2007, 2010, 2017

Thomas Davenport and Jeanne Harris introduced the FIVE STAGES OF ANALYTICS MATURITY in their book, "Competing on Analytics: the New Science of Winning"

Thomas and Jeanne were joined by Robert Morison in INTRODUCING THE DELTA MODEL in their book, "Analytics at Work: Smarter Decisions, Better Results"

The frameworks were updated by Thomas and Jeanne in the 2017 revision of the book "Competing on Analytics" -- adding two new components in the DELTA Model, CREATING THE DELTA+ MODEL.

integrated, high-quality, and easily accessible DATA

for managing Analytics resources in a coordinated fashion across the ENTERPRISE

for strong, committed LEADERSHIP that understands the importance of analytics and constantly advocates their use in decision and actions

for selecting the right, strategic, organizational TARGETS that will be the core of an Analytics roadmap

for nurturing high-performing ANALYTICS PROFESSIONALS

for the TECHNOLOGIES that will support Analytics accross the organization

fo the various ANALYTICAL TECHNIQUES ranging from simple descriptive statistics to machine learning

inconsistent, poor-quality, and unstandardized data; difficult to do substantial analysis; no groups with strong data orientation

standardized and structured data, mostly in functional or process silos; senior executives do not discuss data management

key data domains identified, and central data repositories created

integrated, accurate, common data in central repositories; data sill mainly an IT matter, little unique data

relentless search for new data and metrics leveraging structured and unstructured data; data viewed as a strategic asset

no enterprise perspective on data or analytics; poorly integrated systems

islands of data, technology, and expertise deliver local value

process or business unit focus for analytics; infrastructure for analytics beginning to coalesce

key data, technology, and analytics professionals managed from an enterprise perspective

key analytical resources focused on enterprise priorities and differentitation

little awareness of or interest in analytics

local leaders emerge but have little connection

senior leaders recognize importance of analytics and developing analytical capabilities

senior leaders develop analytical plans and build analytical capabilities

strong leaders behave analytically and show passion for analytical competition

no targeting of opportunities

multiple disconnected targets, typically not of strategic importance

analytical efforts coalesce behind a small set of important targets

analytics is centered on a few key business domains with explicit and ambitious outcomes

analytics is integral to the company's distinctive capability and strategy

few skills that are attached to specific functions

unconnected pockets of analytics professionals; unmanaged mix of skills

analytics professionals recognized as key talent and focused on important business areas

highly capable analytics professionals explicitly recruited, developed, deployed, ang engaged

world-class professional analytics professionals; cultivation of analytical amateurs across the enterprise

desktop technology, standard office packages, poorly integrated systems

individual analytical initiatives, statistical packages, descriptive analytics, database querying, tabulations

enterprise analytical plan, tool and platforms; predictive analysis packages

enterprise analytical plan and processes, cloud-based big data

sophisticated, enterprise-wide big data and analytics infrastructure, cognitive technologies, prescriptive analysis

mostly ad-hoc, simple math, extrapolation, trending

basic statistics, segmentation, database querying, tabulations of key metrics are leveraged to gain insights

simple predictive analytics, classification and clustering, dynamic forecasts

advanced predictive methods deployed to discover insights, advanced optimization, sentiment analytics, text and image analytics

neural nets and deep learning, genetic algorithms, advanced machine learning

The organization is Analytically impaired.

The organization has Localized Analytics.

The organization has strong Analytical Aspirations.

The organization becomes an Analytical Organization.

The organization is an Analytical Competitor.