Momentum is an important aspect of the task facing any chief data officer (CDO) or chief analytics officer (CAO) as they embed this function into their organisation. But if the data office and analytics function has been slow in bringing significant benefits and transformation to the organisation, it can face deep challenges from the business. This white paper looks at some of the root causes and how to address them.
If you are the manager or leader of a data and analytics function, then chances are you spend a lot of your time looking at CVs. Either to grow the size of your teams or to replace practitioners who have left, the reality of recruitment in this space is of constant activity and a challenging environment. This whitepaper summarises tactics that were shared at a recent DataIQ Leaders breakfast briefing.
Two years ago, it was predicted that nine out of ten organisations would have a board-level CDO by now. The reality is more like one in ten. But that is not just due to a slowdown in hiring - CDOs themselves may not want to reach the C-suite. Following a DataIQ Leaders dinner discussion, this briefing considers the reasons and also why CDOs really do not like CIOs.
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.
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.
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.
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.
Becoming a data-driven organisation or adopting evidence-based decision making requires transformation of the business across a broad canvas. This whitepaper examines a proven eight-step model for embedding data and analytics into the organisational culture.