Managing Information in the Enterprise:
Perspectives for Business Leaders

in association with:© Copyright Forbes 20101

Key Findings
What are the data challenges facing the world’s top companies? A recent Forbes Insights survey of more than 200
business and information technology (IT) executives at leading global enterprises uncovered significant trends,
misconceptions, and underlying roadblocks to better information management:• Data-related problems cost the majority of companies more than $5 million annually. One-fifth estimate losses in excess
of $20 million per year.
• 95% of organizations agree that strong information management is critical for business success.
• Line-of-business executives and IT frequently disagree about the source of data-related problems and the potential
solutions.
• Fragmented data ownership is the single biggest roadblock to an enterprise information management program.
• CIOs and their IT managers need to communicate more frequently and effectively about information management
projects and their benefits to lines of business.

Turning endless piles of data into timely, actionable information now dominates both business and IT agendas. This
new focus means companies must apply rigorous strategic thinking to information management both to containcosts and retain their competitive advantage. It also means amuch greater emphasis on business processes and tools used
to assure data quality in the enterprise.
With the data growth rate accelerating at a rapid rate,businesses must act now if they hope to leverage data as a
strategic asset.
Forbes Insights, in association with SAP, surveyed morethan 200 business and IT executives about the data challenges their organizations are facing. There was widespread
agreement that information is a strategic asset for an
enterprise and that quality data is paramount, yet poor
information may be costing companies millions of dollars
each year. However, beyond that concurrence, there exists
a disturbing divergence between IT professionals and lineof-business executives on how to best manage informationin the 21st century.

© Copyright Forbes 2010

First, business and IT managers appear to disagree on
the details of data quality issues. The two groups also don’t
agree on who “owns” the data—users or IT. There’s also a
communication gap about how information management
is being handled within organizations. And while there is
general agreement about the cost of poor data quality, organizations are still unclear about how they can measure ROI
accurately for solutions available in the market.
The survey results point to specific areas where IT andline-of-business groups need to work together to solve
their data quality problems. They give top management theeconomic incentive to push for strategic information-management solutions. And they show the common ground IT
and lines of business share that can be the foundation for aneffective information strategy for the business.

2

Information Management:
The Difference Between Knowing and Doing
Organizations clearly believe that information is the strategic asset that will set them apart from their competitorsand drive their success. It’s not just the opinion of the IT
department either, as line-of-business executives see information as integral to achieving their business goals.
Fully 85% of survey respondents agreed that their organizations treat information as a strategic asset. (Fig. 1) And
nearly all (95%) go the next step, believing that information
management is essential to business success.
This is definitely true at the world’s leading semiconductor manufacturer, Santa Clara, Calif.-based Intel Corp.
“Information is a major component of our intellectual
property and gives us an advantage in terms of manufacturing effectiveness, quality, and product capability,” said
David Aires, general manager of IT factory automation.
An executive at Petrobras, the Brazilian oil producer,
echoed Aires’ view. “Petrobras believes information andknowledge are a competitive differential, therefore, strategic assets.”
Figure 1. Executives’ views on information management
Information is treated as a strategic asset
36

49

2

11

2

Strong information management is essential to business success
53

42

2 21

Information access and integrity is critical for strategic decisions
47

43

2 6 2

Information access and integrity is critical for line-of-business decisions
39

0%

48

50%

2

9

2

100%

“Information is a major component of
our intellectual property and gives us anadvantage in terms of manufacturing
effectiveness, quality and product capability.”—David Aires, Intel
Other companies are building their IT strategies to empowerlines of business to make faster, more informed decisions. As
Roger Parks, CIO at J.R. Simplot Company, a Boise, Idahobased agribusiness and food manufacturer and one the largest
private companies in the U.S., observed, “Information management does have a very strategic role in our company and is
an important part of our overall IT approach and strategy. We
recognized several years ago that converting the right businessdata to information can provide us with a competitive advantage and we must view and manage information as a strategic
corporate and business asset.”
The big question is, if managers agree that information
management is a strategic differentiator, and access to information as an essential part of the decision-making process,why are information management initiatives often not wellcommunicated or overlooked?

Taking action• Establish information management‘s priority in your enterprise.
• Raise the visibility of your information management initiatives
and successes.

