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FEATURE

Analytics and AI-driven enterprises

thrive in the Age of With
The culture catalyst
Tim Smith, Ben Stiller, Jim Guszcza, and Tom Davenport
Analytics and AI-driven enterprises thrive in the Age of With: The culture catalyst

More than a decade after the concept of big data became part of the lexicon,
only a minority of companies have become insight-driven organizations—and
culture may be the culprit.

The amount of data available to organizations storage, expensive proprietary software, and the
every day continues to proliferate at a staggering need to devote capital to expensive data centers.
volume. But technologies such as analytics and
artificial intelligence (AI) have the potential to help But what is the reality? How many companies have
businesses make better use of these massive vol- truly evolved into insight-driven organizations?
umes of data. In an age of collaboration between
humans and machines—what we call the “Age of To find out, in April 2019, Deloitte posed questions
With ”—organizations can gain advantage by
1
to more than 1,000 executives working at large
designing systems in which humans and machines companies (500+ employees) who interact with,
work together to improve the speed and quality of create, or use analytics as part of their job. The goal
decision-making. of the survey was to see how many identified their
company as being in the top two categories of the
But not every organization is optimizing the oppor- Insight-Driven (IDO) Maturity Scale (see figure 1)—
tunities available in the Age of With. Some do little analytical companies and analytical
or nothing with data to aid their decision-making. competitors2—as well as discovering how fully they
Others carry out analytics projects in pockets of the leverage data and tools to make decisions, and
business. Far fewer consistently embed analysis, what role culture and talent play in IDO maturity.
data, and evidence-based reasoning into their deci- Among our findings:
sion-making process.
• Most executives do not believe their com-
Most large companies fall into the last two catego- panies are insight-driven. Fewer than four
ries, as do all the companies surveyed recently by in 10 (37 percent) place their companies in the
Deloitte (see sidebar, “Survey methodology: top two categories of the IDO Maturity Scale,
Becoming an insight-driven organization”). and of those, only 10 percent fall into the high-
est category. The remaining 63 percent are
It’s understandable why many companies feel they aware of analytics but lack infrastructure, are
are far down the path of becoming an insight- still working in silos, or are expanding ad hoc
driven organization. Many have invested in analytics capabilities beyond silos.
creating the requisite data initiatives, analytics, or
data science groups. Many have created chief data • Culture can be a catalyst or a culprit.
officer (CDO) or chief analytics officer (CAO) orga- Establishing a data-driven culture is harder
nizations. The vast majority have invested in than acquiring the right tools or hiring the right
tactical solutions. talent. But it pays off. Organizations with the
strongest cultural orientation to data-driven
These evolutions seem natural. It has been more insights and decision-making were twice as
than a decade since the term “big data” became likely to have significantly exceeded business
part of the lexicon. Many legacy issues that tradi- goals. Among the 37 percent of companies in
tionally posed barriers have now been eliminated the survey with the strongest analytics cultures,
or reduced. These include the high cost of data 48 percent significantly exceeded their business

2
 Analytics and AI-driven enterprises thrive in the Age of With: The culture catalyst

goals in the past 12 months, making them twice They are also 59 percent more likely to derive
as likely to do so compared to the 63 percent actionable insights from the analytics they
that do not have as strong an analytics culture. are tracking.

• Aim high for analytics champions. • Most executives are not comfortable
Executive sponsorship is vital to this level of accessing or using data. Fully 67 percent of
organizational change and the best champion those surveyed (who are senior managers or
sits in the corner office. According to the survey, higher) say they are not comfortable accessing
the CEO is the lead champion of analytics in 29 or using data from their tools and resources.
percent of companies surveyed, and these com- The proportion is significant even at companies
panies are 77 percent more likely to have with strong data-driven cultures, where 37 per-
significantly exceeded their business goals. cent of respondents still express discomfort.

