A recent study conducted by MIT Sloan Management Review revealed that the number of enterprises using analytics to create a competitive advantage jumped almost 60% in just one year.
While many organizations have increased their investments in analytics, few have realized the complete utility of analytics. To ensure organizations reap optimal benefits, leaders must create a data-driven talent culture in which analytics becomes an essential part of talent and decision-making.
To create this data-driven culture, leaders need to rethink how they provide support. For example, they must become decision enablers rather than position their functions as insight providers. They should anticipate decision-maker needs, co-create analytics solutions together and embed insights directly into the organization. Analytics leaders can significantly improve decisions and business outcomes by becoming decision enablers.
Nine levers that create value with analytics when deployed effectively:
The Nine Levers for creating value-driven analytics
However, each lever has a series of organizational change and adoption challenges:
Overcoming Adoption Challenges
To overcome organizational challenges and accelerate the time to value of analytics, the below analytics adoption program addresses four key areas: Aligning the Vision and Leadership, Creating Trust, Creating a Data-Driven Culture, and Developing an Organization. This optimizes the use of Analytics, addresses adoption challenges, and defines actions that speed time to ROI.
Data is only as valuable as the decisions it enables. If organizations go with the expectation that implementing an analytical tool is only the beginning, the real work still lies ahead. The process often requires the end user to change their mindset and role. In that way, they will be in a much better position to achieve successful user adoption.
Cathy Thornton is a VP, HCM and Change Management at Microexcel Inc. She is a well-rounded business transformation professional with proven track record of developing learning organizations, implementing strategic change and partnering with senior business executives to drive organizational impact. Cathy is a builder of high-performance work teams able to develop and implement organizational strategy in a matrix environment. She specializes in Organizational Change, Operating Models, Executive Alignment and Visioning, Culture Assessments, Organizational Effectiveness, Strategic Communications amongst others.