Archives For Information Management

The Data Leadership Nexus is a path to success when it comes to realizing the numerous business benefits of Big Data and Advanced Analytics which have been extolled by so many in recent times and yet realized by so few. It is the linchpin of your Strategic Plan for building & sustaining “a culture of analytics” to foster evidence-based decisioning, deeper & broader insights, full knowledge exploitation and optimized strategic performance while making these behaviors pervasive across your entire enterprise. In my mind it is the path to realize everything data-related that we have been working on for more than 50 years now in Management Theory, Decision Science and Information Technology.

By definition: The Data Leadership Nexus is the intersection of; Top-Down Executive Leadership, A fully aligned Organizational Culture and the full exploitation of Data, Information, Analytics to create strategic outcomes, sustainable sources of competitive advantage and enterprise value within every organization that wants to become a Predictive Enterprise.

I define a Predictive Enterprise as: “The use of Predictive Capabilities driven by data, information & analytics to; optimize decision making, facilitate strategic & operational outcomes, mitigate risks and to exploit insights across the entire Enterprise”

The Data Leadership Nexus is comprised of these basic components;

  • Top-Down Leadership (by the Senior Executive Team)
  • Data, Information & Analytics
  • Organizational Culture 

Each component was discussed in detail in previous postings. They can be found using the following links;

#: Overview & Introduction:  https://infomgmtexec.me/2014/08/05/overview-the-data-leadership-nexus/

#: The Motivation behind The Data Leadership Nexushttps://infomgmtexec.me/2014/07/25/data-analytics-leadership-missing-in-action/

#: Top-Down Leadership:   https://infomgmtexec.me/2014/08/11/leadership-requirements-in-the-predictive-enterprise/

#: Organizational Culturehttps://infomgmtexec.me/2014/08/28/the-role-of-organizational-culture-in-the-predictive-enterprise/

#: Data, Information & Analyticshttps://infomgmtexec.me/2014/09/09/data-information-analytics-as-core-competencies-in-the-predictive-enterprise/

#: Additional Background Material: “Transformational Leadership for Big Data & Analytics Success” (Three-part series): 

  1. https://infomgmtexec.me/2014/06/27/transformational-leadership-for-big-data-analytics-success/
  2. https://infomgmtexec.me/2014/07/11/transformational-leadership-for-big-data-analytics-success-part-2-establishing-top-down-accountability/
  3. https://infomgmtexec.me/2014/07/20/transformational-leadership-for-big-data-analytics-success-part-3-organizational-design-cultural-adoption/

In future postings I will discuss; “How to Build & Successfully Execute your Transformational Plan for becoming a Predictive Enterprise using The Data Leadership Nexus as a Strategic Enabler”. 

The Data Leadership Nexus has five basic components;

1.- Top-Down Leadership (by the Senior Executive Team)

2.-4.- Data, Information & Analytics

5.- Organizational Culture 

We have explored Top-Down Leadership (#1) and Organizational Culture (#5) in previous postings and will now discuss the combined components of Data, Information & Analytics (#2-4).

In the Data Leadership Nexus the role of Data, Information & Analytics are what Michael Porter calls Core Competencies: “a defining capability or advantage that distinguishes an enterprise from its competitors”. They are not the underlying technologies, associated infrastructure and services that the IT Team is responsible for and what most of the industry conversation continues to myopically focus on i.e. Big Data. Instead, they are the inherent intellectual capabilities & acumen found broadly within the Organization and pervasively utilized across the entire Enterprise. It is in these Core Competencies where we manifest the ability to become a true Predictive Enterprise. The Predictive Enterprise is not a technology, it is an Intellectual and Cultural Construct for Creating Strategic Outcomes for each Organization.

The Core Competencies of Data, Information & Analytics compliment others which are specific to the Industry or Service Sector that the Organization serves e.g. Supply Chain in Manufacturing, Logistics in Consumer Goods, etc. They are that critical pillars that every Organization’s Strategies need to be built on and are ubiquitous in use by everyone within the Enterprise i.e. Core.  Every organization leverages and exploits their Core Competencies to create points of differentiation, drive operational excellence, manage risk appetites and to create/sustain other sources of competitive advantage in the modern enterprise.

