The rise of big data and analytics can cause power struggles between functional departments or teams. Mitigating this dynamic requires a willingness to accept what one analyst calls, “Analytics as a meritocracy, where hard science determines the winning solution.”
Successful adoption and implementation also requires buy in from key stakeholders. Winning strategies opt for persuasion over preaching.
Craig Ryan, director of social entrepreneurship at Canadian financial institution BDC, believes analytics can provide the structure and rigor to help companies and organizations measure what’s already most important to them. He offers, “Instead of telling them what they need to do upfront, ask a lot of open-ended questions about what they’re passionate about. Then, let them know where you can assign metrics to those areas.” Ryan’s example demonstrates how analytics should unify, not divide, organizations seeking transformation.