FIGURE 1

The Insight-Driven Organization Maturity Scale

Analytical
Analytics aware Localized analytics aspirations
Aware of analytics but Adopting analytics, Expanding ad hoc
little to no infrastructure building capability, and analytical capabilities
in place and undefined articulating an analytics beyond silos and into
analytics strategy strategy in silos mainstream business
functions

Analytical
Analytical competitors
companies Depend on analytics
Industrializing analytics to manage performance,
to combine data from preserve value, create new
broad sources into products and sources of
meaningful content value, while keeping pace
and new ideas with rapid technology
change

Source: Deloitte analysis.

Deloitte Insights | deloitte.com/insights

SURVEY METHODOLOGY: BECOMING AN INSIGHT-DRIVEN ORGANIZATION

To obtain a cross-industry view of how organizations approach business analytics and where
they fall along an analytics continuum, Deloitte conducted an online survey of 1,048 executives
(senior managers or higher) who interact with, create, or use analytics as part of their job and work
for US-based companies with 501+ employees. Thirty-six percent are senior vice-presidents and
above, and 13 percent are from the C-level. We eliminated 928 potential respondents representing
approximately 35 percent of the potential survey base because they do not have any interaction with
analytics in their companies. The survey was fielded in April 2019 with a margin of error of ± 3.03
percent at the 95 percent confidence level.

3
Analytics and AI-driven enterprises thrive in the Age of With: The culture catalyst

This points to a major opportunity for compa- critical drivers of business value as risk manage-
nies to provide more education and improve the ment, reputation management, product/service
user experience if they want every employee to innovation, and managing growth expectations
use insights as part of their work. (see figure 2). In other words, analytics is becoming
an established fact of business life and no longer
the sole domain of the IT or finance department.
Business analytics becoming
mainstream AI, the more technology-intensive relative of busi-
ness analytics, is not yet used as commonly as
Three-quarters of survey respondents report that some other business and management tools—
their organization’s analytical maturity has though other Deloitte surveys suggest that its use is
increased over the past year, and nearly as growing even more rapidly than business
many—70 percent—expect business analytics to be analytics.3
more important in the next three years than it
is now. As figure 3 shows, analytics is being used to sup-
port a number of strategic areas representing a
Accompanying these indicators of increased orga- broad spread of fairly mainstream use cases with
nizational awareness is the finding that over the no low frequencies. The top use—identifying busi-
next few years, business analytics as an organiza- ness process improvements—aligns with one of the
tional priority is expected to be on par with such top organizational priorities among respondents

FIGURE 2

The importance of business analytics is rated close to reputation and risk

management
Below average importance Average importance Above average importance

Expected importance of Percent who rate as

topics over the next few years top 3 in importance (8+9+10/10)

Artificial intelligence 46
IT infrastructure 61
Regulatory environment/politics 61

Managing growth expectations 64

Service/product innovation 64

Business analytics 64

Reputation management 66
Managing risk 66
Hiring and engaging the right talent 72

Overall cost efficiency 72

Cyber security 73

Source: Deloitte’s 2019 Becoming an Insight-Driven Organization survey.

Deloitte Insights | deloitte.com/insights

4
 Analytics and AI-driven enterprises thrive in the Age of With: The culture catalyst

FIGURE 3

Identifying business process improvements and understanding and improving

customer experience top the list of use cases for analytics
Percentage of organizations leveraging analytics for:

Identifying business process

improvements 58

Understanding and improving 55

customer experience
Guiding company strategy 53
Deriving performance
measurement/ROI metrics 53
Informing marketing and
communications strategies 47

Creating or modifying products

45
and services
Monitoring the competitive
45
landscape

Source: Deloitte’s 2019 Becoming an Insight-Driven Organization survey.

Deloitte Insights | deloitte.com/insights

shown in figure 1—overall cost efficiency. Using The insights trifecta: Data and
analytics to improve processes, such as optimizing tools, talent, and culture
pricing or inventory levels, represents a classic use
of analytics. Being an insight-driven organization is not the
result of any single factor; it is multidimensional.
Slightly less common is the use of analytics to For organizations to fully leverage the insights they
guide product and service development or monitor derive and embed them into decisions and actions,
competitors. This is not surprising. Typically, there a combination of three drivers is required: data
is less structured numeric data available in these and tools, talent, and culture.
functions. Also, as is discussed later in this report,
companies are far less likely to rely on unstruc- BEYOND BI AND SPREADSHEETS
tured data such as product images or customer Although it’s only one component of success,
comments gathered from interacting with a chatbot investment in and adoption of data and tools is
while shopping online. perhaps the most visible and easily measured man-
ifestation of where a company is on its journey to
becoming an insight-driven organization.

