SHU-HA-RI

Japanese martial arts students, especially those studying aikido, often learn a process called shu-ha-ri. In the shu state they study proven disciplines. Once they’ve mastered those, they enter the ha state, where they branch out and begin to modify traditional forms. Eventually they advance to ri, where they have so thoroughly absorbed the laws and principles that they are free to improvise as they choose. Mastering agile innovation is similar.

Vols retorn en Data analytics? Promou una Cultura de dades

Gartner s’estima que és per al 2022, el 20 per cent dels conceptes d’anàlisi d’anàlisis que generen resultats comercials.

Avui, el món dels negocis viu amb frustració l’escàs retorn que donen les inversions en anàlisi de dades.

És això un fracàs dels científics de dades?

Potser és que l’empresa no ha pogut contractar els millors. O que no han sabut treballar prou bé la visualització de dades i l’storytelling.

És un fracàs dels directius?

Potser no s’ha invertit el necessari per poder obtenir el rendiment esperat.

És un fracàs dels equips empresarials?

Potser no han valorat el que poden aportar els datascientists. I no han escoltat les seves recomanacions ni fet cas dels seus insights.

O pitjor encara, la ciència de dades no proporciona el valor que pensàvem.

Les persones es fan realment totes aquestes preguntes.

I encara que d’alguna manera la resposta a cadascun d’ells pogués ser parcialment un sí, la raó última que explica que no s’arribi al 20% de retorn de la inversió, rau en no tenir una cultura de dades.

Quan hi ha una cultura de dades instaurada en una empresa, tothom entén que:

Les dades no són una activitat a banda

Separar els equips de dades dels equips empresarials és una manera segura de no obtenir valor de les vostres dades.

Els algoritmes no aporten valor, és la gent la que aporta valor

El model de previsió més exacte mai no aportarà valor si no hi ha persones al darrere que analitzin i prenguin decisions.

Saber en què centrar-se és clau

Les dades poden resoldre problemes, però saber quins problemes resoldre és la pregunta mare. 

Els equips empresarials han d’entendre les dades

Això no vol dir que sigui necessari convertir l’equip de màrqueting en analistes. El que cal és formar-les en dades i cultura de dades a fi que es puguin sentir còmodes amb l’ús de les dades que tenen i combinar-les perfectament amb la informació de què ja disposen.

Els executius han de comprar la necessitat de la cultura de dades

Els executius han de viure dins de la mentalitat basada en les dades, integrant-la en els seus plans i fent costat als seus equips.

Aleshores, què és la Cultura de dades?

Cultura de dades és un enfocament més humà de les dades. Un enfocament que busca l’alineació entre els equips executius, els equips empresarials i els equips de dades.

Voleu tenir èxit amb les dades?

En primer lloc, heu de fer els esforços per inocular les dades a l’ADN de la vostra organització.

La cultura de les dades ha de permeabilitzar el que pensa cada empleat, de manera que aquests es preguntin constantment: “què ens expliquen les dades?”.

Quan hi ha cultura de dades tothom a l’empresa té una comprensió fonamental de les dades, la qual cosa els permet parlar un llenguatge comú, sovint conegut com Alfabetització de dades. Aquest llenguatge comú genera confiança i fomenta la col·laboració entre l’equip empresarial i els científics de dades.

Tenir cultura de dades obre a les persones l’oportunitat de fer preguntes més grans i més impactants.

Tenir cultura de dades assegura que les persones es trobin còmodes amb una solució matemàtica sofisticada al seu problema, fins i tot si no l’acaben d’entendre del tot.

I el més important, permet que el negoci posi dades damunt la taula que, combinades amb la seva àmplia experiència, permetrà prendre millors decisions.

Voleu utilitzar les dades amb més eficàcia?

Alineeu els vostres equips de ciències de dades amb les persones de negoci per assegurar-vos que es mouen en la mateixa direcció.

