
improvement cycle. In the centre of the reference model is the data strategy (as defined
in section 1.2). It serves as the guideline and sidepost for all activity in data manage-
ment. The goals define the strategic direction for the data management. Enablers
facilitate the goals and the results measure the achievement of the goals. The dynamic
nature of the model recommends a process to adjust the goals and improve the
enablers (see figure 8) (Pentek, Legner und Otto, 2017, S. 78).
Vendor Measurelab
Headquarter Lewes, East Sussex
Domain Internet and Consulting Fig. 8:

Measurelab Data Strategy
Founded 2013 Canvas (https://www.
measurelab.co.uk/blog/
Employees 11-50
what-is-a-data-strategy-and-
Website https://www.measurelab.co.uk do-i-need-one/)
4)Published 2018
Boston Consulting Group Data Comprehensive Model
Fig. 7: Vendor Boston Consulting Group

Data Management Reference
Model (Pentek, Legner und Headquarter Boston Massachusetts
Otto, 2017)
Domain Management-Consulting
3) Measurelab Data Strategy Canvas Founded 1963
Employees 10001+
Vendor Measurelab
Website http://www.bcg.com
Published 2017
Domain Internet and Consulting
Founded 2013 The Boston Consulting Group is globally one of the biggest management and strategy
Vendor Keller Schroeder
consulting companies. They published a Data Comprehensive Model in which the data
Employees 11-50 strategy is defined in the firstINkey issue “vision”. The data strategy in this model defines
Headquarter Evansville,
the reasoning in why one is interested in data, the goals of the data strategy and
Website https://www.measurelab.co.uk
Domain if the dataITstrategy
clarifying and Serviceimproves current practices or forces a radical transforma-
Published 2018 tion. In
Founded
this model, the
1978
data strategy defines the use cases and the analytics methods.
Furthermore, it determines the data governance in terms of measured data quality
indicators,
Employees data management
51-200 organization and basic data hygiene actions. Ultimately
Vendor Boston Consulting Group
Founded in 2013, Measurelab Ltd. is a data and marketing analytics consulting compa- the data strategy gives road for the data infrastructure and data technologies (see
Website http://www.kellerschroeder.com
ny, specialized
Headquarter in data analysis and optimization, data collection and engineering. One
Boston Massachusetts figure 10). The framework is applied in five critical steps, working the figure from top
of their services includes the Data Strategy Canvas (see figure 16). The canvas is familiar toPublished
bottom. In step one2019 a vision for the business is set, in step two use cases for a
toDomain
the business model canvas published by Strategyzer1. It serves as a tool to determine
Management-Consulting portfolio of initiatives are determined, in step three an analytics operating model is
the company’s data strategy whether the organization focuses on an offensive or devised, specifying how the data analytics functions are supposed to work. In step four
Founded 1963
defensive stance in the data strategy. The canvas starts in the centre with the data aVendor Global Dataand
data governance structure Strategy Ltddata governance rules are established before
strict
strategy
Employeesgoal and works
10001+ from there on outwards. First the applicant defines how the crucial decisions
Headquarter
concerning the
Boulder, Colorado
data infrastructure are made. The framework supports
data strategy will support the business goals in an offensive and defensive manner, the applicant in each and every step.
Website
since, http://www.bcg.com
according to the authors, the goal for the data strategy is determined by the Domain Management-Consulting
business
Published
model and business goals. In the next steps, the canvas helps the applicant
2017 Founded 2015
define its needed tools and technologies, data sources, skills, capabilities and channels
to fulfil his data strategy. To support these determinations, a comprehensive view on Employees 2-10
the customers and data
Vendor Keller suppliers
Schroeder is conducted, before strengths and weaknesses in
terms of advantages and threats are specified. Website http://www.globaldatastrategy.com
Headquarter Evansville, IN
Published 2017
1 (https://www.strategyzer.com/canvas/business-model-canvas).
Domain IT and Service
22 | 47 Founded ISST
Fraunhofer 1978 Data Strategy Praxis Report Vendor
IBM Data Strategy Praxis Report Fraunhofer ISST 23 | 47

Employees 51-200 Headquarter Armonk, New York, NY
.
Website http://www.kellerschroeder.com Domain IT and Services
Published 2019 Founded 1911

Vendor Measurelab
Headquarter Boston Massachusetts
Founded 1963 Data Strategy Market Analysis
Founded 2013
Data Strategy Market Analysis
Employees 10001+
Employees 11-50
Website http://www.bcg.com
Published 2017
Published 2018

