I have been partnering with industry leaders for over seven years, helping to build careers of senior executives while providing advice on talent strategies to shape new data businesses and support the build-out of data functions. My career has been driven by a passion to understand the technical and business skills required to be a successful data and analytics leader, both in the current and future marketplace. The clients I partner with range from established multinationals through to the next generation of start-up/challenger firms.
Throughout my career I’ve been fortunate to develop a range of long term client relationships. My proudest achievements include challenging traditional thinking around what is perceived as exceptional talent and encouraging clients to embrace a diverse talent strategy. Watching these clients evolve and seeing how innovative and dynamic their culture has become as a result of being bolder with their decision making, always fills me with a great sense of purpose and pride.
There are a number of people who have and continue to inspire me. One inspirational leader, Thomas Edison said: “Vision without execution is hallucination.” This is a quote which I find myself constantly referencing as I firmly believe that we should push ourselves to action our own ideas.
I expected 2019 to be a year where we would see businesses building mature and sustainable models to commercialise data and establish data as an asset. However, due to the continued focus on regulation and compliance, I believe the appetite and traction in doing this has been limited.
Diversity will continue to drive the talent agenda in 2020, with organisations placing even more importance on finding individuals who will challenge the status quo. I also expect that we will see organisations developing new operating models to harness the value of data.
With the evolution of data and technology there is an opportunity for every industry and every business to become truly customer-centric. However, this opportunity can only be harnessed if “trust” can be realised between the organisation and consumer.
Many organisations will continue to be challenged by having disparate, legacy systems housing data. Therefore, we will see the introduction of new tools and technologies to further unify data. Also, having the right leadership in place to navigate some of the functional siloes which exist will be crucial to ensuring an organisation is data centric. In my view, the leaders who will succeed will be those who can facilitate an enterprise-wide culture of data literacy and lead the journey to data being used as a key business enabler.