As 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
infomgmtexec 