67% of the companies surveyed deploy

at least one advanced tool to access and
generate business analytics

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Analytics and AI-driven enterprises thrive in the Age of With: The culture catalyst

The traditional workhorses of the data analytics Hadoop and other open source projects, cloud-
universe—spreadsheets such as Microsoft Excel based architectures, approaches to managing
and business intelligence tools such as Microsoft streaming data, and new storage hardware
Power BI or IBM Cognos—are the most commonly environments.4
used tools. Yet 67 percent of the companies sur-
veyed also use at least one advanced tool such as These forms of data are often more challenging to
SAS, an open source tool such as R, a programming interpret but can deliver a more comprehensive
language such as Python, or an AI tool. and holistic understanding of the bigger picture—
particularly of the world outside an organization. A
This range of tool sophistication is encouraging. look at companies that exceeded their business
However, most organizations in the survey are at goals shows a connection with this appreciation for
risk of hindering the success of their analytics by unstructured data: Executives who say unstruc-
limiting the types of data they employ and limiting tured data is one of the most valuable sources of
the chance to adopt a cross-enterprise approach. insights are 24 percent more likely to have
exceeded their business goals, according to our
According to our survey, most organizations survey.
(64 percent) today report relying on structured
data from internal systems/resources. Far fewer The majority of companies today also adopt a frag-
(18 percent) have taken advantage of unstructured mented, siloed approach to analytics tools and data,
data (such as product images or customer audio which correlates with diminished business success.
files) or comments from social media. These data Sixty percent of companies in the survey that use
types can be difficult to put in the row-and-column different tools and systems across different teams
relational format characteristic of traditional data or business units exceeded their goals last year. But
storage, but over the last decade several new tech- among a much smaller group—the 26 percent that
nologies have emerged to address that, including use a single, common set of tools and methods

CASE STUDY 1: A COMMON DATA AND ANALYTICS ENVIRONMENT AT PROCTER AND GAMBLE
Procter & Gamble (P&G) has long maintained a common, enterprisewide approach to data
management and analytics as part of its Global Business Services organization. It established
global standards for data type and quality; with these standards, aggregating and comparing data
across product lines and regions became significantly less complicated with the data being stored
in standard formats in the central data warehouse. Over time, managers found that the single,
companywide database played a much more strategic role in aiding decision-making by serving
as the “one truth” for the entire corporation. The company’s IT organization also automated the
generation of reports that were used across multiple business units. In addition to simplifying the
task of retrieving data and performing some basic analyses, the reports served to standardize the
way data was visualized across the company.5 With consistent visuals, analysts and managers from
one unit could step into a role, or even a meeting, with a different product or region and quickly
understand the situation. The IT organization also developed scaled and standard solutions for
accessing analytics, including the Decision Cockpit, a web-based customizable dashboard that
tracked the most relevant data and news for each individual employee. For management teams,
P&G developed a patented physical environment for information-based executive decision-making
called the Business Sphere. Leadership teams would typically gather in over 50 Business Spheres
around the world at regular intervals to review product and market performance for the previous
periods and make decisions about how to proceed going forward.6

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 Analytics and AI-driven enterprises thrive in the Age of With: The culture catalyst

DATA TERMS DECODED

Analytics: The systematic quantitative analysis of raw data to draw conclusions that help drive
business strategy and performance.7

Artificial intelligence (AI): The development of computer systems that can perform tasks previously
performed only by humans.

