Page - 11 - in Digital Entrepreneurship - Impact on Business and Society

host serverofacloud.Operating incloudsalsoreducesoverall costsbecause there is noneed to rely onbig data centres or other kinds of storage (Castillo 2019). The following five questions help assess a company’s readiness for cloud- enabled business activities: 1. Does thebusiness require an increase in theagilityofbusiness applications such as reducing IT costs via the use of data centres, tools, operating systems or platform consolidation? (cloud-enabled agility) 2. What tangible benefits (both business and IT) are associated with cloud-based infrastructure, for instance, balancing between customer experience and IT costs? (cloud-enabled infrastructure) 3. What data security and data disaster recovery processes does the business operate currently? (cloud-enabled solutionsmanagement) 4. What department leads the cloud transformation? For instance, does the busi- ness have its ownCloudCentre ofExcellence? (cloud-enabled implementation) 5. What training is necessary for the business and its employees to be up to date with cloud techniques? (cloud-enabled resources) Procter and Gamble is one of the biggest consumer goods corporations in the world (Norton 2019). The company discovered an opportunity to revolutionise the basic desktopof its employees, evaluated this opportunity anddecided to exploit it. The company began to implement a strategy to fully digitise its processes from 2011 (Chui and Flemming 2011). The Business Sphere and Decision Cockpits software enabled the company to implement this solution. Through this program, the company has made analytical solutions available to 38,000 users since the product was launched in 2010. However, Procter andGamble failed in its goal to become the most digitalised company in the market, leading the CEO to resign (Morgan 2019). The Business Sphere tool was developed with the help of other companies. The purpose of this programwas to offer executives predictions about market share andother performance indicators extending as far as up to 12months into the future. The company has also solved the issues of gathering lots of data from meetings by enabling employees to have data in front of them. For this purpose, the company developed Decision Cockpits, which allows all 58,000 employees to have the same dashboards in front of them, which are linked to current data (Davenport 2013). The Decision Cockpits use a series of analytic models that identify what is happening in a business at that time, why it is hap- pening andwhat actions the company can take. Further integration of technology, visualisation and information enabled the leaders to drill-down into the data to get answers in real-time (‘Harvard Business School 2018). Therefore, entrepreneurs need to integrate clouds into their daily operations and use their benefits in decision-making processes. Doing so can lead to greater efficiency, which speeds up the process of discovering, evaluating and exploiting opportunities. Thiswould enable businesses to be set apart from regular entrepreneurs. Brynjolfsson et al. (2011) state that companies that embrace data-driven decision-making have output and productivity that is 5–6%higher than regular companies. Developing aDigital EntrepreneurialMindset for Data-Driven… 11