Creeu una cultura de dades, ajudeu els vostres empleats a “parlar l’idioma de les dades” i assegureu-vos que l’equip de dades estigui perfectament alineat amb els objectius de l’equip executiu i empresarial. 

Feu això i tots teniu la garantia de veure taxes d’èxit del projecte de dades per sobre del 20%.

Quieres retorno en Data analytics? Promueve la Cultura de datos

Gartner estima que para 2022, el 20 por ciento de los insights de analytics generarán resultados comerciales.

Hoy en día, el mundo de los negocios vive con frustración el escaso retorno que de las inversiones en análisis de datos.

¿Es esto un fracaso de los científicos de datos?

Quizás es que la empresa no pudo contratar a los mejores. O quizás éstos no han trabajado lo suficiente la visualización de datos o el storytelling.

¿O es un fracaso de los ejecutivos?

Quizás no invirtieron lo necesario para poder obtener el rendimiento esperado. 

¿O es un fracaso de las unidades de negocio?

Quizás no valoraban lo que los científicos de datos podían aportar. O tal vez no escucharon las recomendaciones e ideas que se generaban.

O peor aún, la ciencia de datos simplemente no proporciona el valor que esperábamos.

Hoy las empresas se hacen realmente todas estas preguntas.

Y si en un u otro modo la respuesta a cada uno de ellas podría ser parcialmente un sí, la razón última y verdadera de que el retorno de la inversión en datos sea menos del 20%, radica en el hecho de que las empresas carezcan de una cultura de datos.

Una empresa tiene cultura de datos cuando todos entienden que:

  • Los datos no son una actividad aislada

Separar los equipos de datos de los equipos de negocios es una forma segura de nunca obtener valor de los datos.

  • Los algoritmos no agregan valor, la gente sí

El modelo de pronóstico más preciso jamás creado no agrega valor si la empresa no hace algo con él.

  • Saber en qué concentrarse es clave

Los datos pueden resolver problemas, pero saber qué problemas resolver es la verdadera pregunta.

  • Las unidades de negocio deben comprender los datos

No es necesario convertir a todo el equipo de marketing en analistas. Lo que se necesita es armarlos con datos y cultura de datos para que se sientan cómodos con el uso de los datos que tienen y puedan combinarlos a la perfección con el resto de información con la que cuentan.

  • Los ejecutivos necesitan realmente comprar la necesidad de la cultura de datos

Los ejecutivos necesitan vivir dentro de la mentalidad basada en datos, incorporarla a sus planes y llevarla a sus equipos.

Entonces, ¿qué es la cultura de datos?

La cultura de datos es un enfoque más humano de los datos. Un enfoque en el que la atención se centra en la alineación entre las áreas de negocio y los equipos de datos (analizadores de datos y data scientists).

¿Quieres tener éxito con los datos?

Entonces tienes que comprometerte con esforzarte en incorporar los datos en el ADN de tu organización.

La cultura de los datos debe impregnar el modo pensante de todos los empleados de la empresa de modo que constantemente se hagan la siguiente pregunta: “¿qué nos dicen los datos sobre esto?”.

Tener una comprensión fundamental de los datos, permite que los empleados hablen un idioma común, a menudo denominado Data Literacy. Este lenguaje común genera confianza y fomenta la colaboración entre el equipo de negocios y los científicos de datos.

Además, les abre a todos ellos la oportunidad de plantearse preguntas más grandes y más impactantes.

Y lo más importante, permite a la empresa poner datos sobre la mesa que, combinados con la profunda experiencia sobre un tema, le permite tomar una decisión mejorada.

¿Quieres usar los datos de manera más efectiva?

Crea una cultura de datos, ayuda a tus empleados a “hablar el idioma de los datos” y asegúrate que los analistas y científicos de datos estén estrechamente alineados con los objetivos de negocio.

Haz esto y tendrás la garantía alcanzar, y probablemente superar, el 20% de insigths de negocio procedentes del análisis de datos proyectado por Gartner para 2022 según decíamos al inicio del post.

