Big data requires a new corporate culture
Data is becoming increasingly central to the kind of creative decision-making and innovation required for growth and efficiency, but too often non-IT managers lack the necessary access to leverage the available data, argues Mike Redding, global managing director of the Accenture Technology Labs.
What's more, in well-established companies, there aren't many incentives or metrics--or even expectations--to encourage managers to experiment using the data that's on hand.
This is all about to change, though, as companies without the weight of legacy IT systems ask managers to bring innovative ideas to the table based on data, Redding writes in a post at Baseline magazine. This new corporate model rests on easy availability to data and a culture that supports managers' experimentation.
It's not news that data is being viewed as valuable, but as it becomes less expensive to collect, aggregate, access, analyze, process, store and report on, it is viewed less and less as a scarce commodity. New tools are making it easier to design platforms that give managers throughout the business easy access. To make the most of this new model, companies have to create an expectation that all employees leverage data.
To get from the old model to the new one, organizations need to make sure they have the skills necessary to maximize their data. They have to assign a chief data officer to champion the use of data throughout the organization. Finally, they must change the way in which they view their partnerships with regard to data.
- see Mike Redding's post at Baseline