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Funding Information:
funded by the business units which also have the analytical capabilities. These companies tend to develop use cases in a lab environment with external parties to justify larger investments once the value was proven. The endeavor is motivated by the BU’s vision and sponsored by the BU lead with support from the CIO/CDO. Cases comprising companies with low data understanding and high self-incentive (see Figure 1: quadrant II) invest in the technology first. These companies have little understanding of their data and potential application fields but have decided to heavily invest in BDA as part of their digital initiatives. Great effort is made to understand technology options and solution functionalities. However, the BDA use is described with short use cases, and the technology selection is prioritized. The endeavor is sponsored by the head of the IT department and funded by the budget for the digital transformation. Companies with low data understanding and low self-incentive (see Figure 1: quadrant III) remain in a pending state. They invest in use case development within the business units and conduct software selection projects but do not take the next step toward a DDBM. These companies tend to initiate cases reactively as a competitive response and under digital pressure. On the opposite side are cases in companies with a high degree of data understanding and self-incentive (see Figure 1: quadrant IV). Having a clear vision and deep analytical capabilities allow these companies to invest in new DDBMs immediately. The initiatives are sponsored by the CEO and financed with funds for new business opportunities. The new DDBM is either integrated into the existing organizational structure, or a new company is established putting the new DDBM forward as a startup. Use case– and technology-centric cases have the ambition to develop DDBMs as goal, “BDA projects pave the way for DDBM” [IP2]. Similar statements were made by IP1, IP3, IP4, IP8, and IP9. We received use case descriptions from IP1 and IP9. The use cases for gradual enhancement of the traditional business model were very detailed, but the potential new DDBMs were described on a higher level. Furthermore, the realization of the use cases was suggested in a sequence beginning with the enhancement of the traditional BM and introducing the DDBM as a so-called “north star.” For example, the use case of a pharma company for data-driven automation that would lead to cost optimization was described in detail with quantifications, but the use case that would imply a new DDBM was outlined with less detail and quantification ranges [IP9].

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