Just under half of UK organisations are already using automation in some form, with the rest still delaying adoption out of concerns about skills, resources and outcomes. This whitepaper reports on the experiences of DataIQ Leaders members that were shared at a recent roundtable event.

Professions have institutes to accredit members and certificate their knowledge. Data practitioners have no such professional body. Does this obvious gap present an opportunity and, if so, how should it be tackled? This article considers the issues considered during a DataIQ Leaders breakfast briefing on the subject.

Recrutiing the data and analytics talent you need is a perpetual challenge, which is why looking at all possible sources makes sense. Within your organisation there may be a ready-to-go, untapped pool of skilled workers with the right understanding of your business. This whitepaper considers the pros and cons of hiring internally.

Transformations are a constant aspect of business management and data and analytics are both agents and enablers of them. Yet even the best-planned change programme can stall or fail. Underlying these issues, however, there are predictable patterns and reasons why problems emerge. This whitepaper looks at how human capital is often at fault.

The most advanced level of CARBON maturity sees the majority of senior management decisions being made on a stable base of trusted analytics with an ongoing feedback loop. This is by no means easy to achieve, however. This guidance looks at what builds trusted advisor status and the specific implications for data and analytics practitioners.

DataIQ Leaders advocates the presence of a chief data officer in organisations and that CDO is a board-level position. But that is not how every firm sees it, with a number appointing or moving their data officer into the CIO’s team. David Reed considers the arguments against this approach.

As data and anaytics teams build innovative, transformative solutions and processes, the role of knowledge management becomes ever more important. Rather than leaving the understanding of how those assets were created locked up in the minds of practitioners, it needs to be formalised, documented and shared. This whitepaper considers how to apply knowledge transfer in this domain.

Data and analytics may already exist in your organisation as expert practitioners within different functions. But that is not the same as having a data and analytics function. When deciding to create this as a standalone unit, a critical issue to settle is where it should sit in the broader organisation. This article considers possible options based on DataIQ Leaders member experiences.

If data and technology are creating what has been called the Fourth Industrial Revolution, then data and analytics functions (D&A) find themselves right at the heart of this transformation. This article maps the skills you need now and in 2020 against the DataIQ Leaders programme to help you find the resources to equip yourself.

This guidance whitepaper considers how organisations should map soft skills, support teams in developing them, incentivise improvements and measure these abilities from the top down. It is intended to help DataIQ Leaders members to improve their scores on these factors when undertaking a CARBON™ assessment. 

With every new system adopted by an organisation, data proliferates. Without the right management and governance, these sources soon become silos. The result can be an incomplete view of the business and its customer base, as well as flawed processes and lost value. This guidance whitepaper offers insights into how to improve your CARBON capability around data management.

Business intelligence is often the entry point for data transformations. As such, it brings the data and analytics teams into direct contact with lines of business to refine, support and deliver key performance indicators. This guidance whitepaper offers insights into how to improve your CARBON capability around this business-critical area of activity.