You want ROI on Data analytics? You need to promote Data culture

Gartner estimates that by 2022, 20 percent of analytic insightswill deliver business outcomes. 

Nowadays, the business is frustrated that they’re not seeing nearly any return on data analytics investments. 

Is this a failure of the data scientists? 

Maybe we couldn’t afford the “good” ones. Perhaps they didn’t do enough data visualization or data storytelling?

Perhaps it’s a failure of the executives? 

They didn’t invest as much as they needed to get the return. Or, perhaps they weren’t fully bought into the new data approach.

Perhaps it’s a failure of the business teams?

They didn’t value what the data scientist could bring to the table. Or, perhaps they didn’t listen to the recommendations and insights being generated.

Or worse yet, data science just doesn’t provide the value we thought it did.

People are actually asking all these questions.

And even if somehow the answer to every one of them could be partially a yes, the ultimate and very reason of the far less than a 20% return on the investment lies in not having a data culture.

With Data culture in place, everybody understands that:

  • Data is not a siloed activity

Separating the data teams from the business teams is a surefire way to never get value from your data.

  • Algorithms don’t add value, people do

The most accurate forecast model ever created adds no value if the business doesn’t do something with it.

  • Knowing what to focus on is key

Data can solve problems, but knowing which problems to solve is the real question.

  • Business teams must understand data

There’s no need to turn the marketing team into analysts. What is needed is to arm them with data and data culture for them to become comfortable with using the data they have and blending it seamlessly with what they already know.

  • Executives need to truly bought in

Executives need to live inside the data-driven mindset, building it into their plans and bringing their teams along.

So, What is Data Culture?

Data culture, that is, a more human approach to data, is the solution to Data Science’s woes.

The focus of a human approach to data is one that its focus is on alignment between the executive teams, the business teams, and the data teams.

Want to be successful with data?

Then you must first do the effort of ingraining the data into de core DNA of your organization.

Data culture needs to permeate how each employee thinks, that they have a voice in their heads asking “what does the data tell us about this?”. 

When everybody in the business has a fundamental understanding of data, that allows them to speak a common language, often referred to as Data Literacy. This common language builds trust and encourages collaboration between the business team and the data scientists.

It opens up the opportunity for them to ask bigger, more impactful questions because they know that they can even attempt to ask. 

It ensures that they are more comfortable with a sophisticated mathematical solution to their problem, even if they don’t fully understand it.

And most importantly, it allows the business to bring data to the table, combine it with their deep domain expertise, and make an even better decision than they would have otherwise.

Want to use data more effectively? 

Align your data science teams with leaders and business teams to make sure they’re all moving in the same direction, and basically aware of each other’s needs and capabilities. 

Create a culture of data, help your business team “speak the language of data”, and make sure the data team is tightly aligned with executive & business team objectives. Do this, and you’re all but guaranteed to see data project success rates well above 20%.

Analytics and the Future of Work

According to the Global Consortium to Reimagine HR, Employment Alternatives, Talent and the Enterprise (CHREATE), five fundamental forces are drving change for the future world of work:

  • Social and organizational reconfiguration
  • An all-inclusive global talent market
  • A new global talent market
  • A truly connected world
  • Exponential technology change
  • Human-Automation collaboration

The speed of these changes is already altering the nature of the work:

  • On one hand, the work will be deconstructed. Analytics will be of vital importance to determine which parts of the work, according to the mission of the company, will be strategic and which parts will become peripheral.
  • On the other hand, parts of the work will be automated either by robots or by other machines. Again, Analytics will help define the best workforce mixing humans and robots.

Workers themselves will continue to redefine work:

  • The number of independent workers will continue to increase. Organization will tap into this “gig economy” for experts to add value to work at the right place, right price and right time. Analytics should be used to understand what work is suitable for independent workers and for permanent employees.
  • Worker’s expectations will continue to drive the need for personalized services (consumerization).