As Core Competencies; Data, Information & Analytics drive everyday activities to achieve pervasiveness. Sustainable Competitive Advantage comes from the full leverage of these competencies in respect to the competition or other benchmarks (as found in the Government sector). Typical examples of the leverage points within the Core Competencies of Data, Information & Analytics are the following;

  • Data Curation: The continuous development, enhancement & stewardship of historical, reference, transactional & operational data sources to create the highest intrinsic value and agility for the Organization.
  • Information Exploitation: The business contextualization of Curated Data to create maximum leverage points in support of all Strategic, Tactical & Operational Goals set out by the Organization.
  • Pervasive Analysis: The continuous application of statistical, descriptive, predictive and cognitive decision science to Contextualized Information sources for use in Decision Making, Customer Insights, Risk Mitigation, Performance Improvement and Other endeavors that each member of the Organization is responsible for.

Each Core Competency has companion technical domain activities that are the Responsibility of the IT & Service Delivery Team(s). A collaborative framework is established between Data Leadership and IT/Service Delivery to insure maximum effectiveness and efficiency. IT & Service Delivery works in concert with the Accountable parties in Data Leadership (via a mutually defined RACI) to maintain, sustain and optimize the underlying infrastructure and delivery solutions such that the Strategic Value of the Data is maintained/enhanced and that all Information & Analytics competencies can be fully realized. This approach will typically require new structures in the traditional IT functional suite as well as its Leadership Team. These obstacles are easily overcome once the Organization has established a fully accountable Top-Down Data Leadership structure, strong Strategic Direction and a newly defined Organizational Culture which is driven by the beliefs that; Information is an Asset, Evidence-based Decisioning is the norm, and that the pervasive use of Analysis is the critical path to Real-time Insights, Risk Awareness & Business Agility.

Data, Information & Analytics are no longer outliers in respect to the Short and Long-term Strategies of every Organization. They are constituent components of every Organization’s Strategy in the form of  Core Competencies which must be fully leveraged and exploited to achieve the desired Outcomes and to create/sustain Competitive Advantage in a world where differentiation is hard to achieve and razor thin in scale. Each of these must be utilized to their fullest to create and sustain a Predictive Enterprise.

The Predictive Enterprise has three essential elements for Strategic Success; Effective Leadership, A Committed Organizational Culture & The Exploitation of its Core Competencies. In the next installment of The Data Leadership Nexus we will discuss the Integration of all these elements, along with supporting functions which are required, to achieve a full Transformation of the Legacy Organization into a true Predictive Enterprise.

In the meantime you can follow The Data Leadership Nexus discussion on Twitter via the #DataLeadership hashtag, in the September and October issues of Information Age (UK) (www.information-age.com) and at Data Leadership 2014 in London (October 30th) (www.dataleadership.co.uk). Finally, I will also be setting up private briefings for those Enterprises who are interested in how to transform themselves into Predictive Enterprises for this Fall in the US and UK. If you are interested you can contact me via email: richard.lee@infomgmtexec.com

Thanks for following along.

RL

I have a number of interesting Blogs, Articles and Tweet Storms coming up this month. I have listed them in chronological order. Keep an eye out for updates over the course of the month.

Blogs:

Recap: “The Data Leadership Nexus”(IMECS Blog: http://www.infomgmgexec.me)

“Data, Information & Analytics in The Data Leadership Nexus” (IMECS Blog: http://www.infomgmtexec.me)

“Privacy and The Internet of Things (IoT)” (The Privacy Corner: IBM Big Data & Analytics Hub. http://www.ibmbigdatahub.com/blog/privacy-and-internet-things 

Articles:

“The Data Leadership Nexus as a Strategy” (Information Age (UK) Magazine. http://www.information-age.com).

Tweet Storms:

Second NIST Privacy Engineering Workshop (IAPP Conference, September 15-16, 2014, San Jose, CA) – Follow #priveng for all relevant Tweets.

Conferences:

“Cyber Threat: Evolving Best Practices in Framing and Managing the Risk” (NACD – Seattle, September 23, 2014)

“Communicating Cyber Risk to the Board” – (ISACA – Seattle, September 23, 2014)

The notion of The Data Leadership Nexus has five basic components;

1.- Top-Down Leadership (by the Senior Executive Team)

2.-4.- Data, Information & Analytics

5.- Organizational Culture 

In this posting entitled,“Organizational Culture” I will discuss one of the most widely mis-understood and under appreciated elements in creating a Predictive Enterprise, that of Organizational Culture and the imperative to change it from being data & analytics illiterate to one where information & analysis is used by everyone to drive each decision and to facilitate every strategic & operational outcome.