Headquarter Boston Massachusetts
Fig. 9: Domain IT and Service
BCG Data Comprehensive Domain Management-Consulting Fig. 10:
Model (https://www.bcg.com/ Founded 1978 Keller Schroeder Data Strategy
publications/2017/digital- Founded 1963 Road Map (https://www.
Employees 51-200
transformation-transforma- kellerschroeder.com/data-
Employees 10001+
tion-data-driven-transforma- Website http://www.kellerschroeder.com strategy-framework/)
tion.aspx) Website http://www.bcg.com
6)Published 2019 Framework and Roadmap
Global Data Strategy
5)Published 2017 Strategy Framework
Keller Schroeder Data
Vendor Global Data Strategy Ltd
Headquarter Boulder, Colorado
Founded 2015
Founded 1978
Employees 2-10
Employees 51-200
Website http://www.globaldatastrategy.com
Published 2017
Published 2019
Global
Vendor
Data Strategy
IBM
ltd. is an international information management consulting
Keller Schroeder is an information technology consulting services firm, a reseller and a company specializing in the alignment of business drivers with data-centric technology.
systems integrator of hardware and software products. Founded in 1978, Keller InHeadquarter
2019 Donna BurbankArmonk, published
New York,aNYdata strategy framework and a data strategy road
Schroeder
Headquarteremploys around 200 people and serves clients in cross-industry markets
Boulder, Colorado map & assessment to help her clients understand the relationship between data
ranging from manufacturing, finance, utilities and healthcare. Their field of expertise strategy and data management, as well as illustrating areas where their organization
Domainfrom infrastructure
ranges Management-Consulting
solutions, application development IT consulting, cyber may need to mature to use data in the most strategic way possible. The framework
Founded 1911
security,
Founded data strategy
2015and more. Keller Schroeder operates in the performance impro- (see figure 12) consists of five levels. To apply the framework, the levels are conducted
vement business and aims to leverage technology tools and services to help their clients from top to bottom10.001+
Employees to illustrate the client areas where the organization may need to
achieve their objectives
Employees 2-10 more successfully. mature to use data in the most strategic way possible. The first level defines an align-
Website http://www.ibm.com
The company published a data strategy road map as they define data strategy as the ment of business priorities and data strategy. In this case either the business strategy
Website http://www.globaldatastrategy.com
organizational capability to manage the data lifecycle and apply Advanced Analytics to drives the data strategy
Published 2014 or the data strategy enables new business possibilities. In the
business
Published operations 2017
to extract value from data assets. The data strategy framework second level, the data governance in terms of managing people, processes, policies and
aims to guide organizations in developing their own data strategy so that they max culture around data is defined. The data governance puts the data strategy into
effectively navigate the next ten-year horizon. According to the authors, implementing practice. The third level is about leveraging and managing data for strategic advanta-
aVendor IBM
data strategy is a significant culture shift for many organizations as new insights and ges. It defines data management practices such as data quality, master data manage-
new ideas
Headquarter will challenge decision-making.
Armonk, New York, NY The framework (see fig. 10) relies on key ment and data warehousing. The fourth level addresses the coordination and integra-
organizational capabilities such as data literacy, data governance, data quality improve- tion of external and disparate data sources. The management and inventory of data
ment,
Domaindata self-service etc.
IT and It is structured in six phases, with key activities and outco-
Services sources is defined in the fifth level.
mes for each phase. The phases are divided into subsequent sequential activities.
Founded 1911
Published with the framework, Kellerschroeder added abstracts to each phase, which
include
Employeesthe description of the phase, key considerations, implementation information
10.001+
and exhibits, figures, tools and templates.
Published 2014

.
Founded 2013
Employees 11-50
Data Strategy Market Analysis Even though this framework is not a data strategy tool in particular, its aim is to Data Strategy Market Analysis
Published 2018 support the user to understand the current state of data capabilities in the organization
in order to meet the organization’s business objectives. In that manner, this framework
accomplishes the key element of a data strategy, namely assessing the current state in
order to find gaps, which need to be addressed to reinforce the business objectives and
Headquarter Boston Massachusetts goals. Therefore, this framework is a well-appointed tool to help users work towards
and create their organization’s data strategy. The maturity levels are divided in five
Domain Management-Consulting stages for six areas. With this tool a company can assess not only its data-driven
business strategy but also its information and analytics system, its data culture and
Founded 1963
Fig. 11: execution, data architecture and data governance. Each of the six areas in the model is
Global Data Strategy Frame- Employees 10001+ targeted individually by using assessment methods like interviews and questionnaires to
work (https://globaldatastrat- receive a clear view of the current state of the data culture within an organization. The
egy.com/our-services/ Website http://www.bcg.com framework serves as a tool to not only form a considered assessment of the desired
data-strategy/)
Published 2017
target state but also to identify gaps and provide a guidance on the steps required to
realize the end state. Current weaknesses can be identified in order to establish a
In addition to the framework, the Global Data Strategy ltd. published a data strategy data-driven business strategy and perform the needed transformations in the respective
road map consistingKeller
Vendor of several minor tools to align the business and data strategy,
Schroeder fields.
assess the current state, propose future state and perform the roadmap (see figure 13).
Founded 1978
Employees 51-200
Published 2019
Headquarter Boulder, Colorado

