Business IntelligenceWhy You Should Care About Data Culture

Just having data, even a lot of data, does not guarantee success. Data can be an asset but simply having more data is not enough, having only the right technology is not enough, and having only the right analysts is not enough.
Stanislav Naborshchikov
Stanislav Naborshchikov

Solutions Specialist

Table of contents

  1. Introduction
  2. Essential Guidance

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Introduction

Let’s start with this fact - data is important...but is it enough?

“Organizations don’t need a big data strategy; they need a business strategy that incorporates big data.” 

Bill Schmarzo, Chief Innovation Officer, Hitachi Vantara

“Every company has big data in its future, and every company will eventually be in the data business.” 

Thomas H. Davenport, Babson College Professor of Information Technology and Management, Thought Leader, and Author

Just having data, even a lot of data, does not guarantee success. Data can be an asset but simply having more data is not enough, having only the right technology is not enough, and having only the right analysts is not enough. A growing number of enterprises are recognizing that turning data into information, knowledge, and insights requires a data culture. Data culture encompasses the values, behaviors, and attitudes of executives and employees that promote and enable the use of relevant data as the driving force of decision-making. 

Resource: IDC x Tableau

IDC set out to look for and understand data culture

The Approach 

  • We undertook an online survey of 1,100 respondents who use data within organizations. 

  • The respondents came from large enterprises (500+ employees). 

  • They comprised a mix of executive and managerial positions as well as technical and non-technical roles across a wide spectrum of industries. 

  • We drew from a global audience including Brazil, Canada, China, France, Germany, India, Japan, Mexico, U.K., and the U.S.

The Objectives 

  • Identify key visible and invisible elements that influence data culture.

  • Collect attitudinal and behavioral measures of these elements. 

  • Build scales to measure the presence and depth of key drivers and an overall measure of data culture. 

  • Examine whether the extent to which organizations embraced a data culture made a difference to their business outcomes. 

  • Identify best practices that lead to a strong data culture in organizations.

Respondents and their organizations were segmented into four quartiles and their differing characteristics assessed 

Skills/Competencies: Data-leading organizations have employees who know how to best use data People in data-leading organizations are: 

  • 3X better than peers in dataaware organizations at finding and connecting with data. 

  • 54% better at data analysis and 50% better at accurately and critically interpreting the analysis than workers in data-aware organizations

Essential Guidance

  • Strong data culture and people are vital components for success in the digital economy. Data strategy and technology are not enough to make an organization truly data-driven. 

  • Data culture can be honed step by step, with benefits compounding exponentially as organizations strengthen their commitment. 

  • Changing mindsets can yield immediate improvement. Many of these elements can be started very simply without a big price tag. 

  • Executive role-modeling and support significantly speed up data culture maturation. 

  • Look beyond financial metrics when measuring the outcomes of improving data culture.

Mobile Reality is an alliance partner of the visual analytics platform Tableau Software.

It allows our customers and partners to analyze their data more effectively by visualizing it quickly and easily, identifying new business insights and opportunities

“Culture eats strategy for breakfast.”

Peter Drucker, Management consultant, author, and business visionary

Did you like the article?Find out how we can help you.

Matt Sadowski

CEO of Mobile Reality

CEO of Mobile Reality

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