This study aspired to gain a more a nuanced understanding of the emerging analytics technologies and the vital capabilities that ultimately drive evidence-based decision making. Big data technology is widely discussed by varying groups in society and believed to revolutionize corporate decision making. In spite of big data's promising possibilities only a trivial fraction of firms deploying big data analytics (BDA) have gained significant benefits from their initiatives. Trying to explain this inability we leaned back on prior IT literature suggesting that IT resources can only be successfully deployed when combined with organizational capabilities. We identified key theoretical components at an organizational, relational, and human level. The data collection included 20 interviews with decision makers and data scientist from four analytical leaders. Early on we distinguished the companies into two categories based on their empirical characteristics. The terms “Born analyticals” and “Big intelligent firms” were coined. The analysis concluded that social, non-technical elements play a crucial role in building BDA abilities. These capabilities differ among companies but can still enable BDA in different ways, indicating that organizations´ history and context seem to influence how firms deploy capabilities. Some capabilities have proven to be more important than others. The individual mindset towards data is seemingly the most determining capability in building BDA ability. Varying mindsets foster different BDA-environments in which other capabilities behave accordingly. Born analyticals seemed to display an environment benefitting evidence based decisions.