Fig. 12:
Global Data Strategy Roadmap Fig. 13:
(https://globaldatastrategy. Founded 2015 IBM Big Data Hub Data
com/our-services/data-strat- Analytics Maturity Model
Employees 2-10
egy/) (https://www.ibmbigdatahub.
Website http://www.globaldatastrategy.com com/blog/big-data-analytics-
maturity-model)
7)Published
IBM Big Data Hub2017
Maturity Model
8) Breakthrough Data Strategy Canvas
Vendor IBM
Vendor Breakthrough Healthcare
Headquarter Armonk, New York, NY
Headquarter Ellicot City, Maryland
Domain Health & Hospital
Founded 1911
Founded 2018
Employees 10.001+
Employees 1-10
Website http://breakthrough.healthcare
Published 2014
Published 2019
IBM is an IT and consulting company with its headquarters located in New York. The
IBM Big Data Hub is their communication and publication platform for general big data Breakthrough Healthcare is a consulting and data analytics company that provides
topics. On this platform, IBM published a big data & analytics maturity model that helps Vendor
organizational strategy services, clinical registry services and dataset measure develop-
Equifax
organizations assess their current capabilities in order to generate value from big data ment for medical
Headquarter
societies and healthcare associations.
Atlanta, GA
investments in support of strategic business initiatives.
Founded
1899
.
Employees 10001+
Website https://www.equifax.com
Data Strategy Market Analysis In association with the Quality Clinical Data Registry they designed the data strategy Equifax is an IT and services company located in Atlanta, Georgia. They published a Data Strategy Market Analysis
canvas and framework to quickly surface organization’s priorities, data opportunities template for a data strategy framework. According to Equifax’ publication their data
and innovative ideas that will serve as the foundation of the corresponding data strategy focuses on generating revenue growth by acquiring and leveraging data
strategy. sources. Explicitly the data strategy tells what data is needed, why data is needed and
The canvas (see figure 5) consists of six sections with respective sublevels. The first how that data will be acquired and integrated in solutions. The data strategy is an
section deals with the data strategy mission, therefore helps to navigate your overall integral part of the Equifax Growth Strategy. The framework focuses on customer
goals of your data strategy and your data activities. The second section defines the problems and market needs, leveraging existing data, acquiring new data to fill gaps,
company data goals. They conclude that an effective data strategy breaks down using analytics to assess data value, establishing data management and governance
departmental barriers and uses data to the benefit of the entire organization and its and leveraging best practices. It has eight columns (see figure 9), defining the customer
stakeholders. The stakeholder section includes direct and indirect stakeholders that need, needed data, integration strategy, purchase plans, addressed customers and
could benefit from the data strategy goal. In the landscape section the applicant scans competitive scenario. The framework is filled from left to right, using subcategories and
the partners, competitors, opportunities and threats that might occur with the new keywords. Before the approach on the framework, a 360 degree financial view of the
data strategy. The fifth section defines the data that should be captured, stored target customer of the business objective is conducted. This view includes consumer
analysed and used, in dependence of your previous sections. It considers existing data assets
Vendorand income. Breakthrough
The framework supports to answer the question about what data is
Healthcare
in your company and new data that should be acquired. The last section defines the needed, why the data is needed and how the data will be acquired and integrated in
solutions, the creative and analytical process of combining everything captured into the solutions.
potential programs, products, services, or initiatives.
Domain Health & Hospital
The canvas is most effectively used actively in a team using sticky notes in a workshop
environment. It is filled from left to right and from top to bottom. After filling in your Founded 2018
mission at the top, the users work their way through each section of the canvas, from
Goals, Stakeholders, Landscape, Data, and finally, Solutions. It is recommended to plan Employees 1-10
sufficient effort for evaluation, discussion and reflection to refine the canvas.
Website http://breakthrough.healthcare
Published 2019
Vendor Equifax
Headquarter Atlanta, GA
Fig. 15:
Domain IT and Services Equifax Template Data
Strategy Framework (http://
Founded 1899
www.dataversity.net/
Employees 10001+ wp-content/uploads/2011/03/
Vendor Breakthrough Healthcare TUE_1130_Carter_John.pptx)
Published 2010
Fig. 14: Domain Health & Hospital 10) Big Data Framework Big Data
Breakthrough Data Strategy
Canvas (https://www. Founded 2018
Vendor Big Data Framework
prometheusresearch.com/
Employees 1-10
resources-guides-and-whitepa- Headquarter Bonn, NRW
pers/) Website http://breakthrough.healthcare
9)Published
Equifax Data 2019
Strategy Framework Template Founded 2017
Employees 11-50
Vendor Equifax
Website http://www.bigdataframework.org
Headquarter Atlanta, GA
Published 2018
Founded 1899 The Big Data Framework is an independent organization for the development and
advancement of Big Data practices and certification. Founded in 2017 and located in
Employees 10001+ Germany, Big Data Framework aims to inspire, promote and develop excellence in Big
Data practices, analysis and applications across the globe. The organization formulated
and excerpt on formulating a big data strategy.
Published 2010
28 | 47 Vendor ISST
Fraunhofer Big Data Framework
Data Strategy Praxis Report Data Strategy Praxis Report Fraunhofer ISST 29 | 47

Headquarter Bonn, NRW
.
Founded 2017
Data Strategy Market Analysis According to the organization, a big data strategy defines and lays out a comprehen-
sive vision across the enterprise and sets a foundation for the organization to employ
data-related or data-dependent capabilities. A well-defined and comprehensive big
data strategy creates various benefits and makes big data actionable for the organiza-
tion. It sets out the steps that an organization should execute in order to become a
data driven enterprise. The Big Data strategy incorporates some guiding principles to
accomplish the data-driven vision, directs the organization to select specific business
goals and is the starting point for data driven planning across the enterprise”. In order
to formulate a profound data strategy, Big Data Framework sets out a 5-Step-Approach
to define the big data strategy. The five steps are illustrated in figure 18 and further
explained in their elaboration.
The first step requires to define the business objectives in order to leverage big data in
an organization. The data strategy should align with the business objectives and the
enterprise strategic planning process. The second step requires an assessment of the
current business processes, data sources, data assets, technology assets, capabilities
and policies. Current state assessments are typically conducted with a number of
interviews and similar tools with involved employees. The third step is to identify and
prioritize use cases that align with the business objectives. Well-defined use cases
provide a clear and effective way to define how big data technologies and solutions
can realize business goals. The fourth step, which presumably takes the most time and
effort, is to formulate a big data roadmap according to the desired future state. The
roadmap identifies gaps in data architecture, technology, tools and processes and
outlines which project will be executed first and what capabilities will be used. The last
step is to embed through change management, which compasses organizational,
cultural, technological and business change. In that manner, data governance becomes
a crucial component of change management. Appropriate incentives and ongoing
metrics should be key part of any change management program.
Fig. 16:
Big Data Strategy Framework
Iterative Cycle (https://www.
bigdataframework.org/
formulating-a-big-data-
strategy/)

