Discover how to maximize the value of your organization’s data

Most organizations run reports because they think they are supposed to. However, canned reporting and siloed data are more problematic than they seem. When data reporting is not optimized in a department or organization as a whole, it leads to decreased:

productivity
profitability
innovation
and growth

Uncover the pitfalls keeping your data teams
from realizing their potential

Take our Data Maturity Assessment and determine where your organization falls on the Data Maturity Model in a matter of minutes. You’ll get a series of pragmatic recommendations for improving your data infrastructure and strategic decision-making in a way that helps you reach your organizational goals.

You will be emailed your results and a copy of our data maturity model upon completion of the assessment.

Data Maturity Survey

Step 1 of 11

Name(Required)

First Last

Email(Required)

Company/Organization Name(Required)

How did you hear about us?(Required)

Colleague

Direct Outreach from TGG

Internet Search

Other

Data Architecture, Organization, and Security

In this section you will assess the maturity of your technical data infrastructure.

Q1: Which of the following most accurately describes the sources of your data?(Required)

I don’t fully know where the data I use comes from, and I often see others present on data that doesn’t show the same results my analyses or explorations do.

I have a good understanding of where my data comes from, but it takes a lot of work to clean it up when I want to use it, and/or I’m pretty sure there are errors in some of the data I use.

I use the same data sources as the other parts of the company, and there is someone that “curates”, or stages, prepares, and cleans our data, so that it is easy for me to use for what I need.

There is one place to access data and I can have access to it in real-time. I know who is responsible for making this space and who to talk to if I want to understand what the data means that I’m accessing.

Q2: In our organization, different individuals and departments use the same data sources:(Required)

Rarely, not at all, or I don’t know.

Sometimes, but what we like to use is often different.

Always, we have a main single source of truth we can grab our data from (e.g. a data lake).

Always, and we can access everything in real time.

Q3: Which of the following most accurately describes your data’s governance and security:(Required)

Security controls exist, but are mostly policy based and not often enforced. OR Our data governance is whatever came with our database vendor we signed up for.

We have a defined and accountable security policy with a team responsible for it’s enforcement. Roles are defined for access to both systems and data.

We have everything in the last response, with an emphasis on transparency for users and a process in place to account for longevity and changing needs. Your policies and procedures do not hinder work progress.

Our security is transparent. Teams are aware of and have security use patterns to base designs on but the work impact is negligible (or when difficult, it is expected). Data is democratized and available in consumable formats for the appropriate parties, and our policies and procedures are responsive to fast paced change.

Section 1 Results: Data Architecture, Organization, and Security

Your score is:

Your status is:

What this typically looks like:

Area to focus on:

Data Sources

Data Standardization & Democratization

Data Security

Data Sources, Data Standardization & Democratization, Data Security

Reporting

In this section you will assess the efficiency and maturity of what prompts report generation.

Q1: What most accurately reflects the data you use for reports?(Required)

Where I get my data changes depending on the report or what I have access to.

My reports sit on top of consistent data, but there are usually errors or a lot of noise in my reporting.

My reports have data sources automatically fed into them. It looks reliable and consistent.

My reports are updated in real time with reliable data.

Q2: What most accurately describes your shared reports? (between departments or business units)(Required)

We don’t share reports.

If I want, I can find other department reports but they usually don’t apply to my work.

We use shared reporting often and the reports are cross-departmental when appropriate.

We use shared reporting often which is dynamic depending on real-time data inputs.

Q3: What best describes the frequency of your reporting?(Required)

There is no established cadence for reporting and/or refreshing reports is manual.

We have an established cadence for reporting, but I often need more up to date information than they provide.

Our reports are refreshed automatically often. I have the information I need when I need it.

Our reports are refreshed in near real time and change dynamically based on the data inputs.

Section 2 Results: Reporting and Reporting Practices

Your score is:

Your status is:

What this typically looks like:

Area to focus on:

Data Reported On

Socialization and Democratization of Reports

Reporting Frequency & Automation

Data Reported On, Socialization and Democratization of Reports, Reporting Frequency & Automation

Data Analysis Within The Organization

In this section you will assess the integrity and quality of your data analysis.

Q1: How much of the data you use is historical data?(Required)

We only use historical data with little/no forecasting or modeling.

We use historical data and also forecasting. Forecasting is usually from a built in model from some software (e.g. Tableau forecasting models/tools).

We use historical data and have custom forecasting tools and predictive models that were developed for our business.

