What specific relationships have you found to be instrumental in your efforts to establish trust and advance a mature D&A culture? How do you maintain and leverage these partnerships?
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Head of Analytics & AI4 months ago
I believe that it's crucial to involve both data and domain experts in the process. Data experts are responsible for building the right platform and making it easy for domain experts to understand and explore the data. The domain experts hold the knowledge and the context to drive insights from the data. This combination between data experts and domain experts is crucial to establish trust and advance a mature data culture. One mistake is to let the experts handle everything independently and alone. If there is no context from domain experts who are aware of how the data are collected and under what circumstances, and to ensure accuracy and completeness, I think it will fail. This collaboration helps in establishing trust and improving the data analytics.Chief Technology Officer in Software4 months ago
For us, it is a very dynamic environment because it is not only our internal data, but we also hold and manage our customers' data to a certain extent. New data sources are coming into picture, new teams are coming into picture, new businesses are coming into picture. It is very important that there is a very fine-tuned relationship between your data engineers, your data scientists, your analysts and also many of the other ambassadors. But when doing it for your customers, it becomes a little bit of a challenge. I think periodic meetings and guiding your customers, how they can collaborate and help us so that we can manage their data and their analytical ecosystem well is very important. And that happens only through dialogue, meetings, and transparency.President & Chief Data Officer in Services (non-Government)4 months ago
Assuming that you're starting from a fairly immature space, it's the relationships with the people who are more junior, the analysts, senior analysts, maybe manager level. You want to get them excited about being more innovative, so you introduce techniques and give them a little bit of autonomy to experiment and continuously learn. Once that happens, you'll start seeing changes in performance. You'll start seeing the value of that innovation or upscaling within the organization. At the higher most senior levels, it was the relationship that I had with the CIO and the President of the company. They championed for me and built bridges where there were tensions between the Advanced Analytics Center of Excellence and the traditional business.