.
4 Data Strategy Tool Evaluation
Data Strategy Tool Evaluation
4.1
Assessment of Data Strategy Tools
4
Several tools yielded from the research of scientific and economic publications. In the
following section aspects and elements, that the various tools have in common, and
differences will be outlined. Furthermore, the tools will be aggregated and compiled.
A profound way to systemize the yielded frameworks is published by Etsiwah and Hilbig
in the ISPIM Innovation Conference (Etsiwah und Hilbig, 2019). In their publication, the
DATA STRATEGY
authors developed a framework to analyse certain data strategy researches. The frame-
work is structured in five descriptive dimensions with 14 subcategories. We pursued a
similar approach and created a framework with 6 dimensions and 18 respective subcate-
TOOL EVALUATION
gories. In the following the different dimensions will be presented and applied to the
evaluation.
Dimension 1 Purpose: This dimension describes the objective of a data strategy within
an organization. The categories start from an operational product level up to a corporate
level, where the analysed tool sets out implications for the entire enterprise. Product
development includes frameworks, which set the objective of a data strategy to develop
or innovate existing products. Business development summarizes tools that implement
changes on a business model level. Strategy development sets an organizational design
In the following section we evaluated the presented data strategy with the objective to create a strategy based on data and not just for data or only inclu-
ding data. Corporate development contains cases where data strategies were developed
tools on a scientific approach. We defined analytical dimensions and implemented in order to have an enterprise-wide effect with regard to technical
infrastructures, processes and policies that facilitate data management.
to distinguish between the different approaches and classify the
Dimension 2 Level: The second dimension links the tools to traditional classifications of
various tools. Apart from this, we showcased which tool chooses an strategy in strategic management literature as it describes the scope of a given data
strategy on a functional level, business level and corporate level. The focus in this dimen-
offensive or a defensive stance, so that you get an understanding sion does not lay on the objective of the data strategy, but on the organizational level it’s
implemented and executed. It helps to align the data strategy to other non-data strategies
of the different perspectives. within the organization. (Etsiwah und Hilbig, 2019)
Furthermore, we outlined relevant trends and tendencies that Dimension 3 Tool Practice: The third dimension displays in what form the vendor offers
its data strategy tool and therefore how the application is conducted. The analysis showed
were observable during our analysis. These trends acknowledge that the offered tools come in different forms and shapes. During the analysis three
different forms of execution showed to be predominant, and we distinguished between
how data strategy evolves in the economy as well as within an namely method, model and general framework. A method is on hand, if the tool offers
the applicant some sort of sequence of conduct, a series of steps or a continuous process.
organization. A model on the other hand, supports the applicant to align and understand different parts
of a system. It helps to conceptualize, classify and range different aspects of the entire
object. A general framework however describes tools that are not assigned to one of the
preceding forms. Predominantly, these tools come on form of canvasses or matrices.
Dimension 4 Tool Consideration: This dimension defines how the respective tool
describes the key elements objectives, action plan and benefits, which were designated
crucial in the definition of data strategy. The first characteristic if fulfilled, if the tool
supports the determination of data strategy goals, success factors, key performance
indicators and supports the alignment with business objectives. The second characteristic
is satisfied when the tool helps to define an action plan, road map, strategic imperatives
or successive steps according to the definition of the third key element. The last characte-
ristic is fulfilled if the respective data strategy tool outlines what insights, benefits, capabi-
lities and business advantages are generated by conducting a profound data strategy.

.
Data Strategy Tool Evaluation Dimension 5 Data Asset: This dimension defines what kind of data asset will be used
in the respective data strategy tool. It distinguishes between internal data assets,
specifically data from sources already available for the organization and owned from
the organization, and external data, concretely data that has yet to be acquired or even
purchased to sufficiently reach the explicit data strategy objective.
Tool
Dimension 6 Data Management Targeting: The last dimension determines to what
Dimension Category
extent data management toppings are targeted within the respective tool. It contains
four subcategories, namely Data Assessment, Data Architecture, Data Governance and
Product Dev.
Data Analytics. The category is checked if the data strategy tool addresses the corres-
ponding data management topic and gives directions to include it in the development
Business Dev.
process.
Strategy Dev.
Purpose Corporate Dev.
Functional
Business
Level Corporate
Method
Model
Tool Practice
Objectives
Action Plan
Benefits
Internat
Data Asset External
Data Assessment
Data Architecture
Data Governance
Data Management
Targeting Data Analytics
Not addressed
Barely addressed
Partly addressed
Largely addressed
Fully addressed
34 | 47 Fraunhofer ISST Data Strategy Praxis Report Fig. 17:

