A featured contribution from Leadership Perspectives, a curated forum for enterprise technology leaders, nominated by our subscribers and vetted by the CIOApplications Editorial Board.

Airborn

Scaling Business Intelligence Needs Persistent Sponsorship And Framework

With unprecedented increase in data and influx of newer generations coming into the workforce, demand for the "killer BI tool" could easily be at its all-time high. We are lucky to be in a period of data revolution spanning generations with the unfortunate side effects of decreasing attention spans and bombardment of information through an ever-evolving landscape of social media and gadgets. Young generations can easily get hooked by state of the art entertainment more than their elder siblings not to mention what it’s like with their parents. A real testament of how an environment shapes perception and behavior is constantly manifesting in our daily modern lives.

The rate of data consumption and high expectations are inversely proportional to its tolerance. Big companies have means of evolving and navigating this data landscape through alignment of better tools, processes and contemporary experts but small to medium companies generally struggle. The right blend of people that will understand and improve the sub-optimal processes through proper use and maximizing existing technologies is totally of utmost importance. Reliance on natural evolution will be too slow if any company wanted to maintain and improve market share by sustaining its core competencies. Intervention to the system gene pool is paramount to one key factor which is data mastery.

Data mastery is not mere understanding. It needs more than that. It needs a combo of proper sponsorship and alignment of solid framework from which it can operate and innovate. Relying on natural evolution of information and data stewards is not recommended if a company wanted to get ahead and leap frog the competition.From experience, two other sister disciplines that may accelerate adoption is agile project management and adherence to a reliable SDLC (systems development life cycle) but the single most bang for the buck is accountability and ownership. More often, that is where the line is drawn. Accountability and ownership needs a visionary or a data sponsor. Someone in a leveraging position that can summon senior leaders of the company to put emphasis and priority on data strategy. It does not have to be so grand and ideal like concepts in Data Governance or Chief Data Officer but anything manageable and appropriate to the resource makeup and size of the company. The most important but simplistic is for the data lead to hone the ability to influence all the passengers of the boat to row in the same direction.

  • Steering the boat towards a data destination demands the right ingredients of sponsorship and framework


The journey towards a more data-driven existence cannot be discounted in any walks of life. Most of us will work for a company and realize how data access and enrichment can make or break our aspirations. I, myself realized that everything starts with planning. Then executing against that plan increases the likelihood of success whether it is improving your credit score, moving to a new house, building fences or growing herds of farm animals. Better task management starts with a competent planner, reliable framework and patterns of data to work with.

Success in data strategy is not derived overnight. Steering the boat towards a data destination demands the right ingredients of sponsorship and framework. It builds momentum. And when it finally rolled snowballing followers and creators and inspiring thought leaders and mentors, it becomes a new culture that will thrive and have a life of its own.

The articles from these contributors are based on their personal expertise and viewpoints, and do not necessarily reflect the opinions of their employers or affiliated organizations.