We use historical data to feed our in house modeling and predictive analytics. Models are responsive and adapt based on inputs.

Q2: How much time do you spend on Reactionary vs. Proactive analyses?(Required)

We mostly or only do reactionary analyses.

We do proactive analytics when we can, however most of our time is still taken up by reactionary analytics.

We make sure at least 25% of our capacity is allocated for Proactive analyses.

We make sure at least 50% of our capacity is allocated for Proactive analyses.

Q3: Which best describes your process for sharing new insights?(Required)

Our insights are rarely shared outside of our business unit.

Our insights are shared outside of our business unit somewhat regularly, usually as a report or in a presentation format.

Our insights are available to other departments at all times, and are easily communicated through different channels.

Our insights are actively shared and often incorporated into other business units’ work.

Section 3 Results: Data Analyses

Your score is:

Your status is:

What this typically looks like:

Area to focus on:

Reliance on Historical Data Use

Reactionary vs. Proactive

Analysis Communication

Reliance on Historical Data Use, Reactionary vs. Proactive, Analysis Communication

Cohesion Between Groups

In this section you will assess the impact of organizational habits on the value you gain from your data.

Q1: How often do you leverage analyses from different departments?(Required)

Rarely or Never

Occasionally as needed.

Often

Other department analyses are automatically included in our dashboards and reporting.

Q2: Who does the majority of your data analyses and/or insights communications?(Required)

We don’t often communicate outside our group.

A member of the leadership team will communicate as needed at meetings.

Individuals doing analyses often communicate their findings and/or we have a team in place whose job is communication between departments.

There are many individuals empowered to communicate data and analyses throughout the organization.

Q3: How often do you collaborate with other individuals and departments with your analyses and/or reporting?(Required)

Rarely or Never

Occasionally as Needed

Often

Collaboration is foundational to our work and happens as a rule.

Section 4 Results: Cohesion Between Groups

Your score is:

Your status is:

What this typically looks like:

Areas to focus on:

Redundancy of Analyses and Reporting

Data Team Structure

Collaboration

Redundancy of Analyses and Reporting, Data Team Structure, Collaboration

Integration with Decision Making

In this section you will assess the pragmatic effect data has on making better business decisions.

Q1: How often do your analyses directly impact a business decision?(Required)

Rarely or Never.

Occasionally as needed.

Often

Almost Always

Q2: What best describes the way analyses are received by leadership?(Required)

Little or no consideration is often given to our results.

Leadership listens to our results, but it feels like they’ll only use the insights that they like or fit what they would expect.

Leadership is engaged with our findings and it often leads to further questions and requests.

Leadership clearly values our outputs and is deeply involved and engaged in results. They actively seek out more analyses and data insights as valuable parts of the business.

Q3: What best describes the data often discussed in your group or organization?(Required)

We’re not typically having conversations about data.

We know it is important, but it often comes up as an afterthought or another way to reinforce our already established plans.

It is discussed often as an important part of the organization.

It is discussed and seen as a consistent, trusted, and integral part of our organization.

Q4: How often do you see leadership disregarding or directly “veto-ing” analyses recommended by the data?(Required)

Often. It is the standard.

Occasionally

Occasionally, but with solid justifications as to why.

Rarely. Instead of an outright veto, there usually is conversation on diving deeper to get to the “why” of the results.

Section 5 Results: Integration with Decision Making

Your score is:

Your status is:

What this typically looks like:

Areas to focus on:

Direct Data Decisions

Leadership Perception of Data

Company Conversations about Data

Veto Power

Direct Data Decisions, Leadership Perception of Data, Company Conversations about Data, Veto Power

Hidden

Your overall score is:

Decision Insights and Data Services

At The Gunter Group, we strive to change the way in which business professionals gather, aggregate, and analyze data. We help businesses transform how they make decisions about tangible outcomes, based on the data in their organization, and use that data to its fullest potential.

Discover how to maximize the value of your organization’s data

Uncover the pitfalls keeping your data teams from realizing their potential

Data Maturity Survey

Data Architecture, Organization, and Security

Section 1 Results: Data Architecture, Organization, and Security

Reporting

Section 2 Results: Reporting and Reporting Practices

Data Analysis Within The Organization

Section 3 Results: Data Analyses

Cohesion Between Groups

Section 4 Results: Cohesion Between Groups

Integration with Decision Making

Section 5 Results: Integration with Decision Making

Decision Insights and Data Services

Uncover the pitfalls keeping your data teams
from realizing their potential