The value of Strategy and Data Culture in organizations with Jill Dyche

Data Transformers Podcast
The value of Strategy and Data Culture in organizations with Jill Dyche
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Episode Title : The value of strategy and data culture in organizations with Jill Dyche

Episode Summary:

Data mature companies tie their corporate objectives to data and analytics initiatives. It is no longer sufficient to focus on revenues and costs but leaders are looking at enhancing brand value with analytics. Given the higher purpose of data and analytics, strategy and data culture are critical in organizations. With the advent of AI, organizations need to reinvest in data and skillsets to forge ahead.

Topics discussed in this episode:

Data Quality (04:00): Companies don’t have the luxury of loading up data and figuring out later as in the past. Use cases have become central to the data and what data to access and analyze..

What (data) mature companies do well (05:30): Maturity is in delivery. True maturity is in cadence of actual value delivery. Ideally link data and analytics to the corporate objectives. It’s no longer sufficient to just increase revenues etc. but to enhance the brand and further the corporate strategy. Data and Analytics have a higher purpose than before.

Impact of Artificial Intelligence (08:30): Artificial Intelligence will impact organizations both internally and externally. Internally, companies need to reinvest in data and reinvest in skillsets. Data is its own specialty so companies with data offices and data management are ahead to take advantage of AI.

Culture eats strategy for breakfast (11:30): Company’s culture to a large extent defines the success of data initiatives in their organizations. One of the questions to ask to assess data culture is to have them describe a project that is universally successful at your company. If the answer to this question is very diverse from different stakeholders than it may mean that the success metrics are not clearly defined.

Start of strategic consultations (15:30): Companies typically engage Jill on 2 fronts (1) Companies have hit the wall and seek advice on how to move forward (2) Executive staff needs training or organizational structure because of an inflection point. Typically a ‘C’ level executive approaches Jill for some external injection to unravel internal hiccups.

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