Developing Data and Analytics Maturity Framework to Support Business Transformation
Kuula, Salla (2018)
Metropolia Ammattikorkeakoulu
2018
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2018121922526
https://urn.fi/URN:NBN:fi:amk-2018121922526
Tiivistelmä
The purpose of this study was to find ways the case company Veho Oy Ab could address the challenge of not using data to its full potential. Veho is a Finnish downstream automotive company selling, importing and repairing passenger and commercial vehicles. Veho’s digital strategy emphasises the importance of good quality Data and Analytics services, but the company lacks the means to bring this statement into reality. Maturing into an organization that is able to fully benefit from its data assets needs a maturity framework to steer leaders when prioritizing projects, planning needed actions and measuring the progress.
Existing knowledge was used to gain better understanding on how Data and Analytics are changing modern business culture and why maturity matters. Relevant maturity dimensions were chosen from existing maturity models and best practises were studied more closely. Research in the case organization was conducted through a comprehensive set of qualitative interviews to build a holistic view on the current state of Data and Analytics maturity. The current state analysis was combined with conceptual framework and used for building the framework suitable for Veho’s business. The maturity score for the current state was assessed based on the analysis. The target stage was set through workshops and additional interviews.
The outcome of this study is a Data and Analytics maturity framework designed for Veho. The framework includes five dimensions: strategy and vision, organization and people, technology, analytics, and data management. It introduces a five-level scale for assessing the maturity for each of the dimensions. The current state analysis revealed that Veho is at level two out of five and is targeting to reach level four in 2021 when the actual benefits of data can be seen realized. From the framework, Veho can find the needed criteria to gain the next level of maturity and eventually reach the target.
The author suggests that Veho uses the maturity framework when planning and measuring Data and Analytics transformation programme for years 2019-2021. By doing this Veho is able to make more accurate plans and decisions when growing maturity throughout the organization. Eventually Veho will more likely achieve the targets described in digital strategy and gain value through better business decisions and results.
Existing knowledge was used to gain better understanding on how Data and Analytics are changing modern business culture and why maturity matters. Relevant maturity dimensions were chosen from existing maturity models and best practises were studied more closely. Research in the case organization was conducted through a comprehensive set of qualitative interviews to build a holistic view on the current state of Data and Analytics maturity. The current state analysis was combined with conceptual framework and used for building the framework suitable for Veho’s business. The maturity score for the current state was assessed based on the analysis. The target stage was set through workshops and additional interviews.
The outcome of this study is a Data and Analytics maturity framework designed for Veho. The framework includes five dimensions: strategy and vision, organization and people, technology, analytics, and data management. It introduces a five-level scale for assessing the maturity for each of the dimensions. The current state analysis revealed that Veho is at level two out of five and is targeting to reach level four in 2021 when the actual benefits of data can be seen realized. From the framework, Veho can find the needed criteria to gain the next level of maturity and eventually reach the target.
The author suggests that Veho uses the maturity framework when planning and measuring Data and Analytics transformation programme for years 2019-2021. By doing this Veho is able to make more accurate plans and decisions when growing maturity throughout the organization. Eventually Veho will more likely achieve the targets described in digital strategy and gain value through better business decisions and results.