Data strategy is often too narrow not taking into consideration our data capital, culture, or politics. This makes our data strategy rigid, difficult to align, and hard to manage; all leading to limited, if any successful outcomes. The key to our data strategy is our people and how our people invest in people, infrastructure, and the right things. So it’s no surprise that our data strategy is effective, not from the methodologies or designers in our conversation, but from our people involved in our data strategy conversation.
To increase our data strategy’s effectiveness we must bring in the right people and widen our conversation the right way so our data strategy is more diverse, more politically sound, and more culturally accepted. We must cautiously structure our conversation and keep our conversation on track; scaffolding and aligning our data strategy conversation with our other strategic narratives. We must stop asking about our data’s business value and start asking what data we need for our strategies, our operations, our growth, and our business development.
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