IDC Logo; a globe followed by the letters 'IDC'

Become a Client
Become a Client

Developing Data-as-a-Service Offerings

Tips and guidance to implement a data monetization strategy through data as a service (DaaS) products and offerings

Download Now

Free for IDC’s IT Executive Programs clients.
Not a current customer?

Download Now

Free for IDC’s IT Executive Programs clients.
Not a current customer?

Worldwide Data as Service spending in 2016, 2018, and 2021 bar chart.

Description of the Worldwide Data as Service spending in 2016, 2018, and 2021 bar chart.

The "Worldwide Data as Service spending in 2016, 2018, and 2021" bar chart provides a visual representation of worldwide spending on Data as a Service (D A A S) for three years: 2016, 2018, and 2021. The 2016 bar has a value of 8.7B, the 2018 bar has a value of 9.3B, and the 2021 bar has a value of 10.4B. The chart visually depicts the trend of increasing spending on D A A S over time.

Product Development

It is important for all the varied stakeholders — from business leaders and product managers to IT professionals and marketers — to realize that this is a very different endeavor from traditional data management. This is a new product development process. You’ll need a thorough plan to create an effective data-as-a-service offering.

What:

This module will help CIOs and other high-level IT leaders undertake a new product development process that is very different than traditional data management, following clear steps: Strategy, Financials, Offering, Resources, and Measuring Success.

Why:

Stakeholders need to craft a thorough plan to prepare and mitigate the risks of a data-as-a-service offering. Understanding the appropriate features, technologies, and vendors is crucial to this new type of product development.

How:

Developing a data-as-a-service offering includes the following steps:

  • Create Data as a Service Offerings (DaaS)
  • Identify the Technology Required to support a DaaS Offering
  • Identify potential vendors and partners if needed for Daas
Worldwide Data as Service spending in 2016, 2018, and 2021 bar chart.

Description of the Worldwide Data as Service spending in 2016, 2018, and 2021 bar chart.

The "Worldwide Data as Service spending in 2016, 2018, and 2021" bar chart provides a visual representation of worldwide spending on Data as a Service (D A A S) for three years: 2016, 2018, and 2021. The 2016 bar has a value of 8.7B, the 2018 bar has a value of 9.3B, and the 2021 bar has a value of 10.4B. The chart visually depicts the trend of increasing spending on D A A S over time.

Explore Other Related Modules

  1. Implementing the NIST Cybersecurity Framework in the Digital Enterprise

  2. Effective Communication Strategies for Transformation

  3. Data Monetization Capabilities, Governance, and Planning

Successful DX efforts have measurable, achievable and supported goals, strategy and KPIs

IDG Environmental Policy

International Data Group is committed to protecting the environment, the health and safety of our employees, and the community in which we conduct our business. It is our policy to seek continual improvement throughout our business operations to lessen our impact on the local and global environment. We are committed to environmental excellence, pollution prevention and to purchasing products that reduce the use of natural resources.

We fulfill this mission by a commitment to:

  • Encouraging all partners to share in our mission
  • Understanding environmental issues and sharing information with our partners
  • Recognizing that fiscal responsibility is essential to our environmental future
  • Instilling environmental responsibility as a corporate value
  • Developing innovative and flexible solutions to bring about change
  • Using our platforms and position in the IT industry to promote sustainability
  • Minimize air travel to help reduce our impact on the environment
  • Minimize use of materials and energy consumption in our offices
  • Create a working environment that efficiently uses our office space
  • Develop and maintain a hybrid working model that benefits both our employees and business partners
  • Encourage employees to measure, minimize and collaborate on reducing energy consumption at home and in the office
  • Engaging employees and promoting active participation in environmental and sustainability initiatives