The Culture of any Enterprise is based on the long-term strategic direction that the organization has undertaken over the course of its history and the collective experiences along the way. It is shaped daily by the actions and activities of the Leadership Team who have guided this journey. Organizational Culture is the shadow of the Chief Executive Officer (and Senior Executive Team) and is found behind every door and felt down every corridor in the Organization. It is the single thread that ties everyone together within any Organization. Given this, Organizational Culture is the most important component of The Data Leadership Nexus that must be leveraged in order to transform an organization into a true Predictive Enterprise.

As one would expect this Cultural Adoption (transformation) must be driven by the Top-Down Leadership of the CEO and his or her Senior Executive Team. We discussed in my last segment on Top-Down Leadership just how essential it is for the entire Executive Team to “walk the talk” in respect to becoming a Predictive Enterprise. This will manifest from their own competencies and acumen in data & analytics and how they position the use of them in every strategic and operational endeavor that the Organization is involved in. Their Leadership comes from these strengths and their lock-step application of the strategic constructs of;

  • “Information as an Asset”
  • “Evidence-based Decisioning”
  • “Information-driven Risk Management”
  • “Competitive Advantage through Advanced Analytics (everywhere)”

Once Top-Down Leadership has set the tone and direction for the “data & analytics way-forward” by their own personal commitments (via OBM goals) and demonstrated actions, then the Organization must address how to “adapt” the Current State Culture into the Future State model. Many Organizations would tend do apply the traditional Change Management (CM) techniques of; Communications, Training & Readiness Preparation and call it a day. In my experience this will not work by itself. Cultural Adoption is not Change Management!

Cultural Adoption requires Engagement, BootStrapping and Practical Application endeavors to augment traditional CM. It requires the Top-Down Leadership Team to directly Engage with the Organization at all levels. This is not a hierarchical exercise, where “orders from the top” can be cascaded down, but a lateral one where these leaders bring their messages directly to the Front Lines of the Organization,  while personally demonstrating to their own subordinates the commitments that they have made to the successful Transformation into a Predictive Enterprise and all that it portends for success. These Engagement efforts must be genuine and felt by all. The entire Top-Down Leadership team must be in sync working in unison towards the common goal and outcome.

In parallel with Engagement, the Organization must BootStrap everyone’s abilities & understandings as to what becoming a Predictive Enterprise entails and how each of them will play a role regardless of job description. Everyone must be on-board with the plan and approach and be actively participating in the pursuit of the transformational outcome via Training, Mentoring, Coaching & Hands-on Instruction. This will create Cultural Adoption momentum that can be sustained through the continuous application of Engagement and bolstered through the daily Practical Application of data & analytics to every decision and pursuit of operational outcomes.

Practical Application is one of the most critical activities because it intersects with Relevance. For any Culture to Adapt there must be strong Leadership, the attainment of Competencies and Understandings as to the Future State Direction, but also Relevance to them personally. Whether a Mature Enterprise or Start-up each member of the Organization must feel a sense of purpose in order to be an active member of the Culture, much less a contributor to the successful outcome of the transformation strategy. It is essential for all levels of Leadership to empower all members of their Organizational Unit to be contributors to the notion of being a Predictive Enterprise. In most cases this will require a complete re-evaluation of roles and responsibilities such that decision making and insights analytics are core to each Information Workers daily activities.

To become a Predictive Enterprise you need committed Top-Down Leadership and a Culture driven by the pursuit of a common strategy & its goals to then fully exploit your rich Data & Information Assets and Deep Analytics Capabilities. In this posting I have endeavored to provide a thin veneer of the requirements and complexities in adapting your Organizational Culture to become a Predictive Enterprise. It is one of the most significant investments in time, energy and resources but an essential one in becoming a Predictive Enterprise.

In my next installment of The Data Leadership Nexus I will explore for my readers the more familiar areas of Data, Information & Analytics, but from what most will regard as a very different perspective than other Thought Leaders.  Look forward to seeing it soon.

RL

 

 

 

Nexus (noun). “a connection or series of connections linking two or more things”.

