Buckload’s Executive Summary

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April 27, 2017
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Executive Summary User Analysis:

For the first time, operations moved ahead of executives as the leading driver of BI. BICC and strategic planning lost the most influence (pp. 22-27).

“Making better decisions” remains the top BI objective, followed by operational, revenue and customer service improvements (pp. 33-37).

Penetration of BI has grown noticeably in 2016 and near-term penetration growth

appears achievable, with small organizations leading the way (pp. 38-47).

Most organizations continue to employ one, two or three BI tools. Manufacturing uses the fewest, healthcare the most (pp. 55-59).

Fundamental BI technologies—reporting, dashboards and self-service—top the 2016 list; cognitive BI and IoT are “fringe” priorities (pp. 60-66).

Organizations say their “state of data” organization is very good: 64 percent report either “data as truth” or a “common view of data” (pp. 67-72). –

Organizational ability to take “action on insight” is very high: 83 percent of respondents report either “closed loop” or ad hoc capabilities (pp.73-78). –

The core measure of success with business intelligence showed a small net gain. Small organizations are most likely to be “completely” successful. Successful organizations are most broadly involved and penetrated with executive leadership and with fewer tools (pp. 79-86). –

Advanced “states of data” (views/capabilities), ability to “act on insight,” and high employee penetration correlate profoundly with levels of success with business intelligence (pp. 87-89).

The upper-right quadrant contains the highest-scoring vendors and is named “credibility leaders.” Trust leaders (upper-left quadrant) identifies vendors with solid perceived confidence but relatively lower value scores. Contenders (lower-left quadrant) would benefit by working to improve customer value, confidence, or both

Be a Good Listener

Allison Sagraves, chief data officer, M&T Bank, Buffalo, NY

“The biggest piece of advice I would give is to demonstrate excellent problem-solving and communication skills. This broadly encompasses being a good listener and understanding your customers’ business problems, then having the ability to execute on solutions that provide demonstrable business value. It is not about the data, it is about how data can be used to solve problems.”

Put Business Needs First

Leandro DalleMule, chief data officer, AIG, New York, NY

“Be business-focused first and technology- or data management- or analytics-focused second. Naturally, the majority of the people who become interested in CDO roles will come from IT or analytics areas – and that is where companies recruit them from, anyway! So there is a little bit of a self-fulfilling prophecy at play here. However, my best CDO hire to date (for a regional CDO role) came from operations and worked as CFO for a regional business within the company prior to taking the CDO role. While he initially had limited technical knowledge about data management, he brought in practical knowledge about data. And those are very different things.”

Be a Problem Solver

Jacklyn Osborne, Americas chief data officer, HSBC, Stamford, CT

“Problem solving and focus on delivery are key. Data tends to be very theory-oriented. The key difference for me is knowing not just the ‘what’ but the ‘how’. “Be a Lifelong Learner

Annie Flippo, senior data scientist, AwesomenessTV, Santa Monica, CA

Be a lifetime learner.

If you’re going to be in the field of data science, whether that is at a junior associate through to chief officer level, you should have an innate desire to learn. I usually look at what the person has learned or what book/articles s/he have read recently.”

Champion Modern Analytics

Srinivasan Sankar, data officer/practice leader, The Hanover Insurance Group, Boston, M

“Most import is to lead the change and adopt the shift from traditional analytics to modern analytics. CDOs should work very well with the business stakeholders and ensure IT delivers right framework for modern analytics delivery. CDOs should be passionate about data and emerging technologies that prepare them to be successful in their job. Suggest, sell and support big ideas. Provide emphasis on the “Data Discovery” process early on in the information delivery.”

Have a Business Strategy

Leandro DalleMule, chief data officer, AIG, New York, NY – Employee Help Desk 800-435-7457,  General Questions

1-800-448-2542

“Being business savvy also enables the CDO to sustain engaging and fruitful conversations with other senior execs across the company, which should then be translated to his data management team. I controversially advocate there is no such a thing as a data strategy; there exits only a business strategy that which should be followed and enabled by a data program. If you are a solely a technical person from a data management perspective, it will be nearly impossible to understand the business strategy and connect it with your data program.”

Buckload is a scalable methodology for the developing a support strategy that enables the design, implementation and evaluation of cross-functional decisions that are meant to enable an organization to achieve both its short and long-term objectives.

Buckload’s Basic Beliefs

Create a system in which stakeholders can be successful.

Knowledge workers’ WORK TO THE LEVEL OF their support level.

Goals must be meaningful, measurable and attainable.

Formulation of strategy involves analyzing the environment in which the organization operates, then making a series of strategic decisions about how the organization will compete. Formulation ends with a series of goals or objectives and measures for the organization to pursue. Environmental analysis includes the:

Mr. DalleMule,to complete your quotation,  “that which should be followed and enabled by a data program.  If you are a solely a technical person from a data management perspective, it will be nearly impossible to understand the business strategy and connect it with your data program.”

Albert Einstein suggested a similar thought……

The purpose of this note is to introduce you to a methodology called “Buckload” which seems to be a match for a your process to develop and enabling data program.

Buckload is a scalable methodology for the developing a strategy that enables the design, implementation and evaluation of cross-functional decisions that are meant to enable an organization to achieve both its short and long-term objectives.  (see attached.)

Buckload’s secret sauce is known as “The Common Denominators.”

The phone number below is my direct line and rings in both my office and my home. I hope to have an opportunity to discuss Buckload with you and Dr. Davenport if he is interested.

All the best

 

 

 

 

 

 

 

6 Comments

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    Ask me for a copy of “Breaking the Productivity Barrier” that shows how we increased the productivity the knowledge workers by 230% in the first month of their use of the Value Incubator.

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