Does data now have a seat at the table during strategic discussions? If not, what will it take to get it there?
In 1978, FedEx founder and chairman Frederic W. Smith famously said: “The information about the package is just as important as the package itself”. Ensuring that data and information remains at that core means enforcing one of many data principles: People perform processes using technology that creates or consumes data. These overlapping pillars mean data is in context of one or more of those pillars. The key to ensuring data always has a seat at the table is proving, measuring and demonstrating the value that data has as an asset for the organisation.
What are your key areas of focus for data and analytics in 2022?
This year, a further consolidation and strengthening of the data and analytics practice focuses upon formalising developments into an already large-scale agile release train by having a dedicated Data ART. This will enable our entire data analytics and science, research, engineering and governance areas to prioritise the ever-growing demand for data services.
Renewed attention on enterprise data literacy will allow focus upon awareness, education and training at all levels with the organisation. In particular, completeness assessment and content refresh are imperative to ensure the breadth of coverage is in line with requirements and the latest tools/technology.
Tell us what leadership means to you in the context of your role as a senior data leader.
Good leadership is continually self-learning and developing along with your team, peers and stakeholders. In the area of data management, this is critical as data is in itself a new discipline compared to people, process and technology management. Good leadership ensures that we develop guardrails, disciplines, standards and methodologies in a collaborative manner within our own organisation and also with industry as a whole.
Leadership nurtures talent and provides reward, opportunity and growth to a continuous pipeline of resource. Leadership ensures a clear communication of direction in the short, medium and long-term aligned to the strategic objectives of the company.
What key skills or attributes do you consider have contributed to your success in this role?
Key skills and attributes contributing to success have been:
- Leading by example;
- Continuous knowledge acquisition and sharing;
- Background in business (finance) where discipline and method are regulated imperatives;
- Balanced skillset of disciplines spreading across the entire data subject;
- Collaboration with other experts in developing best practices.
How did you develop – and continue to develop – these skills or attributes?
Being taught early to help others has continuously developed me as an individual. Over the decades, I have tried to build a development ecosystem which would be illustrated best by connecting several dots with each other:
- Learning about the data subject;
- Applying data knowledge to business areas in practical use cases;
- Collaborating with like-minded professionals in developing best practice;
- Working with other industry verticals;
- Learning about tools and technology;
- Managing change;
- Building business cases and use cases;
- Developing approaches, methodologies and examples at events and masterclasses to peers;
- Accepting challenge and change, and also challenging others.
