The document provides details about a survey being conducted by the Australian Information Industry Association (AIIA) Data & Analytics Special Interest Group. The survey aims to assess organizational maturity levels in effectively utilizing data and analytics. It will involve distributing a survey to members of partner organizations, analyzing the results, and conducting executive briefings. The timeline outlines plans to develop the survey, analyze responses in August-September, and hold briefings in October. Background information establishes the business issues motivating the survey and hypotheses about success factors related to data usage that will be tested. An overview of McKinsey and Gartner maturity models is also provided, as well as draft survey questions.

1. Data & Analytics SIG
“Data and Analytics the key to Success & Growth”
Organisational Maturity Survey
1
July 2016
Draft

2. Agenda
Introduction of Project
Timeline of Project
Sponsors
Business Background
Project Details

3. Introduction to AIIA & the Data and Analytics SIG
• Australian Information Industry Association represents the IT industry vendors
• https://aiia.com.au/
• Australia's peak association for the digital industry represents the information, communications,
technology and related industries in Australia.
• Within the Association there are a number of Special Interest Groups (SIG)
• Data Analytics, Security, Health/Finance/Government segments etc
• Each group has own mission and programs to match needs of their members
• Data Analytics SIG
• https://aiia.com.au/membership/SIGs/cross-industry/data-and-analytics-sig
• To influence organisation to maximise the use of data within their decision making processes
• To support the realisation of benefits derived from quality data and analytics for business
decision makers
• To generate thought leadership through the sharing of insights and examples

4. Project Drivers
Why do we want to run this survey?
• Consistent repeated observation that organisations are struggling with how to use data
• Difficulties are observed across the board in
• Financial Services
• Telco
• Media
• Gaming
• Government
• Similar difficulties verified for OS organisations through conversations on both coasts of USA
• Marked increased in local concerns around potential job loses resulting frm disruption of
incumbents via automation / robot workers
• Increasing use of tech and data in scale ups which are displacing incumbents
• Australia’s drop in innovation and commercialisation rankings that indicates we are not
capturing value created by disruptors as they displace incumbents

5. Activities of this Data Analytics SIG Project
• Collation of Business issues around the issues of data and value proposition of project
• Development of survey to review Executive attitudes
• Engage with other groups (AICD, etc) for joint engagement and access to members
• Develop relationship with Education alliances eg UTS
• Survey review, analysis of results, white paper
• Engage with key industry sponsors (HPE, Intel, Cloudera, Salesforce)
• Develop white paper on the survey results
• Communication to alliance partners members
• Via Website, Edm, social media
• Develop white paper on the survey results
• Communication to members & media for Invitation to Executive Briefings
• Run a series of Executive Briefings in different industries and different locations
• Eg Sydney = Data Arena https://eresearch.uts.edu.au/computing/data_arena/

6. Timeline of Project
• June - July
• Engagement of Alliance organisations willing to participate in project & c
distribute the survey to their members.
• Develop marketing and media plan
• Develop draft survey and introduction pack
• August
• Survey runs from Aug 1 – 21
• August – mid September
• Results analysed by UTS Data Scientists
• Whitepaper draft written
• Mid – Late September
• Event Presentation and special Visualisations created for Data Arena
• White paper refined
• October
• Exec Briefing events run in Sydney, Melbourne, Brisbane, Canberra

7. Potential Sponsors and Alliances
• Alliances Candidates
• AICD http://www.companydirectors.com.au/
• AIIA https://www.aiia.com.au
• FINSIA https://finsia.com
• Knowledge Economy Institute http://kei.org
• NSW NGO Government https://www.finance.nsw.gov.au/social-innovation-council
• Advance (Expat Alliance) https://advance.org/
• Chief Executive Women http://www.cew.org.au/
• Professional Organisation Candidates (Phase 2)
• Law Institute of Victoria http://www.liv.asn.au/
• Law Society of NSW https://lawsociety.com.au/
• CPA Australia https://www.cpaaustralia.com.au/
• Project Development and Sponsorship Alliances
• Intel, HPE
• University of Technology (Business School, IT/Engineering, Advanced Analytic Institute)
• UTS Data Arena (other Tertiary Briefing Centres) https://eresearch.uts.edu.au/computing/data_arena/
• Other IT Industry Groups
• ACS https://www.acs.org.au/