Big data: Big data is structured and unstructured data generated from diverse sources in real time, in
volumes too large for traditional technologies to capture, manage, and process in a timely manner.8

Machine learning (ML): A method of data analysis that automates the building of analytical
models. These algorithm-based models are primarily built from statistical techniques and theoretical
computer science and leverage large datasets to continuously learn and improve.9

across the enterprise for accessing and analyzing Organizations need to embrace a diversity of roles
data—an impressive 80 percent exceeded their and skills. Instead of relying on siloed teams of
business goals last year. The absence of one enter- highly technical quantitative experts, companies
prise approach to finding insights is a common would do well to cultivate a wide variety of people
barrier to effectiveness. throughout the organization who are curious,
numerate, and capable of translating between ana-
DATA SCIENCE IS A TEAM SPORT lytics/data science methods and business
Talent can be spread broadly across an organiza- requirements. This might be called the “democrati-
tion or concentrated among a select few. D.J. Patil, zation” of data science.”10
appointed as the US government’s first-ever chief
data scientist in 2015, liked to say that data science Data from the survey confirms the merit of this
is a team sport. approach. In companies where executives report
that all employees have been trained on analytics,
But if data science comprises teams within organi- 88 percent exceeded business goals, compared to
zations, the teams are generally small and just 61 percent of companies in which only select
homogeneous. The survey data shows that two- employees have been trained on analytics.
thirds of organizations rely on a select group of
employees who have been trained on analytics or Concomitant with the need to involve all employ-
data science, versus 27 percent who say that all ees in the use of analytics for decision-making is
employees are trained (quite rare in our experi- the need for user-centered design and stakeholder
ence) or the small minority that trains no analysis. Decision-makers, data scientists, and
employees. business analysts, all must care about the business
outcomes and be consulted frequently on analytics
projects. Effective users of analytics are those who

67% of our respondents aren’t

comfortable accessing or using data from
their tools and resources

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Analytics and AI-driven enterprises thrive in the Age of With: The culture catalyst

CASE STUDY 2: BUILDING AN ANALYTICAL TALENT ECOSYSTEM AT PRINCIPAL

Principal Financial Group, based in Des Moines, Iowa, offers insurance, retirement, and asset
management products. Recruiting data scientists and AI specialists is difficult anywhere, and
especially away from hotspots such as the Bay Area, Boston, and New York; so Joseph Byrum, the
company’s chief data scientist, has been forced to be creative about building a talent ecosystem.
In addition to hiring data scientists, he’s explored crowdsourcing and close relationships with
university analytics programs. Over the course of his career, Byrum has worked with thousands of
crowdsourcing projects, and he strongly believes that they generally yield more innovative solutions
than working with internal domain experts. He works with several different crowdsourcing firms.
In addition to crowdsourcing, Byrum and Principal also rely heavily on an even less common talent
source—student capstone projects in analytically oriented programs at universities. There are
now hundreds of such programs in the United States alone,11 and many of them have “capstone”
programs in which students are expected to work on real business problems with corporate
sponsors. Byrum has set up over 60 capstone projects at a variety of universities—many involving
important problems for Principal to solve. Of course, Principal does need to hire some internal
people as well to help develop AI and analytics solutions, and Byrum has thus far built a team of
about 20. He hires often through the capstone projects, which Byrum finds much more useful
than interviews. He says that the staff that he does hire are a little different than most data science
types in other companies—they have quant skills, but also design thinking and systems engineering
skills. He also puts a strong emphasis on their ability to communicate and collaborate and uses
psychological profiles to ensure that members of his team complement each other.12

