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Published: 17 April 2023



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  • 成为数据驱动型企业,是商业企业和公共部门的共同目标,但这是一个模糊的目标,与具体业务成果的关联并不清晰。

  • D&A已成为一个固定的业务领域,需要强大的业务领导力和清晰的成功战略作为支撑。

  • 成功的领导者打造了一套D&A能力最优组合,重点关注切实的业务成果,可为宏观的业务和数字战略提供支持。



  • 从一开始就将D&A定位为业务职能(而不是内部支持职能),重点关注客户价值。

  • 明确价值创造中最重要的业务、行业和技术驱动因素,解决利益相关者的优先任务与担忧,明确D&A与业务成果的关联。

  • 将D&A战略中50%以上的时间和篇幅用于描述切实业务价值,为此需要明确利益相关者及其目标,并且将其与具体的D&A项目以及可衡量的业务成果挂钩。

  • 评估企业当前在数据、文化、技能和分析(而不仅仅是技术)方面的能力和不足,针对D&A战略的执行需求明确需要弥补的能力差距。

  • 先制定D&A战略,再设计D&A运营模式。明确了“为什么”和“是什么”,才能考虑“怎么做”。

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