Archives For #Transformation

Preface: There are many UK Government Strategies, Manifestos, Advisory Boards, etc. and the list keeps growing each day. Here are just a few of the ones being touted by the UK Government at the moment; UK Digital Strategy, Mayor of London’s Data Strategy, GDS Vision for Gov.uk, GDS Principles for Government as a Platform, CO Government Data Programme, GDS Digital Advisory Board, CO Data Steering Group, UK Data Sharing Consultation, GDS Registry Advisory Board, Royal Statistics Society “Data Manifesto”, ONS Strategy post-Bean Review, etc.  You have to ask “what do all of these accomplish in respect to replacing/augmenting authentic leadership?”

Intro: The much ballyhooed UK Digital Strategy is apparently now in tatters. It has now been pushed out until after the BREXIT vote in the Summer, but is an indicator of the greater challenges in Government; A complete lack of competent leadership by the Cabinet Office and the Ministers who have been assigned responsibility for Digital, GDS and Other “transformational” investments. It also bodes disaster for Civil Service mandarins who must manage “the vision” and the budget simultaneously with no top-down leadership or direction.

As I proffer to all my clients whom I coach on Leadership: “You can’t Lead what you don’t Understand”.

Body: A common thread found today in every pronouncement by the UK Government and its Proxies is the role of the Strategy that they have developed, either independently (via consultants) or in consultation with a group of contributors/advisors (all of whom have an agenda seeking fulfillment). Each strategy is heralded as the means to achieve what has previously been unachievable e.g. Transformation; or disruptive in terms of changing the status quo e.g. Digital. According to these pronouncements, “All have been designed for maximum impact with little risk” i.e. Revolutionary. However, most will fail to achieve the desired outcomes which have been promoted to justify the investment or will be terminated altogether due to cost & time overruns, etc. (only to be resurrected later under a different name in many cases) at significant cost to the Treasury (and the taxpayers). Why is this always the case one should ask?

Having been a student of strategy (and its execution) for all of my long career, I find this phenomenon both exhilarating and nauseating at the same time. As you cannot see, I still have the scars of many failed strategies on my back; all of which were a result of bad leadership by my superiors who owned the outcome of the strategy, but were not invested enough to make it a success. In principle, Strategy is only 1% of the overall endeavor, with execution being the remaining 99%. This is the core challenge and the most troubling aspect of what I see so often in Government-Lead Strategies, Manifestos, Advisory Boards, etc. They are big on bluster & hype, but low on energy & commitment by their Leaders to achieving the outcome. One only needs to look at some of the pitchmen aka Leaders who are touting some of these strategies today to see real examples of this first hand.

Strategic Change must be part of every true Leaders portfolio of accountabilities in order for any Organization to grow (at inordinate rates), much less counter competitive threats. However, in politics/government where you have a partnership of the ruling party and the civil service there is always a disconnect, if not outright gulf between what is said and what ultimately is accomplished. To mitigate this risk many governments will engage Consultancies/Systems Integrators to deliver on their promises while they cheerlead from the sidelines and designate Civil Servants to “manage the program” as their proxies. This rarely works out and given the UK Government’s long history of large (and small) programme disasters it seems that few ever learn from these mistakes.

It is worth repeating what I have written many times before in this column; “Leadership must be top-down, hands-on and from those ultimately accountable for both the strategy and its success”. Appointing proxies or hiring contractors as surrogate leaders has never succeeded in the past, and will not in the future. The most important component of Strategic Change is that of the Organization’s Culture itself. An Organization’s Culture is the shadow of its Leaders. It mirrors their Leaders behavior and will support its strategic goals if trust has been sufficiently fostered and they feel engaged (not commanded.