Predictive Enterprise (noun). “The use of predictive capabilities (data, information & analytics) to optimize decision making, mitigate risk and exploit insights for competitive advantage”

Anyone who has read this blog and my many articles in Information Age (www.information-age.com) on the subject of the Chief Data Officer (and its many variants i.e. Chief Analytics Officer, Chief Digital Officer, etc.) over the past year or so is no doubt quite aware that I am neither a fan, nor supporter of the notion of a “Data Czar”. I have attended numerous conferences on this topic and have read the entire litany of rationalizations written by so many out there as to why this role is critical in today’s enterprise. Everyone, except me it seems, is full enamored with this notion and are all happy to cheerlead its success even if they don’t have one of their own yet (you know who I am referring to here). I myself have decided to take a different path than the rest of the pack.

Having pondered, much less experienced first hand the challenges of “How to evolve into a Predictive Enterprise” I want to address the three essential challenges associated with this journey; Executive Leadership, Strategy and Culture. Each provides a critical element of success and yet have been left out of much of the Data & Analytics conversations to date (I touched on all three in my last blog series on “Transformational Leadership for Big Data & Analytics Success”). My aim now is to change that and make them front and center in the discussion going forward while combining them with the technology components of Data, Information & Analytics.

When I was developing the notion of The Data Leadership Nexus in my mind I was focused on how to bring all of the key components together in a way that would ultimately create an aggregate response to the needs of a Predictive Enterprise. The most obvious components of the Nexus are the ones that most everyone dwells on; Data (big and small), Information (data with appropriate context) and Analytics (statistical, descriptive, predictive & cognitive), with the less-obvious being the three critical enablers of Executive Leadership, Strategy and Culture. All are not necessarily equal in significance at any particular point along the Predictive Enterprise journey, but all are necessary nonetheless.

For the moment my working definition of the Data Leadership Nexus is as follows;

The Data Leadership Nexus connects Data, Information, Analytics, Executive Leadership and Organizational Culture to create strategic impact, differentiation and enterprise value within every organization striving to become a true Predictive Enterprise). The Data Leadership Nexus represents the single biggest opportunity to realize the benefits that have been extolled about Big Data and Advanced Analytics and is the linchpin for establishing “a culture of analytics” which fosters evidence-based decisioning, deep insights, full knowledge exploitation and optimized strategic performance while making all such activities pervasive across their enterprise. To me it is the realization of everything data-related that we have been working towards for more than 50 yrs. now in Management Theory, Decision Science and Technology.

Having established the definition and rationale for The Data Leadership Nexus, the next step is to define the means to a successful journey to become a Predictive Enterprise.

The first step, and absolutely the most critical, is to firmly establish the role and accountability of Executive Leadership in this nexus. In my last blog post of July 25th (“Data & Analytics Leadership: Missing in Action”) I made the case that the CEO, Board and Senior Executive Team have essentially been MIA during the entirety of the data & analytics journey to date and that if this does not change fundamentally then the benefits of being a Predictive Enterprise will never be realized. I will expand on those beliefs and more in the next installment of The Data Leadership Nexus, entitled “Leadership Requirements in the Predictive Enterprise.”.

Stay tuned.

Richard

I have a number of Thought Leadership items slated for going live in August. Below is a listing of their titles and publication dates.

  • August 1st (WordPress Blog Series): “The Chief Data Officer: – Superhero, False God of Data or Fashion Statement? – Reflections on the MIT 8th Annual CDO & IQ Symposium” (Cambridge, MA) (www.infomgmtexec,me)
  • August 5th (WordPress Blog Series): “Overview: The Data Leadership Nexus” (www.infomgmtexec.me)
  • August Early (approx) – IBM Big Data & Analytics Hub: The Privacy Corner – “Privacy and Social Experimentation” (www.ibmbigdatahub.com). If you want to follow all of my blogs on the Big Data & Analytics Hub use this link to set up an RSS feed: (http://www.ibmbigdatahub.com/blog/feed/richard-lee)
  • August 11th (WordPress Blog Series): “The Data Leadership Nexus: Leadership Requirements in the Predictive Enterprise” (www.infomgmtexec.me)
  • August Late – Sept. Early: Information Age: Monthly Column – “The Data Leadership Nexus” (1st installment in this series) (www.information-age.com)
  • August 30th (WordPress Blog Series): “The Data Leadership Nexus: Organizational Change” (www.infomgmtexec.me)

Keep an eye out for calendar updates and additional postings.

