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This is a profile from the 2022 version of the DataIQ 100.

The latest list is available here.

Professor Andy Neely, co-founder, Anmut

What has been your path to power?

I’ve spent most of my life on the boundary between University and business. I trained originally in manufacturing engineering at Nottingham University. During my PhD, I explored how leaders achieve goal congruence – generating alignment across the organisation they lead. This sparked my early interest in key performance indicators. In particular, I was interested in how you identify and design KPIs that best match the organisation’s strategy.

 

I’ve spent time at Cambridge University, Cranfield School of Management and London Business School, always working closely with business partners to try and solve practical problems that organisations face. Currently, I am the Pro-Vice-Chancellor for Enterprise and Business Relations at the University of Cambridge and a co-founder of Anmut.

 

As Pro-Vice-Chancellor, I am responsible across the University for innovation, commercialisation, spin-outs, start-ups and links with business. At Anmut, we are focusing on transforming how organisations value and manage data. By measuring data’s value and performance, enterprise-wide, we help our clients realise that value in the most effective and efficient ways. Data - and the value it can deliver - is a theme that has run throughout my professional life.

Andy Neely

What impact has the pandemic had on demand from your clients?

The last two years of the pandemic have drastically altered our clients’ needs. In year one, the acceleration of data transformation focused Anmut on helping clients quickly measure data’s value and improve the fitness-for-purpose of priority data assets, often prior to the uptake of cloud storage and analytics. Recently, focus has shifted to improving organisational operating models. With the ever-increasing volume of data, clients are wondering how the business and centralised/federated data teams should interact amidst increasing complexity. Consistently, our role in guiding senior-level ownership, investment and strategic direction has been critical in driving real results.

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