Consider these steps when implementing data and analytics capability in your company

Work needs to be done, continuously, to improve data literacy across the organisation. The basics and value of data in solving business problems needs to be understood. This will help people realise the value of data and will naturally generate demand for the right data from people closest to the problem. The ideal is always to showcase the inherent value of data in the decision-making processes and establish a “pull” adoption from people vs a “push” adoption to the people.

Work towards getting the required skill set blended with new hires from outside the organisation. It is important to give equal opportunities to individuals in the organisation: parachuting individuals in without giving opportunities to existing teams will undoubtedly destroy the team morale and this can have disastrous outcomes. Not all the skill sets need to be sourced upfront. It is prudent to think big but start small and then scale up based on business demands and proof of value.

Managers need to have a passion for driving adoption of data and analytics to ensure their teams are working on meaningful use cases, translating business problems into the language of data and the data into actionable insights and tangible benefits. To maintain analytical capabilities that are fit for purpose, continuous training and upskilling is requiredData and analytical capabilities are established to solve business problems with the expectation of beyond business-as-usual benefits for both customer and commercial objectives. Analytical capabilities inherently have a high commercial purpose for their existence.

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