In any organization, during the early stages of building analytical muscle, there will be competing views on what the maturity ladder looks like. To sort out what’s what, start with a common language for describing how analytics will serve strategic aims of the enterprise as a whole. Avoid being fenced in by groups of skunk works going after radical but narrow innovations. Beware as well that some people speak only in the dialects favored by the IT profession. Others dwell on the pros and cons of various statistical can openers, leaving the unprepared Joe and Jane bewildered.
Take the high road: analytics maturity depends on exactly what you are endeavoring to study—and whether you ask good questions at the start about what you hope to achieve in the name of enterprise advantage.
These are just a few of the good ideas you can find in a recent webinar by Robert Morrison, a faculty leader at the International Institute for Analytics (IIA), along with John Burshek, another IIA faculty expert. They explore the major frameworks used to build a competitive analytics program and ways to measure its capabilities.
Among other differentiators, Morrison and Burshek note that truly successful analytics are enabled by nicely fitting intersections between technical capabilities, enterprise knowledge, data governance, and leadership. When it comes to the latter, your senior leaders must be genuinely and continuously engaged in adjudicating needs for funding and examination targets. Leaders must also walk the talk: they should use analytics to support decision-making at their level.Tweet