Do you remember those high school days when there was always this one cliché to which all the “kool” kids belonged? The “Kool Kids Klub” members held the best parties, got the best dates, got into the right colleges, got the right jobs, and married the right partners. And they accomplished all this cool stuff right in front of everyone, yet no one could figure out what made them so cool.
I recently participated in a regional workshop of government, education, business, and social leaders where we were trying to ascertain and assess 1) the certainty of national trends and 2) the impact of those trends on the region.
CDO Data-to-Business Innovation Dilemma: Deliver meaningful and relevant business outcomes in the short-term while simultaneously and continuously building and transforming the organization’s data and analytics assets and capabilities.
A recent HBR article, “Why Do Chief Data Officers Have Such Short Tenures?” by Thomas Davenport, Randy Bean, and Josh King, highlighted the Chief Data Officer’s (CDO) “Data-to-Business Innovation” challenge. The main charter for the CDO is to accelerate the Data-to-Business Innovation flywheel; to guide the business in becoming more effective at leveraging data and analytics to optimize its key business and operational use cases.
Therefore, the golden principle to be at peace with these irritants in your life is simple: Simplify it.
A Business Discipline consists of systematic research, observation, measurement, and experimentation resulting in the assimilation of learnings into laws, theorems, concepts, principles, practices, frameworks, and formulas to enable the consistent application and ongoing enhancements from the real-world application of that discipline.
In Part 1 of the “Building Blocks for Modern Data Management”, I explored two important modern data management concepts: Data Subassemblies and Data Products (Figure… Read More »Data Subassemblies and Data Products Part 2: Economics and Journey Maps
Complexity arises from permutations, and to achieve long-term goals, it is often necessary to determine which permutations are both achievable and desirable.
I believe that there are two key modern data management “products” required to transition data management into a business discipline focused on helping organizations accelerate their data-driven business innovation. One of those “products” – Data Products – is already gaining wide acceptance as a way for organizations to monetize their customer, product, service, and operational insights or predicted behavioral and performance propensities.
On the other hand, studios produced a different kind of product – entertainment. Superficially, the studio model looks more agile than either the factory floor or the corporate floor, with a certain degree of experimentation and iteration, especially early on in the process. Yet there are critical differences as well.