And a lot of those roadblocks blocks are not technology — it’s culture. It’s people change management and data fluency,
I think about Clayton Christensen, and his ideas about disruptive innovation and creative destruction: just because you’re operating well today does not mean that you will be the leader tomorrow.
People who know the domain, who know the questions they want to ask, should be able to get to the insights.
And I think a lot of people start bottom-up because change is not coming top-down. Those data professionals or technology professionals might be the ones that know the art of the possible. So they might do a proof of concept or technology to say, well, we have this data, and we think it’s a value nobody’s looking at it. Let me quickly show you the art of the possible. To me, the difference between a technology initiative and a digital transformation is that after you’ve proven the concept, you must find a champion to say, “Yes, this will help improve our business performance.”
I like how one of our data analytics leaders talks about “Is the data directionally accurate — accurate enough to make decisions on it?”