Enjoy!

RL

In the two previous installments of this series, I focused my viewpoint on;

1.- Defining a Leadership Paradigm for Big Data & Analytics Success

2.- Establishing Top-Down Accountability

In this final installment I will focus on the roles that optimized Organizational Design and broad Cultural Adoption play in the success of any Big Data & Analytics Success Story.

Suffice it to say, you cannot simply establish Top-down Accountability within the Leadership Hierarchy and expect to achieve real transformation. You must also create a “to be” Organizational Model that is optimized for the strategic mission and the realization of its outcomes, as well as bringing the entire Organization’s Culture on board to support this vision and the pursuit of the outcomes that come with it. Without these critical Organizational endeavors you will not be successful with your Big Data & Analytics Transformation no matter how strong of a Leadership Hierarchy you have created.

Your Leadership Hierarchy (beginning with the CEO & Board and then cascading down to Senior Executives and their subordinates) is collectively responsible for making realizable all of the Big Data & Analytics strategic outcomes as part of their overall operational plans and activities. To accomplish this the Leadership Hierarchy must approach the challenge with an optimized Organizational Structure that has been designed to be fit for purpose for this task and not one where you are trying to leverage a legacy structure that cannot adapt to this new mission. This has been one of the classic mistakes so far as Organizations’ attempt to “bolt on” their Big Data & Analytics strategy to existing structures, rather than address Organizational Design requirements as part of the strategy itself. Examples of this is the use of Competency Centers and Centers of Excellence as catalysts to create critical mass for Big Data & Analytics. Each time this approach is advocated and ultimately undertaken, poor results and a dissipation of Leadership buy-in results as they are not leverageable across the entire Enterprise and typically only serve the needs of the few and not the many. Quick fixes and Organizational band-aids will not work if you want Big Data & Analytics to be truly pervasive. Organizational Design is a process that supports the CEO & Board in moving from Strategy to its successful execution and will require appropriate investment and disruption of the status quo. It is an essential component of achieving the Strategic Outcomes that manifest from your Big Data & Analytics Strategy and should not be undertaken as an after thought. Like any other critical component of the Organization and its Operating Model it must be fully deployed at the time of your Transformation journey as one of the required elements for success .

Secondly, Cultural Adoption is the most critical challenge associated with any Big Data & Analytics strategy and must be fully appreciated, much less addressed at every point along the journey. It can be an accelerator or a de-limiter (much less killer) of any strategic journey and is the total responsibility of the Senior Executive Team to facilitate. Leadership from the top-down has its risks and the most substantial one is not engaging sufficiently and earnestly with the Organization’s Culture. Most of this risk manifests in the multiple layers of management & supervision between the responsible executive and their front-line staff. Culture cannot be changed by edict (or fiat), but rather must be motivated to adapt by a compelling strategy that is lead from the top-down with substantial hands on activities by the executive team to make it real and essential to each staff worker who make up so much of the Organization’s Culture. This cannot be achieved by what is called Change Management. Change Management is little more than cheerleading and communications, with far too much focus on training. It is a poor (if not failed) substitute for truly engaged Leadership working in the trenches to instill & empower all of the front-line staff to embrace Big Data & Analytics and make it truly pervasive in  their daily activities and mindsets. Every Organization that has been successful at real Transformation knows well the requirement to engage with the Culture and to motivate it to not only Adopt the new operating model, but become “rabid fanatics” about its virtues along the journey. Big Data & Analytics Transformational Strategies are no different and if anything, offer unique opportunities to completely transform an Organization from backwards, gut-driven decisioning to one that leverages information & analytics at every turn to be not-only fact-based decision makers, but a true Predictive Enterprise.

To Transform your Organization to become a Predictive Enterprise where Big Data, Information, Analytics and a Fact-based Culture all are leveraged to achieve sustained Competitive Advantage, Disruptive Results  and Market Dominance requires; Top Down Leadership & Accountability, an Optimized Organizational Structure and an Evolved/Engaged Culture. If any of these are missing or sub-optimal then the Strategic Outcomes projected within anyone’s plans will not be realized.

