Published: 13 March 2024
戦略や施策を進めるに当たって、組織文化やデータ・リテラシーの課題に対処していない最高データ／アナリティクス責任者は、定量的なビジネス成果を出せていない。変化を起こすには、従業員のデータ・リテラシー (スキル) とデータ・ドリブンな組織文化 (意志) の両方に取り組まなければならない。
最高データ／アナリティクス責任者 (CDAO) は依然として、自身の戦略や取り組みにおいて、組織文化やデータ・リテラシーの課題に取り組んでいない。
「リソース不足」と「データ・リテラシーの低さ」は、データ／アナリティクス (D&A) のチェンジ・マネジメントにおいて大きな障壁となっている。
D&Aチームの成功を阻む最も一般的な障壁の1つとして常に挙げられるのが、「変化を受け入れない企業文化」である。
組織全体とステークホルダー (個人) のいずれにとっても、SMART (Specific：具体的、Measurable：測定可能、Actionable：実行可能、Relevant：関連性がある、Time-bound：期限付き) であればメリットが得られることを、意欲的かつ刺激的に伝えることで、望ましいビジネスの変化を売り込む。
従業員が成功するために必要な能力 (適性に関連する「スキル」) について、具体的かつ的を絞ったデータ・リテラシー・トレーニングを提供することによって、ステークホルダーを教育する。
ステークホルダーの文化の水準 (姿勢に関連する「意志」) に合わせてステークホルダーへのメッセージを適応させながら、D&Aプログラムを実行することによって、ビジネスの状態を変化させる。
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