• Strongly agree • Agree • Don’t know • Disagree • Strongly disagree© Copyright Forbes 20103

How Data Quality Affects Business Process Efficiency
Many times, data quality issues center around master data.
Master data includes all core business information used
across an enterprise and other attributes such as metadata(i.e., the data about the data). This data must comply withan organization’s governance policies (i.e., how the data is
controlled and handled).
Hood Abu Bakar, general manager, information andcommunication technology at Kuala Lampur-based MISC,
the world’s third largest shipping company, said, “If data
quality is suspect, users will not have the confidence in thedata and might make decisions that [could] affect the bottom line or expose the organization to unnecessary risks.
The main issue that we have faced with regards to data qual-“If data quality is suspect, users[might]… expose the organization tounnecessary risks.”—Hood Abu Bakar, MISC
ity is with the master data. We have a number of partners
and stakeholders that might call the same item by different
names, which in turn will cause some mismatches and inefficiency. We enforce certain controls to ensure that theseerrors are kept to a minimum if we can’t eliminate them.
We also have periodic reviews to ensure that the data quality is sufficiently high to ensure confidence in the system.”
Few companies escape data quality pitfalls. RichardWest, president of Peachtree Data Inc., Duluth, Ga., which© Copyright Forbes 2010

Figure 2. The consequence of poor data quality
Bad information frequently leads to costly mistakes by business managers
33

49

3

12

3

Our business processes suffer from inconsistent or otherwise flawed
information
19

0%

42

2

50%

27

10

100%

• Strongly agree • Agree • Don’t know • Disagree • Strongly disagree

cleanses marketing mailing lists for hundreds of companies
yearly and processes more than 1 billion records per month,observed that even the most sterling consumer brands his
company works with have data quality problems, notingthat five to seven percent of each new customer’s records
are wrong.
Most organizations have taken the critical first step ofidentifying their data problems. According to the survey,
82% of respondents agreed that bad information leads tocostly mistakes by business managers and 61% agreed thatbusiness processes suffer from inconsistent or otherwise
flawed information. (Fig. 2)

Taking action• A ssess the state of your data quality, starting with high-priority elements, such as supplier, customer, material, or product data. Does
the quality meet business expectations?
• Evaluate how incorrect or ambiguous data is affecting your company’s ability to make smart, informed decisions.

4The Cost of Poor Data Quality
No organization has absolutely perfect data—nor is thatpractical. All sizes of companies are bound to experience adata quality problem eventually. Companies may duplicate
their data gathering, incurring unnecessary expenses. Bad
data can erroneously inform decision-makers, leading topricey mistakes. And data entry errors can keep you fromknowing what your customers have bought from you or
cause you to ship products to the wrong location.
Few among those surveyed thought data quality problems did not hit their enterprise’s balance sheet. In fact,a majority of respondents said the yearly damage to thebottom line due to data quality problems exceeded $5
million. Nearly one-in-five (18%) estimated the annual
cost to be more than $20 million. (Fig. 3)
Figure 3. What do you estimate that data-related issues cost your company
annually?

9%

8%

18%

18%

14%

15%

• Under $1 million• $1 million - $1.9 million• $2 million - $4.9 million• $5 million - $9.9 million• $10 million - $19.9 million• $20 million-plus• Don’t know

A majority of respondents said the yearlydamage to the bottom line due to data
quality problems exceeded $5 million.
Despite the widespread awareness of the high price of
low-quality data, initiatives to improve data quality are notnecessarily easy to measure in classic budgeting logic because
there is often no single, well-defined goal that can beachieved and measured. In many cases, the benefit of enterprise information management is the day-to-day reduction
in errors in business decisions and the resulting operational
improvements (such as greater worker efficiencies) that are
gained for the business.
This can be frustrating to IT managers well versed inbudgeting projects. (See sidebar: Getting to Master DataManagement.) However, given the broad consensus on thestrategic value of information and the acknowledgement of19%© Copyright Forbes 20105

the unacceptably high cost of poor data quality, effective
leadership can readily help IT and lines of business identify
and resolve an enterprise’s key data quality issues as part ofan overall information management strategy.

Taking action• Determine how much data quality issues cost your company annually. Start with an examination of a single business task/process,such as supplier on-boarding, product content sharing with resellers,or creating a customer record in CRM.
• Determine the impact of data-related issues on current analytical or
operational systems such as business intelligence (BI) or enterprise
resource planning (ERP). Find out what helps staffers in these areas dotheir work, what obstacles they face, and how they handle problems.