understand what matters most, prioritizing the A CULTURE THAT ACTS ON INSIGHTS
right questions and zeroing in on the right deci- Among the key drivers that help companies scale
sions to improve. They need to understand where from carrying out analytics projects in pockets to
to find the insights and quickly know what to dis- becoming an IDO, a data-driven culture is the most
card, to avoid being overwhelmed by the massive difficult to establish. It also appears to be the one
volumes of data that businesses now routinely gen- factor holding back many organizations.
erate or receive.
A data-driven culture is one in which important
The issue of improving companywide access and decisions are made based on data and analytics
use of analytics is not restricted to employees at (assuming that data is available). It is important to
lower levels in the organization. The survey shows note that data, technology, and solid statistical and
that 67 percent of those surveyed (who are senior machine learning capabilities are facilitators but
managers or higher and interact with data) say not necessarily drivers of insight-driven decision-
they are not comfortable accessing or using data making. There has to be a willingness to act on
from their tools and resources. Surprisingly, com- analytically derived insights—to make decisions,
fort level rises with title level, which could show change processes, and adapt behaviors based on
access to resources also rises with level in the orga- insights rather than intuition.
nization. In any case, the fact that two-thirds of
executives at large organizations are not comfort- The survey highlights this powerfully by revealing a
able navigating what is now the lifeblood of every strong correlation between culture and business
business is a gap that could yield huge dividends performance: Organizations that reported having
if addressed. the strongest cultural orientation to data-driven
insights and decision-making are twice as likely to

8
 Analytics and AI-driven enterprises thrive in the Age of With: The culture catalyst

FIGURE 4

The link between insight-driven culture and business performance

61% 39%
with less strong with the strongest
analytics cultures… analytics cultures…

22% 48%
significantly significantly
exceeded exceeded
business goals business goals
in the past 12 in the past 12
months months

Source: Deloitte’s 2019 Becoming an Insight-Driven Organization survey.

Deloitte Insights | deloitte.com/insights

have reported exceeding business goals in the past employee awareness of analytics are more likely to
12 months. Forty-eight percent of these businesses have exceeded business goals, illustrating the bot-
say they outperformed their target versus just tom-line benefits of investing in creating the right
22 percent of those with a more diluted analytics culture and elevating employee awareness of the
culture (see figure 4). importance of analytics.

A twofold difference in not just meeting but exceed- How companies assign responsibility for analytics
ing business goals is a significant difference, and it is a critical factor in moving up the maturity scale.
contributes to the dividing lines between the Here the results are encouraging: Analytics is
insight haves and have-nots we describe in the deployed companywide at the majority of organiza-
introduction. tions (57 percent), while one in three deploy across
specific company groups and only one in 10 deploy
Creating any form of desired culture is a challenge them in an ad hoc manner.
for most organizations, and analytics is no excep-
tion. Only 39 percent of respondents say their As with talent, the survey data indicates diffusing
company has a strong cultural orientation to data- responsibility across organizational lines is more
driven insights and decision-making, and a effective than localized responsibility (see figure 5).
similarly low percentage (37 percent) feel employ- However, the survey shows most rely on a pool of
ees in their company are aware of the importance identified experts rather than charging all employ-
of data analytics. ees with responsibility for developing insights or
learnings from data analytics. In other words, ana-
But, as with other areas in this survey, organiza- lytics is not yet a team sport.
tions that have a strong analytics culture and

9
Analytics and AI-driven enterprises thrive in the Age of With: The culture catalyst

FIGURE 5

Broadest responsibility for analytics correlates most with exceeding business goals
Company goal performance by analytics responsibilities

Core Periphery

70% 57% 82%

of companies at which a of companies at which of companies at which
specific analytics/innovation team key members of each all employees are responsible
is responsible for analytics insights team/business unit for analytics insights
exceeded goals are responsible for analytics insights exceeded goals
exceeded goals

Source: Deloitte’s 2019 Becoming an Insight-Driven Organization survey.

