For data and analytics functions adopting agile as their way of working, a structure is also required for the people management dimension. Squads and tribes is an approach pioneered by Spotify in 2012 that is starting to transfer into this sector. This white paper explains the concept and how individuals fit into it.
Agile analytics is gaining traction as a way of working. Its appeal is the ability to flex resources, responding to both short deadlines and long-term development projects, while providing practitioners with a good mix of challenges. For managers, it requires a different approach from conventional analytics. This white paper considers some of the key things to consider when adopting agile in the data and analytics function.
Digital transformations are en vogue among business leaders, yet many fail to achieve their goals. Five gaps typical open up between the vision and the reality. This white paper identifies them and the reasons why they occur.
A common experience for data practitioners when their organisation adopts a new digital-first strategy is that it often lands without a data strategy attached. This briefing note suggests five ways to avoid this happening and to make sure data is seen as integral to digital transformations, based on conversations with DataIQ Leaders and DataIQ 100 members.
Data engineers are the new in-demand skilled workers as organisation seek to integrate multiple data sources or move to new data platforms. This whitepaper considers the challenges of recruiting in a limited talent field and what skills this role really requires, based on a recent DataIQ Leaders roundtable.
Apprenticeships are an alternative route through higher education, but they are not well known or adopted within the data and analytics sector. This primer explains the basic principles of the scheme and the current options, as well as a few issues that have yet to be resolved.
In the early stages of maturity, analytics functions tend to operate in a highly-reactive state with little in the way of prioritisation of those incoming tasks. This creates a false expectation among stakeholders and stops the analytics function from progressing up the maturity curve to become proactive. This briefing paper outlines some key steps to avoid this trap.
Under the accounting standards developed for intangible assets, data suffers from a highly-reductive approach which does not realise the level of value most organisations believed their data was really worth. So are new approaches possible? And what impact will data ethics have on data value? This briefing provides and overview of the issue.
Many organisations have set out a vision for their use of data and analytics. Often, the emphasis is on the tooling and hard skills required, rather than the behaviours and culture involved. This briefing paper considers six key aspects of soft skills that any senior manager of analytics leader needs to consider to deliver the vision.
Many organisations have data and analytics practitioners, often delivering against local requirements and from dispersed team or functions. To transform the impact they can have enterprise-wide, a level of momentum and critical mass needs to be created. One option is to build communities of practice. This whitepaper considers how to go about setting up a CoP.