Published: 17 April 2023
数据和分析（D&A）的首要作用，是对业务成果施加切实、可衡量的影响。为实现业务价值的最大化，D&A领导者应制定包含一系列并行工作流的现代化D&A战略。
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。
首席数据和分析官（CDAO）如希望实现战略方法的现代化转型，应：
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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Analysts:
Saul Judah, David Pidsley, Frank Buytendijk, Andrew White, Mike Rollings
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