8. Thanks to the following for their assistance in making this
survey possible Draft -
Final Logos TBC

9. Engagement with Alliance Partners
• Key Executives
• Identify candidate organisation
• Identify key decision makers
• Explain the Initiative’s background
• Get agreement from decision makers and senior staff
• Identify and agree sponsorship options
• Marketing teams
• Work with team to inform members of the project
• Work with PR/media team on content and engagement plan
• Work with campaign team on delivery schedule
• Develop content for E-dm comms, web sites and social media,
• Review target audience from Alliance partner membership contacts

10. BACKGROUND
Business Issues
Disruption has become a hot topic
that is now said to affect all industries
and all firms.
Central to this discussion is a growing
concern about the automation of jobs
and the effect on national
economies as the types of jobs that
will be on offer to populations of
these economies
Source: Australia’s Future Workforce, Committee for Economic Development of Australia June 2015
One of the key driving forces behind this widespread disruption phenomenon is the
effective application of data and analytics.
NB Similar charts have been prepared by others for countries other than Australia,
this is not a uniquely Australian challenge

11. BACKGROUND: Business Issues we investigating
There is a strong link between data-driven firms
and better outcomes
• require fewer assets and
• execute with greater insight and
• generate higher returns / better outcomes.
Business Issues
• Does the use of data and analytics based
information really make a difference when
utilised by senior management?
• What are the output when those who use data
and analytics to enhance business performance?
• Why do some firms understand the linkage of
quality data and decision making and transform
themselves to be winners while others choose to
hold on to the status quo?

12. BACKGOUND: McKinsey’s Maturity Model on
Analytic Capability & Utilisation
Which stage of the journey is your company up to in developing analytics ?
1. STAGE 1 Building insights. Analytics Tools are often
developed in isolation from the business, and the company
struggles with adoption and company wide utilisation.
2. Stage 2 Capturing value. The focus shifts from just
developing analytic models to their adoption in decision
making. The models are seen as tools that enhance decision
making.
3. Stage 3 Achieving scale. The focus on analytics as a
company wide facility. The analytics team is integrated with
management for bringing analytics based decision
4. Stage 4 Becoming an analytics-driven
organization. Analytics becomes the backbone for decision
making and conducting business, and the impact of
analytics is measured as part of core business results.

13. Initial Hypotheses on Success Factors
We want to test how much correlation there is between these factors and performance
1. Whole Organisational Alignment The entire
organization must be committed to data-driven
thinking / excellence for data and analytics
investments to work. Ignorance is at one or more
levels of an organisation inhibits its ability to
effectively use data and analytics effectively
2. Temporal Flexibility The ability to identify issues,
investigate them and make decisions on issues at
is necessary to effectively deploy and use analytics.
The absence of this ability in an organisation is an
indicator that analytics is either not deployed or
not used properly within an organisation
3. Mature Risk Mindset A commitment to making
investments that uncover and enable working with
unknown unknowns is necessary to enable true customer
centricity. The presence of a culture where a known
outcome or ROI must be present before an investment
into Data and Analytics can be made is an indicator that a
company's performance may lag that of its peers
4. Growth Mindset / Learning Values Companies
whose leadership understand where the issues are
and commit to data-driven learning will find success.
Those which instead focus solely on “tradition” and
“personal experience” will find excuses not to deploy
data and analytics capabilities. They will instead
choose to avoid change and persist with failing
existing business models in lieu of data-driven ones.

14. BACKGROUND:
Gartner’s Maturity Model focuses on Questions Asked + Automation
What questions do your work conversations revolve around?
Do you have the tools, systems and process in place to generate answers?