Strategic Leaders must take ownership of all aspects of their strategies and drive their execution to success through both actions and deeds. These Leaders must rise to this challenge no matter what it brings and provide a steady hand through all phases of a Strategy Program, all the while keeping the lights on and wheels turning in the current operating environment. These traits are why I believe that “The mantle of Leadership cannot be learned, it must be earned through blood, sweat, toil & tears”. Most of today’s political leaders (so to speak) have reached their pinnacle of power by dodging accountability while taking glory for the hard work & ideas of others, and are ill equipped to be what I refer to as a Strategic Leader. Their partners in Civil Service, while independent of politics to some degree, are not particularly seasoned Leaders either as the system does not promote risk takers (who might fail) and continues to reward bureaucrats who duck for cover at the first sign of trouble. This creates a true Leadership Conundrum which must be reckoned with in order to succeed.

Leadership is more than a forward-looking vision and a grandiose strategy; it is about delivering on them. Without a crisis to focus on, most Politicians and Civil Servants cannot find it in themselves to rise to be real Leaders. Perhaps that is what many of these strategies need at the moment.

Notes:

1.- This article appeared in an edited form in the April 2016 issue of Information Age (UK) (www.information-age.uk)

2.- The featured image was taken at IBM’s IOD conference in 2012, but is being used in this context to denote how many so-called Leaders appear in public as they hype their strategic leadership capabilities.

 

 

A precursor to my discussion*:

  1. Digital has become such an amorphous term that few can describe what it actually means anymore
  2.  An effective Digital Strategy needs to be based on the Organization’s Core Strategic Objectives

Discussion:

Just prior to the New Year the UK Government quietly posted a notification that it was “seeking ideas for the next phase of the Digital Revolution”. From what I have seen in terms of those responses, they might have been better served by standing on a soapbox at Speakers Corner in Hype Park and asking passers by for their opinions, as their call to action has unleashed a torrent of “thought pieces”, Opinions & rants from virtually every corner of the UK.

Over the past several years, I have followed with great interest all of the Digital Transformation Programs that central governments across the world have embraced in their efforts to bring “Digital to the Masses”, while improving Government services, efficiencies, etc. Most of these have now evolved into “cults” with every agenda seeker and crackpot out there opining the virtues of their “flavor of digital” on social media and at every conference imaginable. During this same time, we have seen ever-increasing budgets allocated to these programs, high levels of management attrition and dubious ROI results being promoted as “savings realized”, but the single most glaring aspect that troubles me in virtually all of them is;  “What is the long-term Strategy”? It certainly can’t be just making better web sites or training the entire population to “hack code”? It is in this vain that I offer my opinion on “What is needed & what is not in the UK’s next Digital Strategy.”

As “digital” has now become a word without a stable definition, I will endeavor to ground my discussion in the basic notion that; “Digital as a term encompasses all disciplines in respect to embracing all that the Web, Data & Analytics have to offer”.  I refer to these as core competencies and believe that they must be leveraged in an Organization’s strategy in order to be an enabler of the desired outcomes from it. The UK (whether in or out of the EU in the future) must create a competitive strategy that makes its relevant on the world stage in order to capture inordinate levels of external investment, to develop the greatest talent pool in all sectors, etc., all at the expense of its peers. This notion of differentiation is a much more business-like view of the needs of a country, but most have been evolving their thinking in this direction for quite some time now. If the UK wants to “punch above its weight” in the world then it needs to make its core competencies the strongest & most sustainable anywhere, which cannot be easily duplicated or commoditized by countries motivated to do so.

What’s Needed? (to achieve this outcome):

  • Use “Digital” as a focal point to create sustainable sources of competitive advantage for the UK by baking it into every aspect of the long-term strategy for the country (independent of whatever party is in power) and the goals which it must be achieved i.e. Not a fashion statement or feel good program.
  • Develop Digital Leaders (Civil Service, Cabinet Office, MP’s, Charities, etc.) who are more than cheerleaders and partisan politicians. Educate everyone from the earliest age, throughout their entire academic & trade school careers to be literate in Digital, regardless of class or age. Promote Digital Leaders based upon competency and acumen (merit), not beauty, charm or politics. Develop Digital Leaders who “walk to talk” every day.
  • Create a National Culture that embraces “Digital at every turn”, not just one that consumes interesting content over broadband. Make Digital know-how essential to daily life in all Sectors of Government, Commercial & Non-Profit.
  • Invest inordinately in Education, Leadership Development, Infrastructure & Culture to create sustainable sources of competitive advantage in “All things Digital”.