Nokia: Getting to Master Data Managementin the transactions and downstream reporting applications.”

At Nokia in Espoo, Finland, Neil Storkey, senior enterprise architect, saw the need

Further, he said, “the value of MDM is in the quality, and through MDM a

for a master data management (MDM) project. And he’s had experience rolling

quality issue is identified, typically the corrective action is taken in the opera-

out MDM at his previous company. MDM is a vital element of an overall enter-tional system, and plans put in place to address the longer term issue withinprise information management initiative, assuring that a single version of thethe MDM system. That means that MDM is not always attributed with the cost

truth exists for critical areas like part numbers, supplier cost data, customer infor-

avoidance or savings.”

mation, and more. However, Storkey warned, knowing something is importantand being able to make a traditional business case for it are not the same thing.
“I believe this is because the ROI in the business case for MDM is very
tenuous and extremely difficult to articulate,” he said. “I spent about a year
trying to convince my leadership at my previous company that I would achieve
value with the investment in an MDM initiative. Each time the value proposition was challenged and subsequently knocked back.”“There is nothing within the enterprisethat does not build on master data.”—Neil Storkey, Nokia

The problem, Storkey pointed out, is that “MDM actually does not cut© Copyright Forbes 2010

costs directly because master data is a prerequisite to all transactions within

To get the go-ahead for the project, Storkey had to change the argu-

an enterprise. There is nothing within the enterprise that does not build

ment for MDM by showing “the consequence of not putting in place MDM. By

on master data. So any value is to be gained within the transactions resid-

clearly showing the consequences of poorly managed master data I was thening within the operational systems. Also MDM is all about improving quality

able to convince leadership that the impact of not doing MDM was significant

of data and moving the cleansing activities closer to the point of creation.

costs resulting from inconsistent processes, duplication of effort, siloed views,

Therefore, MDM is valued by way of the operational data quality as witnessedand consequently inaccurate decisions later in the process.”

6

Pointing Fingers: IT and Business Executives Disagree
While many IT and line-of-business executives in the survey agreed that information in their organizations has its
problems, they differ widely on where and why these data
quality issues exist. While such differences in opinion are
not surprising, they may prove to be significant hurdles forcompanies that try to improve data quality and the strategic
value of information for the business.

Figure 4. How good is your data? (% of respondents rating data quality
high—6 or 7 on a 7-point quality scale)
Data validity
68%
48%
42%

Data sourcing
64%
39%
30%

To succeed, organizations should consider taking steps
to ensure both groups can be held accountable. But thismay be easier said than done.
Line-of-business executives have a lower opinion of data
quality than IT respondents. Respondents were asked to rate
the quality of their organizations’ data on a variety of attributes. Consistently, IT respondents gave their organizations
higher marks than did line-of-business executives. (Fig. 4)
Even more telling, among lines of business, respondents inthe data-centric finance, sales and marketing groups werethe least likely to give high marks for data quality.
There are other instances where IT does not appear tohave an understanding of the data quality issues facing linesof business. With the exception of information access (Seesidebar: Lack of Information Access), there was little agreement between business and IT executives on the sources ofdata quality problems experienced by lines of business. The
biggest data quality issue identified by business executives

Overall data quality
64%
45%
36%

Lack of Information Access:
A Data Quality Issue for All Employees…
Not Just Top Management

Data timeliness
62%
35%

No manager wants to be in the crosshairs of a CEO, managing director,

26%

or board member who feels he or she has not been given access to rel-

Data accuracy

evant information. So that may be why, when survey participants were59%

asked specifically about problems “top management” encounters, “lack

49%
35%

of access to critical information” was the top data quality issue.
Respondents were also asked whether all line-of-business manag-

Data accessibility

ers—those a management layer or two below top management—had

58%
36%
32%

access to accurate information about all substantial risks to the business.
Here, IT respondents had a rosier picture regarding data accuracy than

Data completenessthe line-of-business managers themselves. This could indicate that users
57%

may not be alerting IT to potential data accuracy issues, possibly giving IT

38%a false sense of the ubiquity of information access.