15. Survey Questions - Draft (1 of 2)
• Q11 - When you receive data from your organisation to review, in
what format is it presented to you? Q1 - How do you prioritise your
work?
• Q12 - When you receive data from someone in your organisation, is it
in a form that is easy / ready to use, or do you need to use another
application or assistance to analyse the data?
• Q13 - Do you get help from a data scientist prior to sharing reports
with those above you?
• Q14 - Who do you believe develops data-intensive reports for senior
management?
• Q15 - How is your company data is collected and stored
• Q16 - Do you know if your company data can be easily manipulated to
provide specialist reports/views tp engage stakeholders?
• Q17 - Does senior management (and the board) have any personal
measurements on the quality of data collected and how it is utilised?
Data Driven Culture / Analytics Maturity: 9 questions
• Q18 - Please rate your company's analytics maturity level Using
McKinsey's analytics maturity model.
• Q19 - What do management conversations mostly focus on in your
organisation?
• Q20 - When your organisation's leaders talk about the organisational
strategy, the main topic of conversation is…
• Q21 - What information does your organisation use to create its
strategy?
Prioritisation and Change Management: 6 questions
• Q1 - How do you prioritise your work?
• Q2 - How often do your update your personal work strategy?
• Q3 - How does your organisation deal with change?
• Q4 - How often does your organisation's strategy get refreshed or
updated?
• Q5 - How long are important issues let run before they are fixed in your
organisation?
• Q6 - How long should important issues be let run before they are fixed in
your organisation?
Operational Focus on Data and Analytics: 11 questions
• Q7 - What's the primary mechanisms your organisation uses to understand
customers / stakeholders?
• Q8 - On what timescale is new customer interaction data (e.g. purchase
transaction, contact centre call, web site visit) available in the data
warehouse / data lake / database made available for analysis / targeting
/ segmentation?
• Q9 - Who is responsible for data governance in your organisation (e.g.
quality, availability, retention, security etc.)?
• Q10 - The IT Group in my organisation is primarily focused on...

16. Survey Questions - Draft (2 of 2)
• Q33 - What is you Organisation's type?
• Q34 - Please enter the Australian Post Code for where your Australian
Headquarters are located. (leave blank if no Australian operation)
• Q35 - If your organization has it global headquarters outside of
Australia please name the country
(leave blank if not applicable)
• Q36 - Approximately how many employees does your organisation have
in Australia?
• Q37 - Approximately how many employees does your organisation have
outside of Australia?
• Q38 - What is your organisations approximate annual revenue / budget?
(please use AUD for Australian headquartered organisations, USD
otherwise)
• Q39 - Are you a member of the following organisations?
(please check all that apply)
• Q40 - What is your Organisation's name? (If supplied your company may
be eligible to request a company specific report of the responses
supplied, provided sufficient responses are received. If a report is
provided response granularity will be restricted to ensure the privacy
of individual respondents)
• Q41 - If you would like us to send you a copy of the aggregated copy of
the results of this survey, please enter your email. You may quote
individual responses in presentations provided you include a citation to
the "Australian Information Industry Association (AIIA), aiia.com.au" If
you decide to provide your email we will not associate it in any way
with answers that have just been provided, they will remain
anonymous and cannot be tracked back to you.
• Q22 - What‘s the most common sort of business challenge you deal with
in your job?
• Q23 - What's the most common sort of business challenge the people
above you deal with in their jobs?
• Q24 - Please select the activities / processes that you believe your
organisation has the right systems, tools & processes in place to generate
the answers / outcomes you need. (select all that apply)
• Q25 - How does your organisation share data? (select all that apply)
• Q26 - How does your organisation typically innovate/develop new
products
Organisation Performance: 3 questions
• Q27 - What is the status of your organisation's margin or ability to deliver
under budge should you be in a government organisation?
• Q28 - What is the status of your organisation's revenue or allocated budget
should you be in a government organisation?
• Q29 - What is the status of your organisation's market share (or relative
performance to peer states / countries if in a government organisation)?
Demographics: 12 questions
• Q30 - What is your primary job function in your organisation?
• Q31 - What level is your primary role?
• Q32- What's your organisation's Industry?

17. AIIA Deliverable Examples
• E-mail to members (survey & Briefing
• Content in Weekly Newsletter
• Content in Event Calendar
• Development of White paper , Presentations
AIIA Newsletter
AIIA Events Microsite & Event calendar
AIIA Whitepaper Example
Media ProgamEdm Invitation