Learning Objectives
- Distinguish data monetization from traditional internal uses of data by recognizing when data becomes a productized asset rather than only a support for decisions, processes, or digital strategy.
- Use the information offerings consumption path—data, insights, and action—to compare different monetization options, from raw and prepared data to reporting, analytics, process design, and process execution.
- Identify the foundational capabilities that information businesses must build across people, platforms, and perception before data monetization can become a viable revenue stream.
- Examine how culture shapes data monetization through R&D discipline, experimentation, partnering, credibility, and trust.
- Assess where a company might create competitive advantage in data monetization, including through distinctive data, data architecture, data science, domain leadership, commitment to client action, or process mastery.
Abstract
In some organizations, the role of data is shifting—from serving as a secondary asset that supports decisions, processes, and digital strategy to being a primary asset that businesses can productize and sell. The MIT Center for Information Systems Research (CISR) refers to this new role as data monetization. This working paper describes a classification for data monetization offerings, non-negotiable business capabilities required for data monetization, facets of information business cultures, and areas of potential competitive advantage. Companies that establish strong information business foundations based on the concepts in this working paper can create and sustain a viable data monetization journey.
Appropriate for the Following Course(s)
data monetization, business models, data management and analytics, corporate strategy, and organizational culture
THERE IS NO TEACHING NOTE FOR THIS CASE STUDY.