Deloitte Insights | deloitte.com/insights

The concept of necessary-but-not-sufficient is a with analytics in their companies. This means the
critical one for insight-driven maturity. It is easy to insight-driven organizations in the survey make up
mistake the necessary for good enough; but build- 37 percent of a group that is, at a minimum, analyt-
ing tools and acquiring data are not sufficient to ics aware. Given that the overall population of
reach the top levels of IDO maturity. As figure 5 companies includes those that are not even analyt-
illustrates, spreading responsibility for analytics ics aware, the number of insight-driven
across the enterprise and making analytics-gather- organizations in real life is very likely even smaller
ing and decision-making a team sport are crucial to than this survey indicates.
success. Acquiring tools without engaging teams
will not lead to better business outcomes. In addition to measuring where companies placed
themselves on the maturity continuum, we also
wanted to examine what patterns emerge when we
The IDO Maturity Scale: Five looked at how they approach analytics culture, data
kinds of organizations and tools, and talent. To analyze this, Deloitte
cross-referenced respondent’s self-ranking on the
As stated earlier, when companies in the survey continuum with other factors.
were asked to rank themselves on the IDO Maturity
Scale (see figure 1), 63 percent placed themselves In general, development in key input (tools, talent,
in the bottom three categories—analytics aware, culture) and outcome (business success) metrics
localized analytics, and analytics aspirations, rises across the maturity continuum.
meaning they are not insight-driven organizations
(see figure 6). An interesting exception is the group that is lowest
on the continuum, those that are analytics aware.
The methodology used in the survey eliminated They rated themselves higher (close to the top per-
approximately 35 percent of the potential survey formers’ rankings) in all the key factors making up
base because they did not have any interaction analytics maturity. Given that they represent only

10
 Analytics and AI-driven enterprises thrive in the Age of With: The culture catalyst

FIGURE 6

How companies approach analytics: The Insight-Driven Organization Maturity Scale

10% Analytical competitors

27% Analytical companies

40% Analytical aspirations

16% Localized analytics

6% Analytics aware

Aware of analytics but Sample in this category is small. Even though Analytics are not being used in an
have little to no analytics are in an early stage, respondents say overriding way, with all ways of leveraging
Analytics aware

infrastructure in place that the companies have high levels of business learning/insights from analytics below
and an undefined success. They may have had relatively little 50%. Three-quarters (73%) believe
analytics strategy. motivation in the past to embrace analytics. analytics will have a somewhat or much
more important role in the organization
over the next 3 years.

Adopting analytics, Training has been inconsistent; in many cases, Nearly half (45%) put responsibility for
Localized analytics

building capability, and analytics is not a consideration in hiring. developing insights or learnings from
articulating an analytics Analytics responsibilities fall to select members data analytics on key members of each
strategy in silos. in siloed business units. Business success is team/business unit. Localized analytics
middling and similar to analytical aspirations. organizations do not think the tools
available to them are easy to understand.

Expanding ad hoc Analytics is firmly entrenched in specific 75% report that only select current
Analytical aspirations

analytical capabilities company groups, but momentum has slowed. employees have been trained in analytics.
beyond silos and into No consensus about how analytics is used. Only Nearly one-third (30%) say overall
mainstream business select employees have been trained on analytics maturity has stayed about the
functions. analytics. Business success is lowest of all five. same as compared to last year.

Industrializing analytics Likely to have detailed, specific uses for analytics 65% use analytics companywide across
Analytical companies

to combine data from insights. Data-savvy respondents are confident in all work streams but only one-third
broad sources into their personal skills and the tools available to (37%) use an enterprisewide, single
meaningful content and them. Analytics not fully integrated; only one-third master system for accessing and
new ideas. have a single master system for analytics. analyzing data.
Moderate business success, but behind analytics
aware and analytical competitors.

Depending on analytics Capabilities have improved in the past year and 51% report that all current employees
Analytical competitors

to manage performance, importance is expected to increase. Use at their organization have been trained
preserve value, create advanced analytics including AI for a variety of on analytics. Most likely by far (56%) to
new products and purposes across entire company. Highest levels use AI.
sources of value, while of business success.
keeping pace with rapid
technology change.

Note: Data may not add up to 100 percent due to rounding.

