Evolving Industry
In a digital age where information is as pervasive as the air we breathe, why do so many organizations, big and small, fumble their data management?
Intevity’s own Eric Webster, Director of Digital Solutions, and Mike Wiseman, Senior Data and Business Intelligence Architect, joined us to confront this burning question.
Together, they combined their expertise with actionable insights to help leaders confidently navigate data management.
Eric and Mike talked with us about:
- Why so many organizations have gaps in their data processes
- The need for an internal champion in data-driven initiatives
- How a common data language amongst stakeholders sparks growth
The Data Management Problem
Why do so many organizations find themselves in a data dilemma?
According to our guests, the crux of the matter lies in acknowledgment and honesty — knowing where you stand with your data utilization.
"The challenge that we see organizations running into is being honest with where they fall on that spectrum," Mike said.
Eric added that it’s critical that leaders understand where their data is because, if they don’t, someone else will inevitably jump on it.
"Data is siloed everywhere,” he said. “Everybody wants to own your data, and they want to make it easy for you not to own it. So I think it's even more important for you to own it because of that."
Yet even when companies have a mountain of data securely in hand, many are at a loss as to how to apply it to their business goals.
Mike elaborated on why data dissonance is typically a minefield of misalignments in definitions and expectations.
"[There are] organizations who think they’re at the top of the tier [of] using their data to a strong degree,” he said. “But then you go and peel back the hood a little bit and ask some questions… and they can't answer [them]. So how are you driving that strategy for an organization if you have some underlying fundamental challenges with how that data is being utilized?"
Frequently, the root issue in these organizations is that executives assume everyone owns this problem, which means nobody does.
The Need for an Internal Data Champion
One compelling takeaway from our conversation is the unequivocal need for organizations to appoint an internal champion for data-driven initiatives.
Mike suggested that, too often, data management responsibilities fall upon an unwitting soul who offers some support.
“That person comes at it that side angle, and then somebody in the organization likes what they reported on, right? They like the information that they got,” he said. “And now, guess what? They own it, and they have to produce it every single week, every single month, [or] whatever that cadence is.”
Instead, leaders should proactively delegate somebody who can assume responsibility for their data needs.
"It's got to be somebody who has the influence and has the ability to drive decision-making within the organization, [who] has a seat at the table," Mike argued.
This approach doesn't necessarily call for a new hire but instead recognizing and empowering someone within the organization who can effectively steer data strategies.
Having a focal point of leadership ensures that data doesn't remain an afterthought but becomes an integral part of the organizational culture and decision-making process.
"It's really just [about] having a very strong unified vision of where you're going as a company first," Eric said. “It’s very hard to piggyback data on top of an amorphous goal.”
However, to achieve that shared vision, every stakeholder has to be on the same page.One compelling takeaway from our conversation is the unequivocal need for organizations to appoint an internal champion for data-driven initiatives.
Mike suggested that, too often, data management responsibilities fall upon an unwitting soul who offers some support.
“That person comes at it that side angle, and then somebody in the organization likes what they reported on, right? They like the information that they got,” he said. “And now, guess what? They own it, and they have to produce it every single week, every single month, [or] whatever that cadence is.”
Instead, leaders should proactively delegate somebody who can assume responsibility for their data needs.
"It's got to be somebody who has the influence and has the ability to drive decision-making within the organization, [who] has a seat at the table," Mike argued.
This approach doesn't necessarily call for a new hire but instead recognizing and empowering someone within the organization who can effectively steer data strategies.
Having a focal point of leadership ensures that data doesn't remain an afterthought but becomes an integral part of the organizational culture and decision-making process.
"It's really just [about] having a very strong unified vision of where you're going as a company first," Eric said. “It’s very hard to piggyback data on top of an amorphous goal.”
However, to achieve that shared vision, every stakeholder has to be on the same page.
Now You’re Speaking My Data Language
Both men made one thing abundantly clear — the transformative power of a common data language cannot be overstated.
It's not merely about terminology. Shared understanding sparks exponential growth.
"Data can be an anchor,” Eric said. “We talk about all the time that data should be focused to get where you want to be from a vision standpoint."
Our guests shared how aligning language should be the first step to adopting a clearer direction in any data management strategy.
"You don't necessarily need to have these huge, expensive platforms to get started with understanding your data,” Mike implied. “Start small with something as simple as establishing data definitions within your organization."
This alignment is the bedrock upon which data-driven decisions can propel an organization forward. So what’s the first step to carving out this foundation?
“Sit down with your executive team and look at your goal sheet, your KPIs, whatever it is that you're managing your organization to, and ask them, ‘Can you guys give us a definition of what all of these things mean?’”
Ultimately, the point Eric and Mike drove home was that data management isn’t a project but a journey and should be imprinted in any data-driven culture.
And as Eric suggested, it’s okay to take a step back and acknowledge when it’s time to pivot.
“It’s okay for data to be wrong. Focus on just getting to the truth,” he said. “It’s okay for you to drive and challenge what the status quo was.”
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