Organizations know they need to be more data-driven but feel unprepared for a pricey, full-data science-driven analytics system. Imagine if you could empower your present data and business analysts to meet their own reporting and data prep needs? Imagine if your analysts could perform their own data integration? What if you could do all this without buying a high-cost system and employing specialists? You can with Toad Data Point. Seamlessly gain access to more than 50 data resources – both on premises and in the cloud – and switch between these data resources with near-zero changeover times. Connect, query, and prepare data for faster business insights. Easy data cleaning and profiling, simplified data federation slashes up to 50 percent of your energy to routine data delivery and allows you to take a huge leap in being more data driven.

It may well be coming to becoming the industry’s global standard. One popular premise in business is that companies compete by owning the resources that matter most with their strategy. Competitive advantage, according to this belief, comes from owning valuable resources and possessions, which have a tendency to be scarce, and utilized over very long time periods, as well as location and company specific.

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Thus ownership (rather than, say, renting) frequently appears to be the best way to ensure exclusive access. But imagine if resources are used infrequently or inconsistently? In these full cases, digital technology, by increasing transparency and reducing search and transaction costs, is allowing better and new value-creating types of collaborative usage.

As an outcome, possession could become a substandard way to access key property, changed by flexible win-win commercial preparations with partners significantly. The move from possession to access mirrors a more evolving societal mind-set toward open-source models broadly. For example, in 2014 the electric-vehicle company Tesla made most of its intellectual-property patents freely available in an effort to encourage the manufacture of clean vehicles.

These possibilities permeate deeply into traditional industries. Consider how a huge European maritime port embarked on the large-scale land-management program. The industry belief framed by the port was that large liquid-bulk-load boats valued private access to storage tanks. The underlying assumption was that delivery companies wanted the ability to deliver their bulk loads anytime and therefore required entry to their tanks at close range.

According to historian Peter Watson, humans have been trading goods and services for further than 150,000 years. During that right time, we’ve always thought that to market more of an offering you had to produce more of it. The fundamental notion was that a single device of a given product or service could be utilized only by one customer at the same time. Any increase in creation therefore required a commensurate increase in labor, resources, and equipment.