Source: Deloitte’s 2019 Becoming an Insight-Driven Organization survey.
Deloitte Insights | deloitte.com/insights

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Analytics and AI-driven enterprises thrive in the Age of With: The culture catalyst

6 percent of respondents, this anomaly represents • Encourage leaders to model examples. In meet-
a very small percentage of the data. It is possible ings, for example, demonstrate asking for data
that their atypical responses may be a layman’s points to back up business decisions.
appraisal of the factors driving analytics maturity.
In other words, they may be an example of the • Make it easy for employees to act on data and
adage, “You don’t know what you don’t know.” analytics through nudges, an effective way to
motivate desired actions.13
The otherwise steady progression of best practices
on the continuum below illustrates the importance • Use social proof, a concept explored by the
of leadership and culture in becoming an insight- prominent social psychologist Robert Cialdini
driven organization. These two factors are most and a standard part of the “nudge” toolkit, to
likely to be the drivers of this segmentation, in our inspire action by discussing how other compa-
experience. For example, committed leaders can nies are doing this.14
provide data and tools, and hire the necessary
people. • Reward trying and risk-taking, even if efforts
fail. Create a culture that respects the notion of
honorable failure.
Making culture a catalyst
• Know the limits of analytics: If you can’t get the
In our experience—reinforced by this survey—the data, you can’t gain the insights.
vast majority of companies do not have initiatives
in place to address data-driven culture issues. • Enlist an executive sponsor, ideally the CEO, so
Initiatives around data and technology, and even that you can melt away the “permafrost” of
hiring specialized talent, are not enough to bring change-resistant middle management.
about the cultural changes needed to help compa-
nies evolve to being insight-driven.
Final thoughts
Here are some recommended steps to bring about
the cultural changes needed to become an IDO: Our 2019 survey results clearly show insight-driven
organizations represent a minority of businesses
• Hire or promote leaders with a strong orienta- today, despite the number of years technologies
tion to analytics-based strategy and competition. such as big data and analytics have been readily
available. The most common culprit is culture.
• Educate employees at all levels and in all func- Buying and using analytics tools is not hard—
tions about the role of analytics in business changing behaviors is. By emphasizing education,
decision-making. enlisting executive sponsors, and modeling and
rewarding the right insight-driven behaviors, orga-
• Implement individual performance assessment nizations doing business in the Age of With can
tying the use of analytics to incentives. benefit from human collaboration made greater
with AI and analytics.

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 Analytics and AI-driven enterprises thrive in the Age of With: The culture catalyst

Endnotes

1. To learn more about the Age of WithTM, visit https ://www2.deloitte.com/us/en/pages/consulting/topics/

cognitive-analytics-platform.html.

2. Scale derived from Thomas H. Davenport, Jeanne G. Harris, and Robert Morison, Analytics at Work (Harvard
Business Review Press, 2010).

3. Jeff Loucks, Tom Davenport, and David Schatsky, State of AI in the enterprise, 2nd edition, Deloitte Insights, 2018.

4. Thomas H. Davenport and Ashish Verma, It’s time to modernize your big data management techniques, Deloitte
Insights, July 20, 2018.

5. Excerpted from Thomas H. Davenport, Marco Iansiti, and Alan Serels, “Managing with analytics at Procter &
Gamble,” Harvard Business School Case study, April 2013.

6. Ibid.

7. Wording partially sourced from Deloitte, “Data analytics,” accessed June 26, 2019.

8. Maureen Errity and John Lucker, The real deal with big data, Deloitte, September/October 2013.

9. Deloitte, Business impacts of machine learning, 2017.

10. Tom Davenport and David Kuder, Automated machine learning and the democratization of insights, Deloitte
Insights, March 25, 2019.

11. Thomas H. Davenport, “Analyzing the future: What kinds of programs should business schools develop to fill
the growing need for data analysts and AI specialists,” BizEd, December 31, 2018.

12. Excerpted from Tom Davenport, “Building an analytical talent ecosystem at Principal,” Forbes, March 21, 2019.

13. John O’Leary and Timothy Murphy, How state and local governments can use nudge thinking to improve outcomes,
Deloitte Insights, May 16, 2017.

