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Highlights

  • 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?”