30%

IT managers see this as a challenge for their companies. “The big-

Data consistency

gest hurdle to delivering the right kind of information is assessing exactly

55%

what kind of data and what kind of presentation will help our people

31%

improve their personal effectiveness and ability to detect and solve prob-

25%lems in our operations,” said Intel’s Aires. “The difficulty lies in making
0%50%• IT • All lines of business • Finance, sales & marketing© Copyright Forbes 2010100%

the right connections between programmers and the people who use thedata to run the business.”
7

in the survey was inconsistent data (40%). On the other
hand, IT respondents took a more technical approach, citing gathering of duplicate data (38%) and data migration(38%) as the major problem areas. (Fig. 5)
These differences about where data quality problems
reside could derail necessary work to improve data quality.
That is, while agreeing that problems exist is vital, obtaining agreement on where to focus efforts might prove to
be difficult as powerful individuals and departments in an
organization push for solutions that best address their specific issues rather than those of the enterprise as a whole.

Taking action• Establish an executive sponsor for a data governance committee,
and encourage active participation in the committee.
• Engage key IT and line-of-business stakeholders to get a clear picture of where data quality issues exist and how resources can beprioritized.
• Mitigate arguments on “perfect” data quality by focusing instead on
the integrity and use of the information.

Figure 5. What are the primary quality of data issues experienced by line-of-business managers at your company?
Gathering duplicate data

Inaccurate data due to data entry errors
38%

24%
23%
21%

27%
33%

Data migrated from old systems to new ones is incomplete or inaccurate

Using old data

38%

18%
20%

28%
9%

10%

Lack of access to critical information

Unable to use data from new sources such as third-party partners

27%
22%
24%

13%
17%
19%

Using incomplete information

Missed sales due to bad data

27%
11%
7%

Inconsistent data
27%

40%
38%

0%

© Copyright Forbes 2010

• IT
• All lines of business• Finance, sales & marketing

16%
35%
33%

50%

• IT
• All lines of business• Finance, sales & marketing

0%

50%

100%

100%

8

Disagreement Over Data Ownership Is a Top Issue
Organizations appear to be wrestling with the natural
boundaries between the data users in a line of business andthe data management professionals in IT. Business users
generally consider the information and how it is managed
to belong to them. While IT managers largely concede that
information is the users’ not theirs, they take the position
that data and information management systems are underIT’s purview. This differing perspective puts IT and business executives in conflicting camps, particularly when it
comes to data quality.
The survey bore this out. Nearly four-fifths of IT executives believed they were responsible for data quality, whilemore than half of business executives thought those whoenter and use the data have primary responsibility. The
ownership issue is even more pronounced between IT andfinance, sales, and marketing executives. (Fig. 6)
When asked where responsibility for data quality
resided, 79% of the IT managers said it was with IT, but
74% of the finance, sales, and marketing, respondents said it
was their own job to assure data quality.
So, it’s not surprising that both IT and all line-of-business respondents agreed that the number one roadblock toestablishing an enterprise information management programis the fragmentation of data ownership. But each group was
looking at the other as responsible for the roadblock. (Fig. 7)
This seems to be the case at many companies. “Eachemployee must ensure that the data input in the different
systems is correct,” said Petrobras. “The IT professionals are in charge of ensuring the availability, integrity, andconfidentiality of the information entrusted to them.”
Collaboration between lines of business and IT is essential if information management initiatives are to progress. As
Nokia’s Neil Storkey said, an abiding rule for such projects tosucceed is to “communicate, communicate, communicate.”

Figure 6. Where does primary responsibility for quality of data reside at yourorganization?
In IT
79%
43%
24%

At the line of business
20%
54%
74%

0%

50%

100%

• IT • All lines of business • Finance, sales & marketing

Figure 7. What are the major business roadblocks to establishing anenterprise information management program in your organization?
Ownership of data is fragmented
41%

Costs of poor data quality not known or understood
23%

Lack of leadership
22%

Quality of enterprise information is good enough20%

No budget20%

No knowledge of where or how to begin an EIM program
18%

Cannot collect data from sources
13%

No tools to implement EIM program
13%

Do not trust information

Taking action• Discuss in a data governance council what can be done to gain theright balance between IT and line-of-business involvement in your

12%

0%

50%

100%

information management initiatives.
• Consider tying manager performance evaluations to their collaboration on executive-sponsored information management projects.
• Clearly delineate responsibility and accountability in all areas of data
management.

