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.
Is data management turning into IT, given the extent of the supporting technology required by the data and analytics function? With new tools constantly being launched, this whitepaper, based on a DataIQ Leaders discussion, considers key decision points in where to site this function and what its true purpose should be.
Based on conversations with more than 70 data and analytics practitioners drawn from 27 different organisations, this briefing identifies four habits which can ensure that the analytics team and its leader engage and deliver to the business effectively.
Agile has been gaining favour as a methodology outside of its birthplace of software development. Data and analtyics are the latest functions to adopt this working practice. This guidance explains how to transfer the methods successfully.
Data and analytics needs to compete for investment funds against all other departments in the organisation. So what are the compelling bases for the argument that will help it to win? This whitepaper synthesises thoughts from a DataIQ Leaders dinner discussion on the subject.
Just under half of UK organisations are already using automation in some form, with the rest still delaying adoption out of concerns about skills, resources and outcomes. This whitepaper reports on the experiences of DataIQ Leaders members that were shared at a recent roundtable event.