Data Strategy Evaluation

Lack of interoperability
44%
Lack of clear direction from leadership

38%
Lack of market solution that supports existing environments for enterprise

Data Strategy Tool Evaluation This evaluation unfolds the dominant differences of the presented tools and therefore
19%
provides a general overview on the various specifications. We attempted another
approach to showcase different forms and specifications of the presented tools. For this
None of the above
purpose, we divided the tools once more depending on their data strategy orientation
and their tool practice. We differed between an offensive and a defensive data strategy 2%
stance according to the division made in section 2.2. Furthermore, we differentiated in
the tool practice so that the resulting matrix contained six areas. We distributed the
respective organizations in the appropriate areas to create a simplistic overview and
differentiation in order to support an easy indexing of the data strategy tools (see
Figure 18).
Method Model General Framework
Strategy Tool Practice
Fig. 18:
Tool Aggregation Framework

Data Strategy Tool Evaluation 4.2 4.3 Data Strategy Tool Evaluation
Results of Tool Assessment Trends in Data Strategy Tools

A vast variety of data strategy tools yielded from our market analysis. While the tools During the market analysis and evaluation of the presented tools, some tendencies are
were different in some aspects like depth and form, there are still various similarities observable:
recognizable. Predominantly, these similarities base on the key elements defined in
section 2.2: Data strategy tools evolve from use case assessments to holistic business tools: A
profound data strategy answers many questions for future procedures and by that
Business objectives lay the foundation for the data strategy: Defining the organiza- gives guidance for organizations and people on how to create and make us of data
tion-wide long-term data strategy takes place through alignment of the data assets and be successful with it (Wilberg et al., 2017, Valdez et al., 2019). In that
strategy objectives with the business objectives and goals. In that manner, the fashion, many tool providers lean towards data strategy instruments not in a restric-
majority of the tools requires a definition of the business goals and every tool sets a ted use case oriented way but in a more holistic and integral business supporting
data strategy vision or mission on how to acquire, use, handle data respectively manner. They offer assistance for the entire road map consideration up to the
create value generation through data usage. This step mainly sets the basis of most implementation, including manifold use case portfolio analysis, investment studies
of the data strategy tool applications. For this, different business values, capabilities, and development support. Therefore, the data strategy tools, instead of answering
motivation models, technological functionalities and initiatives are compiled. The questions bound to a single use case and solving specific problems, serve as a long
implementations of these criteria rule out the primary data strategy objectives and term implementation for change, knowledge and cultural improvement.
goals and is crucial to define the future state.
Data analytics determination gains more and more relevance in Data Strategy: With
A profound data assessment is indispensable for the data vision: Both to define the the advancement of machine learning processes, techniques and algorithms, data
data vision as well as to outline how to achieve the objectives and goals, a profound analytics come more and more in the focus of data usage and management (Wilberg
and dedicated assessment of the current state of the organization is essential. Most et al., 2018). The evolution of data analytics accelerates and modifies the advance-
of the tools offer iterations to identify and exploit constraints in the data value ment and change of an organization. Therefore, to create a robust data strategy,
generation. The tools analyse different data strategy enablers like relevant people, organizations have to implement, understand and improve the way it utilizes data
technology, communication and organizational alignment. Some tools analyse the analytics. They need to evolve from an information based descriptive analytics about
data lifecycle in terms of data acquisition, discovery, sharing, usage and translation. the question “What happened” to an insight and action based prescriptive and
Furthermore, they offer maturity assessments for the data management state and semantic analytics about the questions “What does it mean and what should I do?”
technological landscape to create a position paper. The carried out assessment is (Loth, 2017). The presented data strategy tools pick up on this development. They
essential to define the code of conduct, data transformation, implementation and implement different options regarding data analytics e.g. skill and capability assess-
execution of the data strategy road map. ment, data people recommendations like recruitment of qualified, knowledgeable
enterprise data executives, technology evaluations and performance measures. Data
The data strategy includes guidelines and specifications for data management areas: analytics receive a bigger value within the entire scope of a data strategy, since they
There‘s no sustainable value generation and competitive advantage without the play a crucial role in data-driven decision making and therefore need to be addressed
implementation of an adequate and up to scratch data management. Every data during the buildup of a desired future state and vision of generating value using
strategy tool provides instruments to target the crucial data management questions data.
during the data strategy development. They define required technologies, channels
and data architectures. They address the entire data lifecycle and define data Data strategy leans from defensive towards offensive customer-centric tools: Many
requirements. In this way, the data strategy develops a clear understanding on how data strategy tools offer their users a perception and opportunity to regard defensive
the data management and governance has to function. Nevertheless, the given tools data strategy goals, e.g. ensuring data security, quality, compliance and regulatory.
do not include instruments to define concrete specifications, only the desired future They aim on organizational improvement by optimizing data extraction, standardiza-
state of the data management, data architecture and data governance. To define tion, storage and access. However, more and more tools choose a more offensive
how the data goals and the desired future state looks like in particular is a key approach on data strategy by including customer and competitor analyses, lands-
element of the data strategy, without restricting and narrowing data management cape evaluation and market share expansion goals. They attempt this approach by
and governance efforts. focusing more on optimization of data analytics, modeling, enrichment and transfor-
mation. The entire data management goal shifts from a control ambition to more
flexibility and transformation (DalleMulle und Davenport, 2017). However, the
presented data strategies still implement both endeavors, since the absence of either
data strategy stance noticeably weakens the entire data strategy. In that regard, the
tools include more and more offensive aspects while maintaining defensive essen-
tials.