I will write on these same themes as I provide live blogging from this coming week’s MIT Chief Data Officer (CDO) & Information Quality Symposium in Cambridge. The agenda is quite full of interesting opportunities to provide a contrarian viewpoint on CDO vs. Transformational Leadership

RL

PS: I am launching in August & September a new series of thought leadership articles in Information Age (www.information-age.com) and at Data Leadership 2014 (www.dataleadership.co.uk) on the notion of “The Data Leadership Nexus”. These are meant to be a logical extension to this blog series on Transformational Leadership. Here is an overview:

The Data Leadership Nexus is the intersection of Data, Information, Analytics & Leadership to create strategic impact, differentiation and enterprise value within every organization. It represents the single biggest opportunity/challenge in realizing the benefits that have been extoled (and often hyped) about Big Data and Advanced Analytics. It is also the linchpin for establishing “a culture of analytics” and making it pervasive across each enterprise and is clearly the most ignored strategic risk in virtually every organization.

Churchill_V_sign_HU_55521As many readers of my articles, blogs and other social media postings well know I am a strong advocate for Business Leaders taking full accountability for all of the Big Data & Analytics strategies & initiatives employed across their enterprises. This accountability manifests from the fact that they are not only positioned at the pinnacle of all strategic endeavors within their organization, but have full responsibility for the stewardship of all Assets as they are defined in both a tangible and intangible fashion. Having said this the $64,000 question that lingers is: “Are they prepared, much less competent enough to take on this accountability?”. The answer for the most part is a resounding NO.

Why is this? As I outlined in my June 2014 article in IBM Data Mag (http://bit.ly/1vvhwea) and April 2014 article in Information Age (http://bit.ly/1j16Vk6), the paramount issues regarding the successful adoption and exploitation of Big Data & Analytics are two-fold: Business Leadership Shortcomings & Lack of Cultural Adoption. Both are very much inter-related and one takes its cue from the other i.e. Culture follows Leadership for the most part. The articles speak to the specifics in more detail than what I will address here, but let me excerpt a few salient quotes;

  • “Today’s Executives & Managers are trained primarily in Operations, Finance, Marketing & Sales, along with a bit of Strategy thrown in for good measure. If you review the profiles of the vast majority of senior executives about 50% have an advanced degree in their field of expertise (MBA, JD, CPA, etc.) but virtually none have been schooled in Decision Science, Information Theory, Analytics or Risk Management.”
  • “Organizations’ remain hierarchical in both structure and cultural behavior today. To change either of these requires engaged & competent Senior Executive teams who are committed to the outcome and will influence & align behaviors to support it.”
  • “The Big Data & Analytics paradigm is based on the notion that Organizations must more fully exploit their information assets and move to a culture of fact-based & data-driven decisioning in order to create new sources of sustainable competitive advantage in a disruptive world around them. To accomplish this, you clearly must engage all elements of the organization, not just a select few. Everyone must make this cultural shift away from hierarchical thinking & “gut-based” decision making to one where the full hierarchy is empowered based on their role & responsibilities to perform analysis and to make decisions as close to the “customer” as possible”

Based on all of this, I will get back to the theme of this posting; “The need for true Transformational Leadership to insure the pervasive success of Big Data & Analytics”. This was the message that I hammered on during this week’s #CXOAnalytics tweetchat with Tom Davenport and John Lucker (Deloitte, who sponsored the tweet-up) and will continue to reinforce at the upcoming MIT #CDOIQ event as well as in my presentation at October’s “Data Leadership 2014” event in London (http://bit.ly/1wFl2n2). I cannot emphasize to everyone enough that we are not going to solve this challenge by appointing Chief Data Officers, Chief Digital Officers, etc. to act as “Communicators and Influencers” between the IT Organization, Risk Management and Business Leadership. No matter what the pundits say and prognosticate, it is not a sustainable model and distracts from the true issue at hand – “Getting Business Leaders to rise to their Accountabilities”.

In my management consulting experience, much less as an executive in senior roles across my career, I have never seen Business Leaders shrink away from the opportunity to take on more and more strategic responsibilities in order to grow their portfolios as well as to deliver transformational results to their business. So why are they not taking ownership of Big Data & Analytics? We know that they are out there cheerleading these efforts based on customer testimonials and event presentations, but virtually none of these same folks “own, much less are fully accountable for its success (or failure)”. Most continue to leave this to IT or some surrogate. I believe that this is due to a lack of any fundamental competency, acumen and mastery in information theory, data science and analytics which leaves them extremely deficient in confidence, vision and leadership potential. In other words, “You cannot lead if you don’t understand what it is you are asked to lead”.