14. Robert Cialdini, Influence: The Psychology of Persuasion (Harper-Collins, 1984).

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Analytics and AI-driven enterprises thrive in the Age of With: The culture catalyst

About the authors

Tim Smith | [email protected]

Tim Smith is a principal in Deloitte Consulting LLP and has more than 19 years of experience driving
enterprise technology transformations, primarily for our telecommunications, media, and high-tech cli­
ents. Smith focuses on the overarching technology strategies, full-stack operating models,
architectures, and ultimate platforms needed to transform. He also serves as the capability leader for
Business-Led Technology Strategy within our broader Technology Strategy and Business
Transformation practice. In this role, he focuses on the frameworks required to help our clients future-
proof their platforms and cocreate value with their business partners. Smith earned a degree in
systems engineering from the University of Virginia and an MBA from the London Business School.
Connect with him on LinkedIn at https://www.linkedin.com/in/time-smith-5aa301 or on Twitter
@Tim_Smith_NYC.

Ben Stiller | [email protected]

Ben Stiller is a principal in Deloitte Consulting LLP and leads the Strategy & Analytics practice for the
retail and consumer products sector. Over the last 18 years, Stiller has worked with a variety of con-
sumer business companies to transform the way they manage, organize, operate, and sell by adopting
technological innovations such as analytics, artificial intelligence, and automation. Stiller holds an MBA
from the UCLA Anderson School of Management and a BBA in management information systems from
the University of Notre Dame. Connect with him on LinkedIn at https://www.linkedin.com/in/bstiller.

Jim Guszcza | [email protected]

Jim Guszcza is the US chief data scientist of Deloitte Consulting LLP, and a member of Deloitte’s
Advanced Analytics and Modeling practice. He has extensive experience applying predictive analytics
techniques in a variety of public and private sector domains. He has also spearheaded Deloitte’s use of
behavioral nudge tactics to more effectively act on model indications and prompt behavior change.
Guszcza is a former professor at the University of Wisconsin-Madison business school, and he holds a
PhD in the philosophy of science from the University of Chicago. He is a fellow of the Casualty Actuarial
Society and also serves on its board of directors. Connect with him on LinkedIn at https://www.linkedin.
com/in/jim-guszcza-5330375/.

Tom Davenport

Tom Davenport is the President’s Distinguished Professor of Information Technology and Management
at Babson College, the cofounder of the International Institute for Analytics, and a fellow of the MIT
Center for Digital Business. He is an independent senior advisor to Deloitte Analytics, Deloitte
Consulting LLP. He collaborates with Deloitte thought leaders on all things related to business analyt-
ics, from the potential of cognitive technologies to industry-focused explorations and outcomes.
Covering topics from emerging technologies to innovative business applications, Davenport’s Deloitte
Insights series reveals leading-edge thinking on analytics and cognitive technology.

14
 Analytics and AI-driven enterprises thrive in the Age of With: The culture catalyst

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Practice leadership

Ben Stiller
Principal | Retail & Consumer Products | Strategy & Analytics leader | Deloitte Consulting LLP
+1 312 486 5485 | [email protected]

Ben Stiller leads Deloitte Consulting LLP’s Strategy & Analytics practice for the retail and consumer
products sector. He is based in Chicago.

Tim P. Smith
Principal | Strategy & Analytics | Deloitte Consulting LLP
+1 571 331 5867 | [email protected]

Tim Smith is a principal in Deloitte Consulting LLP’s Strategy & Analytics practice primarily working with
telecommunications, media, and high-tech clients. He is based in New York City.

Jim Guszcza
Chief data scientist | Deloitte Analytics | Deloitte Consulting LLP
+1 310 883 4042 | [email protected]

Jim Guszcza is the US chief data scientist of Deloitte Consulting LLP, and a member of Deloitte’s
Advanced Analytics and Modeling practice. He is based in Los Angeles.

Achieving your business outcomes, whether a small-scale program or an enterprisewide initia-

tive, demands ever-smarter insights—delivered faster than ever before. Doing that in today’s
complex, connected world requires the ability to combine a high-performance blend of humans
with machines, automation with intelligence, and business analytics with data science. Welcome
to the Age of With, in which Deloitte translates the science of analytics—through our services, so-
lutions, and capabilities—into reality for your business. Contact the authors for more information
or read more about Deloitte’s AI and analytics services on Deloitte.com.

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