What’s not Needed?

  • Superlatives & Exemplars: Digital is an evolutionary transition from the Analog world we have known for centuries. It is not disruptive, but can be transformational if executed with speed and precision. Hype is not of value in any strategy.
  • Grandiose predictions as to the impact of Outcomes or capabilities. At best, Digital is incremental in terms of benefits and sources of competitive advantage. It is the execution that is critical, not the idea itself. Benefits will manifest over the long term i.e. Transformational
  • Exclusion of any Sector from participation or realization of the full benefits of the Strategy and its outcomes. All boats must rise accordingly in this strategic journey.

A long-term Competitive Strategy for the UK should fully leverage all of its investments & know-how in Digital to date (Capabilities, Infrastructure & People) in order to create clear lines of differentiation in respect to other Countries who are pursuing similar paths, as well as to build sustainability for this momentum far into the future. The realization of  these outcomes will insure maximum benefits to the entire country and all of its citizens for decades to come.

Further Reading:

“What is Digital Transformation and Why do I need to embrace it?” (https://infomgmtexec.me/2015/10/29/what-is-digital-transformation-why-do-i-need-to-embrace-it/)

“Changes in Digital Transformation Leadership: Anarchy or Opportunity?” (https://infomgmtexec.me/2015/10/16/changes-in-digital-transformation-leadership-anarchy-or-opportunity/)

 

 

*- An edited version of this posting appeared in the February 2016 issue of Information Age (UK) (www.information-age.com)

Data-driven Government: The use of data (aka Facts, Information, Insights, etc.) to support all Decisions, Policies, Performance Metrics, etc. required in the daily & long-term operation of Government (at all levels).

Oxymoron: A rhetorical figure of speech in which markedly contradictory terms appear in conjunction so as to emphasize the statement ; gen. a contradiction in terms.

The notion of Data-driven Government presumes to solve the age-old challenge of balancing “head vs. heart”(1)  when it comes to decision making and associated activities in Government bodies. Data-driven Government creates a culture where decision making & behavioral outcomes rely on Data (aka Facts) to drive each and every aspect of day-to-day operations as well as the long-term strategic goals. The concept is not new at all and dates back many decades now, but has had limited success in Government until recently. The Data-driven approach has been brought to the forefront again as Government’s everywhere jump on the Data, Analytics & Digital bandwagons and proceed to Transform themselves into more agile and efficient bodies which can better serve the needs of its citizens, at substantially lower costs. It is clearly an ideology that has caught on in the numerous Digital Transformation Programs that we see around the world (UK-GDS, US-18F, Australia-DTO, EU-SDM, etc.) and has an almost religious zeal to it in respect to how Politicians and Mandarins characterize it in their advocacy activities (much less those who are actively involved in its delivery). However, beyond the rhetoric is the fundamental question; Is Data-driven Government an Oxymoron or a Reality? I will endeavor to answer this in the rest of my article.

Government (as a service and not quite yet a platform) has become increasingly complex to deliver effectively given the growing demands of daily operations and the increased sophistication & demands of Citizens in terms of their expectations from their Government. At the heart of this is a growing awareness, much less recognition, that Government is more and more like a business which now must compete for Customers in a highly crowded field of competitors. While this may strike some as odd, it is clear to most strategists that Government must keep up with advances in Decision Science used by the Commercial Sector in order to survive (at the polls at least).