To overcome this we must take actions in the following areas;

1.- Define, Fund & Execute – Mentoring, Coaching and Instructional Programs to bootstrap the current generation of Business Leaders up the level of knowledge (and confidence) required to Lead existing Big Data & Analytics endeavors.

2.- Identify candidates for Next Generation Leadership roles and Mentor & Educate them to advanced levels of competency and acumen such that as they mature into more senior roles they have both the foundation in Big Data & Analytics required, but the hands-on leadership skills (and organizational knowledge) to succeed.

3. – Engage with the Organization’s Culture at Large to make the Big Data & Analytics Vision and its exploitation “Job No.1” for everyone. This engagement requires not only top-down leadership to drive it, but appropriate Change Management and Organizational Design experts to facilitate Cultural Adoption in the Transformed Organization.

These three points each merit a number of detailed follow-up postings which i will focus on for the balance of this Summer, but I did want to live up to the spirt of my title; you need “Transformational Leadership to achieve Big Data & Analytics Success”.

Cheers,

RL


The Lone Piper

The Lone Piper

It has been just a month now since I was selected by IBM from a broad group of nominations to become a Champion for Information Management. From what I have learned there are <200 of us worldwide (smaller than the average InfoSphere sales team from IBM that I see call on some of my clients!). There are a number of categories for IBM Champions (http://www.ibm.com/developerworks/champion/) but perhaps I am a bit biased when I say that Information Management seems to one of the broadest and perhaps most difficult to speak to in a succinct fashion. What is Information Management anyways?

In a world where everything has been reduced to buzz words and catch phrases the intrinsic meaning of a subject like Information Management is lost amongst the chatter IMO. I like to define it as “The Discipline and Science of Managing Information over its entire lifecycle and treating it as an Asset to be leveraged by the entire Enterprise in which to create sustainable sources of Competitive Advantage”. There are many tomes written on Enterprise Information Management and most have a similar view to mine.

However, given the myopic focus on Big Data and the non-stop hype as to its virtues and disruptive capabilities I often feel like this Lone Piper who I came across this last week in Union Square (San Francisco). My music (i.e. message) may be well liked once you hear it, but it can be easily be lost in the din of hype (or traffic) around it.

I learned today that my preso for IOD 2013 was not selected so I can see that my role of Champion has limited clout. I was looking forward to espousing my belief that “Leveraging Information Governance can Achieve Strategic Business Outcomes”. I guess that I will have to shop around for another forum in which to “play my music”.

I am looking forward to seeing many of you later this month at the DGIQ Conference in San Diego. It is going to be the largest ever and no doubt most interesting as the maturing and benefits of Information Governance are really starting to manifest for many enterprises.

Stay tuned for the next installment of “My Year and an IBM Information Management Champion”

Key Themes for Information Governance Success: “Adapt, Leverage & Embed”. Adapt to meet the relevant needs of the Organization. Leverage key elements of the Organizations Culture to create opportunities. Embed yourself in every major undertaking within reach.

I am presenting at this year’s DGIQ with my client, SRP. Our presentation is on Wednesday, June 19th from 11:00 – 11:50. Stop by to hear a most interesting perspective on Information Governance Operationalization.

Title: Forget the Theory and What the so-called Experts have to say – How you can Operationalize Information Governance in your Enterprise 
Greg Whicker, Director, Business Service Management, Salt River Project
Madison Prince, Organizational Change Analyst, Salt River Project
Richard Lee, Managing Partner, IMECS, LLC


Overview: Far too many organizations are attempting to take a Prescriptive or Best Practices-based approach to operationalizing Info Gov in the enterprises. We will proffer that “The critical path to success is one that requires an Adaptive Model, which leverages the Governance Structure, Culture and Business Model of your Enterprise to create an environment where Info Governance is embraced by everyone based on the culture belief that that Information is an Asset (top down & bottoms up)”.

Key points we will emphasize during our presentation:

  • The entire organization must come to believe that “Information truly is an Asset”
  • Cultural Adoption based on the use of effective Communications and OCM Techniques is critical to success
  • Advocacy by Executive Leaders is essential to business buy-in and ownership
  • Information Governance Processes and Messaging must be “baked in” to every activity
  • Technology is not a critical enabler to success; Cultural Adoption is.

“Adapt, Leverag…