A Data Culture is a great and significant change for any business. The main reason for looking to move to a Data Culture is to encourage Innovations. These then deliver benefits in terms of profits, process improvements and better practices. The problem that Senior Leadership Teams in organisations (of all size) face with a Data Culture is that they need to release their control of the Organisation and let their teams become masters of their own fate. Deciding to take the steps necessary and let go of reins, tackle governance challenges and simply trust the process is difficult.
Trusting your teams to do the right thing is something that many people struggle with. In the video, we deliberately used some phrases that are toxic in the context of a Data Culture. Did you notice them, or was everything perfectly normal? In the last decade, we have seen (and been involved in) multiple management training programmes, all of which have mandated a greater engagement by middle management in setting strategy. Each time though, actual results depend more on the engagement of the Senior Leadership Team. The development of Data Cultures has dominated the last three years, something that replicates much of the dogma of Management Training Programmes but with greater clarity of vision by requiring an evidence-based approach.
The role of the Senior Leadership Team is to enable those who will deliver the work. It is about being able to maximise the effectiveness of the teams within your organisation and a Data Culture delivers on that. You must ensure that your teams are not hindered in the delivery of their work and improvements while also ensuring there is appropriate governance in place to protect the organisation and your teams.
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Some Articles on Innovation and Governance
Innovation, short‐termism, and the cost of strong corporate governance (wiley.com)