To become a truly data-driven Government (and not cynically wear it as a fashion statement) the culture of decision making & performance management must change dramatically. This transformation begins at the very top of Government with the elected Officials who are accountable (with their Civil Service partners) for formulating and executing strategy and defining the associated tactics required to achieve the desired outcomes. These Officials must change their spots from being political hacks who use their power to force outcomes, to those who achieve outcomes by leveraging facts & measures. This approach must then cascade down to all levels of Government (Elected representatives & Civil Service) while remaining aligned along this path. The secret sauce in this approach will be balancing the political agenda of elected officials with the needs of citizens. Data-driven Government provides levels of transparency not currently found today even in the most progressive Open Data programs. The data used to drive these decisions must pass scrutiny by oversight bodies, opposing parties and citizens themselves. This leaves little wiggle room for political agendas to be fulfilled using smoke filled backrooms as a proxy for decision science.

Data-driven Government is a rationale that the Open Data community uses in their advocacy activities to justify further adoption and investments. They speak of “dog fooding” by Governments’ in respect to using their own Open Data to drive outcomes as well as enhancing Transparency. I believe that Open Data remains a PR tool for use by governments to control information outflows and to act as a proxy for transparency that comes from Freedom of Information laws. These efforts typify the fact that political power is hard to give up willingly by elected officials, but given the awareness of citizens to these tactics it will not be long before they are non viable.

In the end, will Governments’ have the political willpower to become truly data-driven or will they continue to embrace the politics of cynicism, power and cronyism? It remains to be seen, but strong seeds of change have already been planted and if supported by strong nurturing (via the electorate), plenty of sunshine (transparency) and nutrients (budget) it can and will become a reality.

(1) – The Head (cognitive) is all the rich data & insights that Governments accumulate and the Heart (emotional) being Politics/Human Behavior at its basest.

Note: This posting appears in an edited form in the January 2016 issue of Information Age magazine (www.information-age.com).

 

 

 

Each year now as I advocate for Top-down Data Leadership by the CEO and his/her Board (as opposed to Proxy Leadership as a “Data Fashion Statement”), I use the 12 Days of Christmas lyrics as a theme to mimic in getting my message out over the holidays (in small bites). 2015 was no exception and you will find below a recap of my Tweets, along with a bit of embellishment beyond the 140 character limits.

Hope you enjoy it.

On the 1st Day of #DataLeadership the #CEO confirmed to the Board his/her Full Accountability for “All things #Digital, Data & #Analytics“. This is the central tenant of the Data Leadership Nexus where leadership manifests from the existing hierarchy which has now assumed full accountability for “All things Digital, Data & Analytics”.

On 2nd Day of #DataLeadership the #CEO & Board outlined the Strategic Outcomes which #Digital, #Data & #Analytics would deliver for the Organization. These core competencies must be leveraged to create tangible outcomes for every Oganization.

On the 3rd Day of #DataLeadership the #CEO & Board set their Data-driven Core Strategy into motion across all facets of their Organization. Data-driven begins with your Core Strategy and all its desired Outcomes. Data (facts) are used to help define the Strategy, to measure its progress along the way and ultimately to characterize the Outcomes in a meaningful way.

On the 4th Day of #DataLeadership the #CEO, Board declared: “We will Transform our Organization into a Predictive Enterprise within 5 yrs.” Transformation is a journey for every Organization. You must set targets along the way and eliminate barriers to success too. This is the role of the CEO & Board and it requires Continuity of Leadership as well as Conviction to achieve the Outcome in a finite time frame.

On the 5th Day of #DataLeadership the #CEO committed the Organization to achieving broad-based #Data & #Analytics Literacy within two years. Data & Analytics must be used pervasively and not selectively. This begins with Literacy & Competencies at all Levels, especially at the top where the most value from facts, measures and insights typically manifests.

On the 6th Day of #DataLeadership the #CEO enacted the Org’s plan to be #Data-driven in All Decisions, Measures & Outcomes going forward. Being data-driven is a major commitment and requires moving from an anecdotal (gut) -based decisioning model to a fact (evidence) -based on. It must occur at all levels where decisioning is required in daily & strategic operations.