.
5 How Fraunhofer ISST can support
Data Strategy Tool Evaluation
5.1
Design of Data Strategy
5 5.1.1
Potentials
A profound data strategy is a keystone for sustainable growth and competitive advan-
HOW FRAUNHOFER
tage in the digital era. An organization can excel at many fields, without a clear-cut and
precise data strategy it can barely exploit its full potential. The process of strategic data
management is ongoing and evaluates both the business and the industry in which the
ISST CAN SUPPORT

company operates. The objectives are then used to exploit the company‘s full potential
and gain a competitive advantage. Part of the ongoing data strategy process is that the
applied strategy and goals are evaluated at regular intervals and realigned if necessary.
This aims to pick up on new technologies, competitors, economic, political or financial
changes in the environment (Ayitey, 2010). But what if we can boost our bottom line
by 15 to 25% of revenue?
52% of all information currently stored and processed by organizations around the
world is considered ‘dark’ data
The Fraunhofer ISST is an experienced institute in the field of data Additional 33% of data is considered redundant, obsolete, or trivial (ROT)
This means 85% of stored data is dark or redundant and does not support our
management throughout the entire data lifecycle. Therefore, we business
Without improving our data management while data volume is increasing “garbage
serve as an excellent partner and supporter to create a unique in, garbage out.” will become “big garbage in, big garbage out” (Redman, 2017)
and well-defined holistic data strategy for you that is according One consequence is that knowledge workers waste up to 50% of their time dealing
with mundane data quality issues. For data scientists, this number may go as high as
to the premises and fulfilling the qualifications. Our experience 80% (Sangani, 2016).
ranges from scientific publications to a variety of industry projects. A data strategy is the first step to raise the enormous potentials and increase the added
value significantly.
We hope to convince you as we did our other partners to guide
you through the journey of the development of an unique data 5.1.2

Method
strategy.
A data strategy comprises a consistent strategy for the collection, storage, organisation,
analysis, use and provision of a company‘s data stocks. As a high-ranking part of the
corporate strategy, it defines the role data plays in achieving the competitive corporate
goals. The content of the data strategy are guiding principles that specify and prioritize
the handling of the above-mentioned data-related disciplines. In order to develop a
suitable data strategy adapted to the company, the Fraunhofer ISST works with a
method that has proven itself in practice. This method comprises the different neces-
sary steps, from the elicitation of requirements to the final communication within the
company. With the help of suitable techniques, the data strategy is composed of the
results of the individual steps and the individual input of the companies and is aligned
along the corporate strategy and its line. In this way the company, data and IT strategy
are coordinated with each other in order to avoid conflicts of objectives.

.
How Fraunhofer ISST can support 5.1.3 5.3 How Fraunhofer ISST can support
Our Promise
Contact
Fraunhofer ISST is your neutral, trustworthy and reliable partner from the initial scoping
all the way to implementation. Our methods are backed up by scientific research and We would be pleased to give you an understanding of our offer with regard to the
have delivered tangible results in more than 150 projects. Due to their research back- design of your data strategy and to cooperate with you. Together we will take this
ground, our scientists bring in enormous innovative spirit, drive and motivation. We important step in the digital transformation and make your company fit for the future.
have more than 200 publications, which make our expertise transparent and compre-
hensible. Contact us without obligation for a first conversation!
We promise our partners:
We know how to get things done in complex organizations how to transfer

research results into practice and thus speed up your data strategy initiatives
“What’s next” is our passion and we work with the latest findings and methods to Markus Spiekermann
generate sustainable solutions for your data strategy Fraunhofer Institute for Software and Systems
We don‘t just design frameworks, KPIs or processes, we also support you implement Engineering ISST
and deploy them Data Business, Head of Department
Emil-Figge-Straße 91, 44227 Dortmund, Germany

Tel.: +49 (0) 231 / 9 76 77-424
5.2 mailto:[email protected]
https://www.isst.fraunhofer.de/
Consulting
The lack of a data strategy can lead to incalculable consequences in your company in
the course of digital transformation and the creation of added value using your data.
Creating structures and creating company-wide transparency at an early stage is a
guarantee for success. Individual challenges require further thinking and often also a
view over the edge of the plate. We at the Fraunhofer ISST are not satisfied with
creating solutions that address your requirements today, but support you in being
prepared for the future. Together with you we develop the appropriate solutions for Inan Gür
your data management. This includes the analysis of the current strategic orientation as Fraunhofer Institute for Software and Systems
well as the improvement of the added value of your data. We advise you on the design Engineering ISST
of a future-proof data infrastructure and architecture as well as the selection of suitable Data Business, Scientist
technologies. Through our research, training and above all the practical application of
solutions in companies, we know the market, industry trends and technological Emil-Figge-Straße 91, 44227 Dortmund, Germany
developments. In doing so, we successfully support both globally operating large Tel.: +49 (0) 231 / 9 76 77-418
corporations and regional small and medium-sized companies, always focusing on crea- mailto:[email protected]
ting business value. https://www.isst.fraunhofer.de/
150+ Projects Reliable Partner Business impact
We love data and know how to 25 years a reliable partner in Research has to create value for
manage this resource! This is the field of data management. our customers business. That’s
proven by more than 150 As a trusted advisor in both the why we focus the business
successful projects for large, design and implementation of impact from the very beginning.
globally active corporations. data-driven solutions we
transfer research into practice.
This is proven by more than 150 successful research and consulting projects for large,
internationally active companies. As a neutral and trustworthy partner, we accompany
our customers in requirement engineering, design, implementation and evaluation and
provide valuable support on all of these fronts. We guide you through your data
management
LESS THANjourney HALFtowards
OF ALLbecoming a data-driven
COMPANIES SAYplayer.
THEY HAVE DATA STRATEGIES
How would you characterize your organization‘s data strategy?

