Many organisations embark on a data strategy exercise when a new Leader joins – either a CDO, or a CTO or other technical lead. This is seen as an important transition and chance for a step change – and therefore a good opportunity to document a vision and strategy.
Current state is captured, and a target state is agreed. A strategy document is written outlining what needs to change. This is socialised around the business – with both technical teams and functional areas. Everyone is bought in and aligned.
Lots of organisations struggle with getting started. What do you tackle first? How do you ensure you’re actually delivering the strategy set out? How do you ‘course correct’ if you go off track? How do you evolve the strategy in the future for a growing business?
It’s much easier to address these challenges if they are considered at the outset. We recommend:
Our holistic approach to strategy, operating model and data delivery ensures that these three points of the triangle are synchronized to ensure success.
The size and scope of your organisation will drive how long it takes to document your data strategy, but in all circumstances, your strategy needs to start with people. This needs to go beyond your data and technology function – you need to speak to people who don’t describe themselves as “data people”.
Data & AI Strategies are often made with good intention, but risk becoming outdated if not combined with the business’ desired outcomes and goals, measured in a way that executives and stakeholders can understand. It is imperative to track progress of data spend to justify the strategy and gain further investment.
There should be nothing in your Data & AI strategy that cannot be directly tied back to the overall business strategy of your organisation