On 7th Day of #DataLeadership the #CEO vowed to use #Data & #Analytics pervasively (not selectively) in creating their Predictive Enterprise. Pervasiveness is essential to becoming a true Predictive Enterprise. Data & Analytics can no longer be “specialist functions”, and must be used by everyone in all facets of daily work. This is the linchpin of any transformation strategy used to become a Predictive Enterprise.

On the 8th Day of #DataLeadership the #CEO & Board integrated #Data, #Analytics & #Digital into their #Governance & #Risk accountabilities. Data & Analytics are core to each Organizations strategy, tactics and operations. Their use must be governed accordingly in alignment the Organizations’ overall governance model. This applies to Risk Management as well. Data & Analytics are not outliers and must be integrated into the Org’s Risk Models & related activities.

On the 9th Day of #DataLeadership the #CEO, Board & All Senior Execs began their journey to become #Analytics-Literate Leaders within 2-yrs. The central tenant of the Data Leadership Nexus is Top-down Leadership. However, you cannot Lead what you don’t understand. This requires all senior execs, board members and the CEO to become “Analytics Literate” early in the journey to becoming a Predictive Enterprise.

On the 10th Day of #DataLeadership the #CEO detailed the key elements of Orgs’ Transformational Journey to become a Predictive Enterprise. Every successful Transformation requires a road map that details the key milestones and measures necessitated to achieve the outcomes of the Strategy. These will be unique for every Organization as it maps out its journey and the Outcomes it is pursuing. 

On the 11th Day of #DataLeadership the #CEO & Board assigned #DataStewardship Responsibilities for key #Data Domains across the Organization. There are many critical Data & Analytics domains in every Organization and they must be shepherded through their lifecycle by Stewards who are fully (or partially) responsible for this task. These Stewards are typically at the mid-tier of any organization and act as Asset Managers in the typical sense.

On the 12th Day of #DataLeadership the #CEO empowered the Org to use its rich #Data & #Analytics Talent to become a Predictive Enterprise. Empowerment is essential to the success of any Transformational Strategy. It is the Trust element and each CEO & every Board must instill in the culture of the organization. Empowerment engages every single responsible party in the pursuit of the common goal of becoming a Predictive Enterprise.

Look for more postings on The Data Leadership Nexus and Predictive Enterprises over the course of the year.

All the best in 2016!

RLLeadership-picture

 

Preface:

Digital (adj) the predominate use of Internet, Mobile & Internet of Things technology platforms to radically improve Customer Engagement, Collaboration & Operational Efficiencies.

Transformation (noun): a thorough or dramatic change in form or appearance; a process by which one function is converted into another that is equivalent in some important respect but is differently expressed or represented.

Body:

Digital Transformation has become the de jour subject to espouse your beliefs on in 2015. As such, I felt obliged to add my voice to this chorus. Hopefully readers will agree once they have read this.

Digital is one of the key Disruption Initiatives being applied by business strategists & enterprise architects to wake-up moribund industries such as Financial Services (Banking & Insurance), Consumer Packaged Goods (CPG), Fast Moving Consumer Goods (FMCG), etc. It promises superior levels of engagement with Consumers (Customers) for a fraction of the cost of conventional (Analog) methods (Print Media, Television Advertising, etc.), amongst other strategic benefits. Considering that many of these particular industry sectors spend 5-7% of their gross revenue on marketing and branding activities it is not hard to see why the disruptive approach of Digital is so compelling & attractive to them.

On a technical level Digital speaks to the leverage of many disparate initiatives in Mobility, Internet, Applications, Security, etc. to create a suite of capabilities all focused on Customer & Collaboration. It allows IT functions to create an integrate delivery stream which they can manage end-to-end.

In spite of deep spending on Digital Transformation endeavors, payback still seems illusive for most. Like most Transformational endeavors, Digital is not immune from the intrinsically high rates of program failure & disappointing strategic outcomes. In most cases this is directly attributable to abysmal (dis-engaged) Leadership by the CEO and Board (who cheerlead, rather than take hands-on accountability) and overall poor execution by Consultants who sell Transformation Methodologies & Services to these same leaders. Given the stakes one should ask, “Why is this?” These are my thoughts on the “Why”.