Average .
34%
Somewhat advanced
6
Literature Index
AYITEY, W.K., 2010. A simple Approach to Strategic Management: Methodist Ltd. WILDER-JAMES, E. und S. KURTH, 2017. DEVELOPING A MODERN ENTERPRISE
BARTON, D. und D. COURT, 2013. Three keys to building a data driven strategy. DATA STRATEGY. Silicon Valley Data Science.
__Mckinsey&Company Quarterly. Mckinsey&Company Quarterly. WONG, T.Y.T., G. PEKO, D. SUNDARAM und S. PIRAMUTHU, 2016. Mobile
CHEN, D., M. MOCKER, D. PRESTON und A. TEUBNER, 2010. Information Systems __environments and innovation co-creation processes & ecosystems [online].
__Strategy: Reconceptualization and Implications. In: MISQ 2010, S. 233-259. __Information & Management, 53(3), 336-344. ISSN 03787206. Verfügbar unter:
DALLEMULLE, L. und T. DAVENPORT, 2017. What’s Your Data Strategy - Dalle- __doi:10.1016/j.im.2015.09.005
__Mule. Harvard Business Review. ISSN 00178012.
DAVENPORT, T., T. BARTH und R. BEAN, 2012. How „Big Data“ is different. MIT
__Sloan Management Review, (54). MIT Sloan Management Review.
ETSIWAH, B. und R. HILBIG, 2019. What is Data Strategy? An Analysis of an
__ambiguous Concept. In: ISPIM Innovation Conference. Florence.
GUREVICH, A. und S. DEY, 2018. Defining a data strategy.
HARVARD BUSINESS REVIEW ANALYTIC SERVICES, 2019. Critical success factors
__to achieve a better enterprise data strategy in a multi-cloud environment.
__Harvard Business Review Analytic Services.
HURLEY, J., 2018. WHY YOUR DATA STRATEGY IS YOUR B2B GROWTH STRAT-
EGY. Harvard Business Review. ISSN 00178012.
LOTH, A., 2017. Die Notwendigkeit einer modernen Datenstrategie im Zuge der
__digitalen Transformation [online]. Information - Wissenschaft & Praxis, 68(1).
__ISSN 1434-4653. Verfügbar unter: doi:10.1515/iwp-2017-0014
MARR, B., 2017. Data strategy. How to profit from a world of big data, analytics
__and the internet of things [online]. New York: Kogan Page Ltd. ISBN
__9780749479855. Verfügbar unter: http://search.ebscohost.com/login.aspx?dire
__ct=true&scope=site&db=nlebk&AN=1494509
MINTZBERG, H., 1987. The Strategy Concept I: Five Ps For Strategy. California
Management Review. California Management Review.
OPPENHEIM, C., J. STENSON und R.M.S. WILSON, 2003. Studies on Information
__as an Asset I: Definitions. Journal of Information Science, 29(3), 159-166. ISSN
__0165-5515.
OTTO, B. und H. ÖSTERLE, 2016. Corporate Data Quality. Berlin, Heidelberg:
__Springer Berlin Heidelberg. ISBN 978-3-662-46805-0.
PENTEK, T., C. LEGNER und B. OTTO, 2017. Towards a reference model for data
__management in the digital economy. In: Proceedings of the 12th International
Conference on Design Science Research in Information Systems and Technology.
REDMAN, T.C., 2017. Seizing Opportunity in Data Quality [online]. Verfügbar
__unter: https://sloanreview.mit.edu/article/seizing-opportunity-in-data-quality/
SANGANI, P., 2016. 85% stored data is dark or redundant; data overload could
__cost cos up to $3.3 trillion by 2020: Veritas [online]. Verfügbar unter: https://
__tech.economictimes.indiatimes.com/news/technology/data-overload-could-cost-
__cos-up-to-3-3-trillion-by-2020/51406951
SAS, 2019. 5-essential-components-of-data-strategy-.
VALDEZ, A., G. CORTES, S. CASTANEDA, L. VAZQUEZ, A. ZARATE, Y. SALAS und
G. HACES, 2019. Big Data Strategy [online]. International Journal of Advanced
__Computer Science and Applications, 10(4). ISSN 2158107X. Verfügbar unter:
__doi:10.14569/IJACSA.2019.0100434
WILBERG, J., I. TRIEP, C. HOLLAUER und M. OMER, 2017. Big Data in Product
__Development: Need for a Data Strategy [online]. In: Proceedings of PICMET ‚17.
__Verfügbar unter: http://ieeexplore.ieee.org/servlet/opac?punumber=8124200
WILBERG, J., M. FETSCHER, F. RIMBÖCK, C. HOLLAUER und M. OMER, 2018.
__Development of a Use Phase Data Strategy for Connected Products: A Case
__Study in Industry [online]. In: Proceedings of PICMET ‚18. Verfügbar unter:
__http://ieeexplore.ieee.org/servlet/opac?punumber=8480839

.
7
Figure Index
Fig. 01 Evaluation of companies’ data strategy (Hurley, 2018) ....................... 7

