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Andrew Rawlinson, Head of Enterprise Data and Analytics, Johnson Matthey

Andrew Rawlinson, Head of Enterprise Data and Analytics, Johnson Matthey

Describe your career to date

I have over 25 years’ experience of developing intelligence, data management, and analytics practices; the last 15 years as a senior manager in some of Europe’s most recognised brands and organisations.

I have a proven track record in leading both small and large technical and non-technical departments, motivating and empowering individuals into achieving their own potential, as well as making a significant contribution to the business.

My specialities include data management, data strategy, and business performance.

Data literacy is a key enabler of the value and impact from data. How are you approaching this within your organisation?

We try to promote data literacy in several ways at Aviva. For example, we have data training for all employees and a company-wide data community of practice that enables anyone to get involved. Specialist roles have more in-depth training, both internal and from specialist providers.

Role modelling is a powerful tool, so we have senior leader training to help inform, inspire, and propagate data literacy throughout our business.

We also recently rolled out new data job family requirements to help set clear expectations and inform development discussions. Throughout the company, colleagues are encouraged to challenge decisions that are not based on data and encourage open discussions about the information required to support better actions. This is enshrined in our company values, so the expectation that we all need to be using data to make better decisions is clear.

Additionally, we spent a lot of time refining and improving understanding of our KPIs and use of self-serve reporting dashboards. This focus on the numbers helps to make data a currency of communication.

What stage has your organisation reached on its data maturity journey?

One of my first activities at JM was to conduct an extensive data maturity assessment. The findings were unsurprising but have formed the basis of my global enterprise data strategy.

JM has relatively low data maturity, with particular weakness in the access and transparency pillar. This is due to poor integration and accessibility of data sources, and lack of partnership and process between the individual business in JM and JMIT.

Opinions on data maturity levels do not differ significantly by business unit, however, one of our older companies has higher scores than all other functions. This is to be expected as they have an established shadow IT function. Conversely, the relative nascence of our newest business unit has resulted in a below average data maturity rating, with concerns about the ability to gather data quickly and efficiently.

Our largest business sees data literacy and ways of working as being more mature compared to other functions, although they stress the need for improvements around governance and ownership of data. Inconsistency to processes and literacy around data is forming the basis for my strategy which is being implemented as we speak.

Andrew Rawlinson
has been included in:

100 Brands 2024 (EMEA)

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