CEO’s and Boards use Transformation as a strategic tool to move a well-established organization out of its current doldrums and into a leadership position once again. It is a black art for the most part as most of these same people rarely understand how to execute Transformational Change and typically bet the farm (so to speak) on Consultants and hucksters i.e. Thought Leaders, who sell transformation as the “cure to all that ails” with the proviso of “Trust us, we will handle all the details”. The failure rate and associated costs of these failures has become so high (and contentious) that all of the top tier consultancies now require their customers to sign gag orders which forbid them from going public about these debacles, much less requiring private arbitration to resolve all contractual/financial disputes. Given this, most Transformation Programs seem doomed from the start.  Digital Transformation is no different in this regard and yet I firmly believe that it is imperative for all Organizations (Private, Public and Not for Profit) to embrace this paradigm shift. The primary rationale for this is the fact that it forces these same Organizations to abandon their backward-looking, gut-based decision making & customer engagement endeavors in favor of evidence-based & “always on” approaches, key components of a Predictive Enterprise. In my advisory endeavors I have always counseled senior executives & boards to “never waste a crisis” in respect to fostering real (transformational) change in your business model and culture and see the pursuit of Digital as such an opportunity. Without a compelling impetus Organizations’ can barely muster marginal or incremental change successfully.

Digital Transformation can provide a unique opportunity to realize the benefits of becoming a Predictive Enterprise while changing the dynamic between the Organization and its Customers (constituents), Partners & Suppliers. It portends to be the single most dramatic overall change that any established Organization can pursue as it breaks its many ties with the status quo and truly transforms.  The key to success is Leadership from the Top-Down (CEO & Board), an Engaged Culture and embracing Digital Outcomes (data, analytics, etc.) as Core Competencies and not IT functions. Digital Transformation is synonymous with what I have evangelized in The Data Leadership Nexus in this regard.

*-An edited version of this posting first appeared as an article in the March 2015 issue of Information Age (UK)

October & November will be frantic months of activities with a strong focus on Conferences. Check back often for updates and additions. In most cases I will be Tweeting and Blogging live from each conference;

Conferences:

Association of Change Management Professionals (ACMP): “2014 Change Connect Symposium” – October 1-2 – Microsoft Campus Commons (http://www.acmppnwnetwork.org/?page_id=326)

Digital Analytics Association (DAA): “Monster Analytics Mashup” – October 16th – Microsoft Conference Center (http://www.digitalanalyticsassociation.org/calendar_day.asp?date=10/16/2014&event=260#.VCWfF8LF-yM)

Information Age (UK): “Data Leadership 2014” – October 30th – The Grange Tower Bridge Hotel (London) (http://www.dataleadership.co.uk) :

Keynote: “Embracing The Data Leadership Nexus for Strategic Success”

UK Open Data Initiative: “ODI Summit 2014” – November 2-4 – British Film Institute (London) (http://summit.theodi.org/)

Articles:

IBM Big Data Hub: “The Privacy Corner”. “Discrimination and Other Abuses drive the Need for Ethics in Big Data” (http://ibm.co/1sKmkx0)

Information Age (UK): “Transforming into a Predictive Enterprise” (http://www.information-age.com/technology/information-management/123458506/holy-grail-big-data-becoming-predictive-enterprise)

Information Age (UK): “The State of Open Data” (November 15th (URL to be posted at time of publishing)

IBM Big Data Hub: “The Privacy Corner”. “Have we already lost the Privacy battle?” (November – Date TBD)

The Data Leadership Nexus (Blog):

“Reflections on Data Leadership 2014” (November 4th)

“How to Successfully Execute your Transformational Plan for becoming a Predictive Enterprise” (November 15th)

“The Data Leadership Nexus: (Recap)” (Updates throughout the month) (https://infomgmtexec.me/2014/09/16/recap-the-data-leadership-nexus/)

 

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”.