Does your organization attract talented people ?
Does your organization put its people’s talents to work ?
Do talented people get more talented when they work in your organization ?
Do all the people in your organization get to exercise their talents when they work ?
Is your organization glad to see its talented people move on to other organizations that will value and reward them ?
Does working with your organization bring out the talents of the people in other organizations ?
Does your organization support its talented people when they chose to go back to the “beginner” stage and acquire new talents?
The need to improve your organization’s data culture is driven by the powerful new tools for data that are becoming available and the new strategies that they make possible.
In the frenzy over powerful new tools it’s good not to forget the most powerful “intelligence” tool that your organization possesses, its “Human Intelligence”. An organization’s Human Intelligence is determined by its skills, training and ability to adapt to changing circumstances. Such an ability is grounded on its member’s enthusiasm, trust and willingness to trust.
Tools cannot be used effectively unless they are grounded in the organization’s human intelligence. Sometimes, without the proper training, experience and enthusiasm to come to grips with a tool the tool can actually do harm to the organization.
Each time you introduce a new tool you should take the opportunity to review, rebuild and strengthen your organization’s human resources so that you can take full advantage of the tool’s capacities.
The most interesting result of Sodexo’s widespread adoption of QuickBase is not just the productivity boost but the increase in innovation, Bryant says.
“QuickBase is a low barrier to entry to try new things,” she said. “Experiments are not always successful so people can be reluctant to try if they know a failure will be costly.” —QuickBase Pushes Low-Code into the Enterprise
With a strong data culture the organization can trust employees to try new things, and when they work, to take full advantage of them. When they don’t work the employee is not blamed or punished, but encouraged to try again.
But Salesforce CEO Marc Benioff says that AI is … really the next big thing after mobile and social changed the tech world over the past five years.
Smart computers that can think, talk, reason, and predict will be able to do more than just search Google for us or order a pizza. They will eventually do stuff we haven’t even imagined yet.
Benioff, talking to analysts during Salesforce’s quarterly conference call, called this the “AI-first world.” –“Salesforce CEO Marc Benioff just made a bold prediction about the future of tech” in Business Insider
Salesforce is planning to add an AI component (called “Einstein”) to all of its platforms. Find out more here. Making use of such advanced data handling will require a data culture that is strong and robust and than can support its members in gaining new skills and insights.
We are going to see cars that “drive themselves” much sooner than anyone would have imagined. We will also see organizations that can “drive themselves” and make use of their ability to understand their environments and use data to drive their processes.
You may not be planning to use AI in your organization but you should be planning to strengthen your organization’s data culture to the point where you will be able to use it when you need it.
Start by establishing a basic training program and working to get everyone on board.
The tClara team created the Trip FrictionTM benchmarking application. This app shows HR managers which of their employees are at risk of burnout based on their individual travel data. The firm provided employee travel data such as how many weekends they traveled per year, how many overseas trips they took, and how many weeks they spent away from home.–from “Putting People First in Your Big Data Initiative” by Juice Analytics.
This is a great example of using data to do something about events that have not happened yet. In this case events, employee burn-outs, that would be very costly for the company.
In this case the HR department’s ability to predict which employees might be candidates for help depends on using an outside datasource and combining it with their own data.
“Culture eats strategy for breakfast.” –Peter Drucker
Plans have to be executed. The minute an organization starts to execute a plan things will start to go wrong (or go right when the plan things they should go wrong).
The organization’s ability to adapt to the difficulties that happen when the plan is executed is central to its ability to execute any plan. An organization’s culture is what gives it the ability to overcome such unexpected events.
Think tortoise and the hare. Given the choice between having an organization with truly brilliant strategies, but with such a poor culture that it is unable to execute them and an organization with average (or even poor) strategies, but with the ability to execute them, most people would go for the later.
To make matters worse (or better, depending on how you look at it) part of a strong culture is being able to learn from its mistakes. One characteristic of a weak culture is that its ability to learn is also weak, so it keeps making the same mistakes over and over again.
To start thinking about your organization’s culture (in particular its data culture) you can take the Basic Diagnostic. Seven simple questions will give you some perspective on your organization’s attitude towards its data.
Let’s say you put up a big computer screen in your main office, and on that screen you have a dashboard for your business.
On that dashboard you’re going to display one number. The number that tells the most about the state of your business in real time.
What is that number going to be?
Will all of your employees understand the number ? Will they understand how the number is derived ?
Will employees understand the relationship between their daily activities and the big number ?
If your employees had to pick just one number that represented them and individuals, would the number they picked be the same number as the number that was picked for the organization as a whole ? Would they understand the relationship between their individual number and the organization’s big number.
Ask a group of your employees to write down their answer to what number the number should be for the organization. Ask them to explain their answer. Ask them to write down what number they would pick for their individual answer.
If you actually put up the big screen, could your systems calculate the number in real time ? or would people have to do some of the steps of calculation by moving or manipulating data ? How many interventions would be necessary ?
Making sure the organization has access to full-system visibility and real-time data is one of the first steps to creating a proactive company culture. Embedded analytics enable personnel—from … executives to … managers, to continually monitor issues, predict customer needs and make well informed decisions, critical for strategic problem-solving and proactive response to pending market changes.–http://www.industryweek.com/systems-integration/improving-company-culture-power-analytics
Many companies use their data as a record of things they have done in the past.
The big shift everyone is trying to make is to use data to project forward into the future. Reports that arrive at the end of the quarter or the end of the year don’t provide a platform for such a shift.
To analyze your data in “real time” means that your data is collected in “real time”. Data that is entered into spreadsheets, or kept on paper notes, and entered some time later by a data entry person imposes a lag in your data analytics that really works against trying to convince people that your data is a future resource and not just the basis for reports about the past.