© Copyright Forbes 20109

Knowledge and Communication Gap Contributes to Problems
Without deep collaboration between IT and line-of-business managers, it can be hard for organizations to be on thesame page in terms of information management projects
and their value to the enterprise. As J.R. Simplot’s Parks
explained, “There is a gap, quite honestly. One factor in
why there is a gap could be attributed to not having a single
or common definition of enterprise information management. It’s similar to business intelligence, where there
are variations of the definition of BI. Some CIOs fail tocommunicate with and educate others about information
management within their enterprise.”
The survey data underscores that business executives areoften not aware of many of the top information management
programs at their organizations. For example, according to
IT managers 51% of their companies were engaged in data
quality management work. But only 25% of business executives said their organizations had similar projects. (Fig. 8)
The results clearly indicate that there is little communication
about data quality work in progress when the lines of business are not aware of or involved in the solutions.
This knowledge and understanding gap between business and IT respondents may point to communication lapses

on the part of IT executives with their line-of-businesscounterparts. And vice versa. Increased collaboration on
data quality initiatives and overall enterprise information
strategy could go a long way to help improve the situation
for the entire business.
Some companies have addressed this gap. At Petrobras
there is a standing committee whose charter is to advise
senior management about information policies “in consonance with corporate strategies.” And at J.R. Simplot,
Parks has installed direct reports to his department within
all lines of business in the company to ensure that a steadyflow of project information is going back and forth between
the two groups.

Taking action• Are line-of-business managers aware of the benefits of information management efforts? Engage business managers on the data
governance committee. Educate all managers about the impact
of information quality on business operations. Enable them to beaccountable.
• E nsure the IT department keeps lines of business apprised and involvedin current or future information management project developments.

Figure 8. The knowledge gap: Which of the following projects are part of your information management program?
Data quality management

Master data management
51%

33%

25%

27%

Data Integration

Content management
48%

32%

27%

24%

Data governance

Information life-cycle management
38%

27%
23%

22%

Data warehouse or data marts

Metadata management

34%

24%

17%

18%

Data integration across information silos

None/don’t know

34%

10%

26%

24%

Business intelligence or analytics• IT• All lines of business

33%
27%

0%
© Copyright Forbes 2010

50%

100%

• IT
• All lines of business
0%

50%

100%
10

The State of EIM Today
Despite differences in perception about data ownership andinformation management programs, many companies arelooking at enterprise information management (EIM) as away to gain greater control of data quality and consistency.
Of the organizations surveyed, 45% confirmed they havesome type of EIM program in place, and 31% said they are
currently developing one. (Fig. 9)
It is not surprising that data integration, data quality
management, and master data management are among the
top projects currently implemented as a part of an enterprise information management program. (Fig. 10) These
markets recently have experienced substantial growth inconjunction with a rapid maturity of available technology.
Interestingly, finance, sales, and marketing executives
ranked business intelligence (BI) or analytics as their top
information management project. This may indicate thesebusiness executives view a BI system as their vehicle forleveraging information as a strategic asset. What they may
not fully understand is that data integration, data quality,
and master data management are enabling programs used insupport of BI solutions.
In addition, most organizations will increase or maintainbudget allocation for EIM program funding, according to
the survey. (Fig. 11) This trend indicates the strategic importance of information management despite the economic
challenges faced by organizations. Respondents in the Asia
Pacific and Latin America markets had the highest planned
budget increases for information management initiatives.

Figure 9. Does your organization have a dedicated enterprise information
management (EIM) program in place today?

7%
17%

45%

• Yes
• Currently developing one• No• Don’t know

31%

Figure 10. If you currently have an EIM program in your organization, whichof the following projects are part of that program?
Data quality management
35%

Data Integration
35%

Master data management
30%

Data integration across information silos
29%

Data governance28%

Content management
27%

Business intelligence or analytics
26%

Information life-cycle management
25%

Data warehouse or data marts
24%

Metadata management
20%

Other
1%

0%
© Copyright Forbes 2010

50%

100%
11

“Our decentralized structure has made it difficult
to get a complete, consistent representation of data consolidated
in a way suitable to analyze business performance.”—Bob Tingstrom, Bio-Rad
Figure 11. EIM budget allocations for 2010

Figure 12. Would your organization benefit if it could organize and analyze
unstructured data (i.e., emails, call center logs, images, audio/video files, etc.)?