The volume of data will change the nature of workforce insights:

  • As the gig economy builds, the growing associated data will help redefine a worker’s reputation based on information about the gigs undertaken and related endorsements about the value of work.

I want to dedicate this post to Yolanda Triviño who is the Co-Founder of GFWF Global Future of Work Foundation and who along the years has trusted me for occasional collaboration with her necessary and fantastic project.

I am thinking of the Inauguration Day of the Word Work Innovation in Barcelona. There were multiple activities to honor so an important day, one of them being a Table of experts which I had the fortune to moderate. These are the names of the experts: David Tomás, Jaume Gurt and Daniel Furlán.

You can read here a press article talking about the event.

Do you know what we mean when we talk about HR Consumerization?

This is a term coined by Mark Feffer in a 2015 article where he talked about recruitment and concluded that nowadays job seekers must be seen by companies as talent consumers customers.

Hence the term. And hence one of the changes in thought and action that must occur in HR departments for them to think about the benefits that are most interesting to their nowadays employees, prospects and current, and how to customize these benefits for each of them.

#consumerization #peopleanalytics #TXM

There is no arch without stones

What sustains creativity, motivation and cohesion of teams in your company?

Marco Polo describes to his audience a bridge. He describes it stone by stone.

Kublai Jan doesn’t quite understand its explanations and asks for more details:

“Marco Polo, please tell us which of all is the stone that supports the bridge.”

“The bridge is not supported by this stone or that other one,” Marco Polo responds, and goes on saying: “The bridge is supported by the line of the arch formed by all the stones.”

Kublai remains silent while reflecting.

When he finishes reflecting he adds:

“So why are you talking about the stones?” As you tell it, it seems that the only thing that matters is the arch ”

Marco Polo, very calmly responds: “Without stones there is no arch”

There are no teams without people. There are no organizations without teams.

Without people, there are no customers with needs, no products to meet their needs, no ideas to design the products, no creativity to think of a new design, no innovation to reinvent the business, no direction to follow.

Without any of the above there is no progress: neither cultural nor economic.

At the time of the industrial revolution we were driven by the fantasy of being able to increase production by shortening time and exceeding natural limits.

The human person, with his non-automatable parts, let’s say, his capacity for autonomous thinking, his emotions, his expectations and desires, his capacity for relationship and his creativity seemed to be an obstacle for the time production race that enterprises had entered to. It seemed that all the – diverted the company from its objective.

To comment on the above, I like to use the metaphor of whole rice grains. 

When we focused on how to cook rice faster, the solution we arrived at was to eliminate its outer shell. The reason is that it is harder and has more resistance to the effects of heat than its softer internal part.

“We got it!” We told ourselves. “We have beaten nature and time,” we added.

Until we realized that that dish that took us less time to put it on the table, lacked all the energy and vigor that, on the other hand, were still present in the removed shell.

The same happened to our companies and ventures.

Our fantasy of being able to produce by shortening time and exceeding the natural limitations thanks to eliminating the human part, left us with efficient enterprises but with no soul, with no brand message, and with products and services that didn’t make a difference nor in the market nor in the clients.

Harvard studies conducted by Teresa Amabile, Director of Research at Harvard Business School, and Steven Kramer, Developmental Psychologist, author of many articles published in Harvard Business Review, show us that what we don’t see, that is, our employees’ emotions , perceptions and motivations, are decisive in the results of a company, since they determine the degree of creativity of people and teams as well as their degree of commitment to quality work and the equipment cohesion

Increasing productivity and today’s necessary innovation, involves seeking a climate that fosters good emotions, giving space for honest dialogues that allow more positive perceptions of peers and the organization.

And although all this certainly consumes more cooking time, the final stew is not only tastier (useful and competitive), but much healthier (ethical and ecological), and highly desired and demanded (loyalty and afffiliation).

Juna Albert

Business and Data management. Companie’s digital and cultural transformation.