Lyndsay Weir is global data and analytics manager at Nestlé. At the Women in Data conference in November, she was named as one of the new list of female industry role models, the 20 in Data and Tech. She told DataIQ how being a female leader and role model can be done in a quiet way.
If you are the manager or leader of a data and analytics function, then chances are you spend a lot of your time looking at CVs. Either to grow the size of your teams or to replace practitioners who have left, the reality of recruitment in this space is of constant activity and a challenging environment. This whitepaper summarises tactics that were shared at a recent DataIQ Leaders breakfast briefing.
Metrics are at the heart of a well-performing data science function and need to be clear to both practitioners and leaders. But they are also difficult to define and not every project can be easily measured. This white paper considers how to go about establishing effective metrics drawing on the experiences of DataIQ Leaders members.
Since launching in 2015, Women in Data has seen its community and conference audiences grow significantly. On the eve of the fifth event, its co-founders told David Reed why, despite an active and growing cohort of female data practitioners, there is still such a long way to go – and therefore a need for the network.
Two years ago, it was predicted that nine out of ten organisations would have a board-level CDO by now. The reality is more like one in ten. But that is not just due to a slowdown in hiring – CDOs themselves may not want to reach the C-suite. Following a DataIQ Leaders dinner discussion, this briefing considers the reasons and also why CDOs really do not like CIOs.
Agile analytics is gaining traction as a way of working. Its appeal is the ability to flex resources, responding to both short deadlines and long-term development projects, while providing practitioners with a good mix of challenges. For managers, it requires a different approach from conventional analytics. This white paper considers some of the key things to consider when adopting agile in the data and analytics function.
For data and analytics functions adopting agile as their way of working, a structure is also required for the people management dimension. Squads and tribes is an approach pioneered by Spotify in 2012 that is starting to transfer into this sector. This white paper explains the concept and how individuals fit into it.
Digital transformations are en vogue among business leaders, yet many fail to achieve their goals. Five gaps typical open up between the vision and the reality. This white paper identifies them and the reasons why they occur.
A common experience for data practitioners when their organisation adopts a new digital-first strategy is that it often lands without a data strategy attached. This briefing note suggests five ways to avoid this happening and to make sure data is seen as integral to digital transformations, based on conversations with DataIQ Leaders and DataIQ 100 members.
Data engineers are the new in-demand skilled workers as organisation seek to integrate multiple data sources or move to new data platforms. This whitepaper considers the challenges of recruiting in a limited talent field and what skills this role really requires, based on a recent DataIQ Leaders roundtable.
Apprenticeships are an alternative route through higher education, but they are not well known or adopted within the data and analytics sector. This primer explains the basic principles of the scheme and the current options, as well as a few issues that have yet to be resolved.
In the early stages of maturity, analytics functions tend to operate in a highly-reactive state with little in the way of prioritisation of those incoming tasks. This creates a false expectation among stakeholders and stops the analytics function from progressing up the maturity curve to become proactive. This briefing paper outlines some key steps to avoid this trap.
Under the accounting standards developed for intangible assets, data suffers from a highly-reductive approach which does not realise the level of value most organisations believed their data was really worth. So are new approaches possible? And what impact will data ethics have on data value? This briefing provides and overview of the issue.
Many organisations have set out a vision for their use of data and analytics. Often, the emphasis is on the tooling and hard skills required, rather than the behaviours and culture involved. This briefing paper considers six key aspects of soft skills that any senior manager of analytics leader needs to consider to deliver the vision.
Oliver Smith is leading a far-reaching innovation programme at Telefónica as part of a “health moonshot” to change lifestyles and reduce chronic illnesses. Ahead of his speech at Data Summit, he told DataIQ how they plan to get there.
Many organisations have data and analytics practitioners, often delivering against local requirements and from dispersed team or functions. To transform the impact they can have enterprise-wide, a level of momentum and critical mass needs to be created. One option is to build communities of practice. This whitepaper considers how to go about setting up a CoP.
Is data management turning into IT, given the extent of the supporting technology required by the data and analytics function? With new tools constantly being launched, this whitepaper, based on a DataIQ Leaders discussion, considers key decision points in where to site this function and what its true purpose should be.
Based on conversations with more than 70 data and analytics practitioners drawn from 27 different organisations, this briefing identifies four habits which can ensure that the analytics team and its leader engage and deliver to the business effectively.
Agile has been gaining favour as a methodology outside of its birthplace of software development. Data and analtyics are the latest functions to adopt this working practice. This guidance explains how to transfer the methods successfully.
Data and analytics needs to compete for investment funds against all other departments in the organisation. So what are the compelling bases for the argument that will help it to win? This whitepaper synthesises thoughts from a DataIQ Leaders dinner discussion on the subject.
