Most organizations seek to become insights-driven, but few enterprises attain mastery over the how to be one. To be truly insights-driven, business technology leaders must retool their organizations across multiple dimensions — talent, organizational design, process, and culture — to graft data into the DNA of the business.
In a new case study report, Forrester examines how digital natives like Gojek lead the way to building advanced insights-driven operating models. The intense competition in the ridesharing market for Southeast Asia has put tremendous pressure on Gojek and Grab to furiously out-innovate one another — particularly as they expand their product portfolios into hitherto unpenetrated areas such as payments. With a huge amount of consumer data, how they each use this data is the most important source of competitive advantage.
Gojek strives to create a data-rich environment within which to deploy applications and platforms that support hypergrowth through speed and innovation.
Here’s a snapshot of how Gojek operationalizes its data strategy:
- Empower cross-functional teams around business outcomes
- Focus processes on efficiency and dynamism
- Tooling augments teams and supports scale scale
Gojek customizes its insights-driven approach to make it unique to its business. However, it shares similar principles with other insights-driven firms. These principles have allowed Gojek to find success in its incredibly dynamic, hypercompetitive environment while scaling across markets and entering new product categories.
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