From gut-driven to data-driven: the story of analytics leadership
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Date
2025
Authors
O'Driscoll, Kieran
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Publisher
University College Cork
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Abstract
This thesis explores the multifaceted process of building Business Analytics (BA) capabilities within organisations, presenting a novel conceptual framework that bridges strategy, execution, and organisational transformation. Anchored by the Bake the Cake analogy, this research simplifies the complex interplay between people, processes, and technology in enabling data-driven decision-making, providing both theoretical insights and practical guidance for organisations seeking to leverage analytics for competitive advantage. This thesis also introduces the Decision Dynamics Matrix, a framework that maps the progression of decision-making from gut-driven to data-driven, illustrating how organisations evolve as they embrace data-driven transformation.
The thesis is structured around three key layers: the Baker (BA leadership), the Recipe (BA strategies and capabilities), and the Bakery (organisational context). Each layer contributes to an integrated understanding of BA capability development.
1. The Baker (BA leadership): The research identifies BA leaders as pivotal to driving data transformation, requiring a mix of transformational, situational, and technical leadership styles. Through an abductive grounded theorising approach, four key leadership themes are conceptualised: (i) build skills, drive insights, foster innovation; (ii) empower teams, foster collaboration, achieve impact; (iii) drive culture, adapt strategy, integrate technology; and (iv) lead innovation, advocate data, drive change. This work advances BA leadership theory by showing how BA leaders navigate technological, cultural, and strategic complexities to embed data-driven decision-making.
2. The Recipe (BA strategies and capabilities): This layer presents the Business Analytics Recipe, a framework comprising four pillars: Actionable Business Value, Data Skills & Processes, Solid Data & Technology Foundation, and a Data-Driven Organisational Culture. It highlights the interconnectedness of technical and human dimensions in building scalable BA capabilities. By addressing challenges such as skill shortages, business alignment, and cultural resistance, the research provides a roadmap for organisations to align analytics investments with strategic objectives and create measurable business impact.
3. The Bakery (organisational context): This research explores how organisational structures, processes, and cultures influence BA adoption and maturity. Through a case study of HEINEKEN Ireland’s transformation, the thesis outlines a progression of BA maturity across distinct eras, assessed using the DELTA framework. It demonstrates that aligning BA capabilities with business goals, fostering cross-functional collaboration, and driving cultural change are critical to creating sustainable value.
A significant contribution of this thesis is the Bake the Cake analogy, which has proven effective in simplifying the complex BA concepts for both academic and industry audiences. By likening BA capability-building to baking a cake, it highlights the importance of integrating leadership (the baker), strategy (the recipe), and organisational design (the bakery) to produce successful outcomes.
The Decision Dynamics Matrix offers a key theoretical and practical contribution, providing a framework to assess and guide the evolution of decision-making from gut-driven to data-driven. It emphasises that data-informed decision-making—where data complements but does not replace human judgment—is an essential transitional stage. However, the ultimate test of a data-driven organisation lies in decision-makers acting on data insights, even when they conflict with intuition.
This thesis also opens new avenues for future research. Opportunities to extend the Bake the Cake analogy could include exploring advanced analytics applications, scalability, and application across industries.
Overall, this thesis contributes to the fields of Business Analytics, BA leadership theory, and organisational transformation by providing a holistic framework that integrates strategy, leadership, and culture. It equips organisations with practical tools, such as the Business Analytics Recipe and the Decision Dynamics Matrix, to assess maturity, overcome barriers, and scale BA initiatives. By embedding data-driven decision-making, organisations can unlock the full value of their data assets and achieve sustainable competitive advantage.
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Keywords
Business analytics , Analytics capabilities , Data-driven decision-making , Analytics maturity , Leadership , Traditional organisation , Data-driven culture , Practitioner research
Citation
O'Driscoll, K. 2025. From gut-driven to data-driven: the story of analytics leadership. PhD Thesis, University College Cork.