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From 2006 to 2016, an estimated average of 50% of big data analytics and decision support projects failed to deliver acceptable and actionable outputs to business users. The resulting management inefficiency came with high cost, and wasted investments estimated at $2.7 trillion in 2016 for companies in the United States. The purpose of this quantitative descriptive study was to examine the data model of a typical data analytics project in a big data environment for opportunities to improve the information created for management problem-solving. The research questions focused on finding artifacts within enterprise data to model key business scenarios for management action. The foundations of the study were information and decision sciences theories, especially information entropy and high-dimensional utility theories. The design-based research in a nonexperimental format was used to examine the data model for the functional forms that mapped the available data to the conceptual formulation of the management problem by combining ontology learning, data engineering, and analytic formulation methodologies. Semantic, symbolic, and dimensional extensions emerged as key functional forms of analytic extension of the data model. The data-modeling approach was applied to 15-terabyte secondary data set from a multinational medical product distribution company with profit growth problem. The extended data model simplified the composition of acceptable analytic insights, the derivation of business solutions, and the design of programs to address the ill-defined management problem. The implication for positive social change was the potential for overall improvement in management efficiency and increasing participation in advocacy and sponsorship of social initiatives.