Fig. 02 Barriers to maximizing data for strategic gain (Harvard Business Review
Analytic Services, 2019) ..................................................................... 8
Fig. 03 Benefits of use of data in an advanced manner (Hurley, 2018) ........... 9
Fig. 04 The Elements of Data Strategy (DalleMulle und Davenport, 2017) ...... 11
Fig. 05 Booz Allen Hamilton Data Strategy Framework (https://www.boozallen.
com/s/insight/thought-leadership/a-framework-to-guide-your-data-
strategy.html) .................................................................................... 20
Fig. 06 CDQ Data Strategy Canvas (https://www.cc-cdq.ch/request-publica
tions#16) ........................................................................................... 21
Fig. 07 Data Management Reference Model (Pentek, Legner und Otto, 2017) 22
Fig. 08 Measurelab Data Strategy Canvas (https://www.measurelab.co.uk/blog/
what-is-a-data-strategy-and-do-i-need-one/) ...................................... 23
Fig. 09 BCG Data Comprehensive Model (https://www.bcg.com/publica
tions/2017/digital-transformation-transformation-data-driven-transforma
tion.aspx) ........................................................................................... 24
Fig. 10 Keller Schroeder Data Strategy Road Map (https://www.kellerschroeder.
com/data-strategy-framework/) .......................................................... 25
Fig. 11 Global Data Strategy Framework (https://globaldatastrategy.com/our-
services/data-strategy/) ....................................................................... 26
Fig. 12 Global Data Strategy Roadmap (https://globaldatastrategy.com/our-
services/data-strategy/) ....................................................................... 26
Fig. 13 IBM Big Data Hub Data Analytics Maturity Model (https://www.ibmbig-
datahub.com/blog/big-data-analytics-maturity-model) ....................... 27
Fig. 14 Breakthrough Data Strategy Canvas (https://www.prometheusresearch.
com/resources-guides-and-whitepapers/) ........................................... 28
Fig. 15 Equifax Template Data Strategy Framework (http://www.dataversity.net/
wp-content/uploads/2011/03/TUE_1130_Carter_John.pptx) ............... 29
Fig. 16 Big Data Strategy Framework Iterative Cycle (https://www.bigdataframe-
work.org/formulating-a-big-data-strategy/) ........................................ 30
Fig. 17 Data Strategy Evaluation .................................................................... 35
Fig. 18 Tool Aggregation Framework.............................................................. 36
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FR AU NHOFE R I NST I T U TE FO R SOF T WA RE A ND SYSTEMS EN G I NEE R I N G I SST

DATA STRATEGY PRAXIS REPORT

DATA STR ATEGY PR A XIS REPORT

ISST – Series of Reports:

LAYOUT AND DESIGN IMAGE SOURCE

2 | 47 Fraunhofer ISST Data Strategy Praxis Report

Reach business goals with an effective Data Strategy

Due to innovative technologies, society is constantly changing. These technologies

Conception and foundational definition of data strategy to give an overview about

Data Strategy Praxis Report Fraunhofer ISST 5 | 47

Data Strategy Concept

well-executed and advanced data strategy leads to market success

Highly advanced Fig. 1:

Lack of analytical expertise Better pricing strategy

Lack of interoperability 2.2

Lack of clear direction from leadership

„A modern data strategy is a roadmap to enable data-driven decision-making and

In the McKinsey& Company Quarterly publication “Three keys to building a data-driven

12 | 47 Fraunhofer ISST Data Strategy Praxis Report

clearly articulated success criteria (Gurevich und Dey, 2018)

clarifying the target vision (Gurevich und Dey, 2018)

company's strategic goals (Loth, 2017)

across the organization (Barton und Court, 2013)

on a regular basis (Marr, 2017)

organizational transformation (Barton und Court, 2013)

related innovations are maturing (Gurevich und Dey, 2018)

across the organization (Marr, 2017)

revisit and renew (Marr, 2017)

across the organization (Barton und Court, 2013)

A data strategy sets the compliance

Domain data management discipline

acquire, store, manage, share and use data (SAS, 2019)

Data Strategy Market Analysis

data management discipline (SAS, 2019) Founded 1914

Data Strategy Market Analysis 1) Booz Allen Hamiltoncompliance with regulations

Vendor Booz Allen Hamilton Vendor CDQ AG

Headquarter McLean, VA Headquarter St. Gallen, St. Gallen

Domain Management-Consulting Domain IT and Services

Founded 1914 Founded 2006

Employees 26300 Employees 11-50

Website http://www.boozallen.com Website https://www.cdq.ch

Published 2017 Published 2019

Headquarter Lewes, East Sussex

Domain Internet and Consulting Fig. 8:

Fig. 7: Vendor Boston Consulting Group

3) Measurelab Data Strategy Canvas Founded 1963

Published 2019 Founded 1911

Vendor Keller Schroeder

Domain Internet and Consulting

Domain IT and Service

Vendor Global Data Strategy Ltd

Headquarter Boulder, Colorado

Data Strategy Tool Evaluation

Purpose Corporate Dev.

Data Asset External

34 | 47 Fraunhofer ISST Data Strategy Praxis Report Fig. 17:

Lack of clear direction from leadership

Lack of market solution that supports existing environments for enterprise

Method Model General Framework

Conception and foundational definition of data strategy to give an overview about

We know how to get things done in complex organizations how to transfer