Data quality management
34

36

70%
5%

Data warehousing
29

36

6%

65%

Business intelligence
27

34

61%

48%

Master data management

41%

25

39

64%

• Yes, we are alreadydoing it• Yes, we would like to do
it but are not yet able
• No
• Don’t know

Content management
24

37

61%

Information lifecycle management
23

41

64%

Metadata management
23

0%

37

60%

50%

100%

• Budget allocation increase • Budget allocation steady

The next wave of information insight may be in thearea of unstructured data. Many information management
initiatives are undertaken for an organization’s structured
data found in ERP, CRM, and database-centric applications. Yet 80% of the enterprise information is captured
in an unstructured data format such as email, documents,and log files. In the survey, 89% of organizations agreed
that this new source of information would be beneficial
if it could be organized and analyzed. (Fig. 12) And, 48%
said they are already doing it. Which half of the innovation
wave are you in?

Making Information Management Holistic
One of the biggest hurdles to enterprise information projects is a decentralized management structure. While such an organization is often
intentionally designed to be more responsive to market conditions, it canalso emerge unintentionally as a result of growth by acquisitions.
Bio-Rad Laboratories of Hercules, Calif. has thrived as a decentralizedorganization for more than 50 years. However, as Bob Tingstrom, enterprise reporting manager, said, “We developed silos of technical expertisethrough company acquisitions and our decentralized organization. Thesesilos have been a bit of an impediment to consolidate information for presentation and consumption.”

Taking action• Consider how you are allotting your budgets for information
management.
• What is your organization doing to capture intelligence from
unstructured data?

As a result, he said, “Completeness of data has been a challenge. Our decentralized structure has made it difficult to get a complete, consistent representationof data consolidated in a way suitable to analyze business performance.”
Tingstrom added that line-of-business leaders “understand the value of
having high quality information but struggle to understand the complexity and• Determine where master data will be centrally created and managed

commitment to put a data governance program and organization in place. And

and how much control and which attributes should be retained atwith our decentralized IT structure, local staff are focused on the data quality inthe local level.

their applications, not necessarily holistically for the enterprise.”• Evaluate the efficiency with which your employees are able to locate
documents related to the business processes they administer.

But that understanding gap has been narrowing inside Bio-Rad and thecompany is working on data quality and integration “to help break down thesilos and build capacity to respond more quickly to information demands.”© Copyright Forbes 201012

Your Next Move
Survey respondents overwhelmingly saw the strategic
importance of managing information as an enterprise asset.
They recognized that the impact of not doing so is costing
their organization millions of dollars annually.
The survey also uncovered that the biggest challenge tolaunching EIM programs is not getting funding. Rather, itis people and process related. Data ownership fragmentation and a lack of leadership were among the top roadblocks
to EIM. IT and lines-of-business leaders both feel they own
the data, yet many business executives are not aware of
the solutions being implemented by IT to prepare data forenterprise use.

What can an organization do?
• Identify a strategic system that drives a critical business process thatis experiencing inefficiency (such as long lead times compared toindustry averages, or cost overruns).
• Quantify the financial impact of poor quality information on thesesystems. For example, how much did a data-related mistake in budgeting cost your company?
• Establish a limited-scope information management initiative totackle a targeted problem; involve both IT and lines of business fromthe beginning.
• Use this experience to build repeatable expertise, policies, and competencies to drive change across other applications and initiatives
throughout the company.

Methodology
The information in this report is based on the results of a survey conducted

More than two-thirds of respondents (68%) held C-level titles, including

in January 2010 by Forbes Insights in association with SAP. Forbes Insights

CEO COO, CFO, and CIO, with the remaining having titles of senior vice presi-

received responses from 219 executives and decision makers at leading global

dent, vice president or director. In terms of functional role, 37% of respondents

enterprises in North America (37%), Europe/Middle East/Africa (28%), andwere involved in IT, and the remaining represented various lines of business,

Asia/Pacific (20%), and Latin America (15%). In addition, one-on-one inter-

including business operations (19%), sales and marketing (14%), and financeviews were conducted with another dozen executives at companies of this size.

(11%), among others.

Christiaan Rizy
Director© Copyright Forbes 2010

Stuart Feil
Editorial Director

Brenna Sniderman
Research Director

Mark Everett Hall
Report Writer13

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