Gartner Leadership Vision For 2018 - Data and Analytics Leaders

Leadership Vision for 2018: Data and
Analytics Leader
Leadership Vision for 2018: Data and Analytics Leader
This presentation is a critical tool to ensure corporate and personal success. It highlights major trends
affecting the D&A role and major related challenges, and provides practical advice and best practices to
overcome these challenges and successfully deliver the expected business outcomes.
This scenario is part of a series of seven covering the whole set of Gartner IT leaders, namely:
• "Leadership Vision for 2018: Application Leader"
• "Leadership Vision for 2018: Enterprise Architecture and Technology Innovation Leader"
• "Leadership Vision for 2018: Infrastructure and Operations Leaders"
• "Leadership Vision for 2018: Program and Portfolio Management Leader"
• "Leadership Vision for 2018: Security and Risk Leaders"
• "Leadership Vision for 2018: Sourcing and Vendor Management Leader"
D&A leaders can leverage this research and the PowerPoint presentation to understand and act on:
• What data and analytics leadership means in the digital age
• The major trends and challenges affecting the data and analytics leader
• How leading organizations deliver the highest value
• Actions and practices that a data and analytics leader and team should implement next
D&A leaders who are Gartner clients can leverage such research material, or part of it, to raise the
quality of their own teams, better influence the other IT leaders, and communicate the value of the data
and analytics organization to the higher ranks of the organization and other stakeholders.
Page 1
What is leadership in the digital age for a D&A leader?

Today, we have boundless information; limitless connections between organizations, people and things;
pervasive technology; and infinite opportunities to generate many kinds of value, for our organizations,
societies, our families and ourselves. We have an abundance of opportunities, but we also live in a world
of scarcity. Budgets, as always, are limited. We face a lack of skills, and we don't have the right kind of
leadership. As a result, we don't have the right organizational or cultural elements in place to utilize the
technology and data that we do have. Chief digital officers (CDOs) are pioneering new organizational
functions alongside HR, IT, finance and the rest. D&A leaders can use our findings to successfully drive
digital business transformation in their enterprises. D&A leaders and programs will be embedded in
every part of the organization and every function: HR, marketing and sales, customer services, finance,
R&D, and the rest.
It is important to understand that we now have data everywhere, and thus, the need for analytics is
everywhere. So-called departmental efforts, while perpetuating the notion of "data silos," are necessary.
The complete elimination of silos is neither necessary or desirable. Rather, we must decide what sort of
analytics we need in those silos, while making every effort to share the underlying datasets and sources
if possible. The old shibboleth of silos being bad and counterproductive no longer applies across the
board, which it probably never did in any case.
Page 2
The Data and Analytics Story, 2018

Advances in technology have opened up new ways for organizations to create business value in existing
markets, and create new markets that are driven by data and analytics and new, platform-based business
models with data and analytics at their heart. This has opened up significant opportunities to gain
competitive advantage. Thus, data and analytics (D&A) leaders are central to any high-performance
digital organization. This vision can be achieved only if D&A leaders are able to demonstrate a crystal-
clear vision that places data and analytics in its rightful place. Tying the D&A vision and strategy to the
business strategy, creating baseline performance metrics, and demonstrating how data and analytics are
tied to key business performance indicators are the most important sets of tasks that D&A leaders face.
There are many entrenched attitudes to be overcome, new organizational models to be created and new
skills to be mastered. Data and analytics are moving outside of the IT department and into the functional
business units. Hybrid roles, which marry business domain knowledge to D&A capabilities, will
predominate. Everyone will need to think about "technology" and "information" in a new way.
Technology is "table stakes": We all have it, and we all use it. Differentiation comes from the
information and data that technology creates, stores, uses, analyzes and productizes. This, the separation
of the "T" from the "I," is the biggest paradigm shift in how business is done since the advent of the age
of technology. Data and analytics will be at the heart of digital business. The question is where your
company will be and where you will be, as that change is occurring.
This Leadership Vision is one of seven similar role visions helping data and analytics leaders, and other
IT leaders, to succeed in the digital age.
Page 3
What is leadership in the digital age for a D&A leader?

We are in the middle of a massive paradigm shift, which can best be described as "the separation of 'I'
from 'T.'" Instead of focusing on hardware, software and networks, D&A leaders are focusing on data
and information. Research data shows that IT spending is moving outside the IT department. It's not
simply "shadow IT" anymore: It is a legitimate and appropriate exercise that focuses on meeting
business needs of functional units within the corporation. Gartner research has quantitative evidence of
this trend, and we are expecting this trend to continue.
D&A leadership will be defined by the extent to which the CIO, CDO and heads of business units work
together to meet the needs of digital business decision making. Data and analytics will inform every
decision, guide every interaction, drive every process, and ultimately, result in optimal business
outcomes. Bottom line? Data and analytics will be at the center of every successful business.
Recommended Reading and Supporting Evidence
"Survey Analysis: Business Buyers Continue to Gain Power in IT Purchase Decisions"
More than half of the survey respondents from functional areas other than IT are involved in technology
purchase decisions, and the rate of involvement appears to be increasing.
"2017 Planning Guide for Data and Analytics"
Page 4
What are the major trends and challenges affecting the D&A leader?
This section contextualizes D&A against major Gartner themes: digital business; CIO agenda; top 10
strategic technologies; the continuing increase in the volume, variety and velocity of data, with its
attendant technology disruptions; and finally, the bigger picture and context of the abundance of themes
reflected in the enterprise information management (EIM) Hype Cycle. The trajectory is from the high-
level Gartner themes, to the more specific D&A groupwide ones. The Hype Cycle with its abundant
technologies gives the D&A leader a lot to choose from, but the final slide of the section emphasizes the
paradox of a scarcity of skills to capitalize on that abundance. Juxtaposing these two carries on the
theme of "scarcity and abundance" that ties the story together.
Page 5
CIOs and their business peers will have to do a huge amount of reskilling and expect a considerable
overhaul of the workforce. To help clients meet this challenge, we ran the survey to learn what the
leading enterprises do today to manage their talent and organization. The seven findings reveal practical
steps that CIOs can take to ensure their organizations' talent keeps up with the changing nature of
business. Three-quarters of IT and business executives expect that their organizations' skills will change
radically over the next 10 years. In April 2016, a Gartner survey proposed that "in 10 years, the skills
and knowledge in your organization will have little resemblance to the skills and knowledge you have
today." Some 77% of the 149 IT and business executives from across the globe who responded to the
survey agreed. Even if the anticipated changes took twice as long or were half as deep, the impact on
talent, skills and organizations would be acute.
One of the most striking findings in that survey is the difference between digital business leaders such
as Amazon and Alibaba is their talent and skills priorities. Leaders consider skills in data science and
big data — in other words, data and analytics skills — to be their No. 1 priority. Mainstream
organizations rate this category 10th. The importance of prioritizing the data and analytics skills needed
to be a digital business leader cannot be overemphasized.
"Survey Analysis: What Leading Enterprises Do Differently With Talent and Organization"
Page 6
Digital business is an overarching theme that covers how the blurring of the physical and virtual worlds
is transforming business designs, industries, markets and organizations. The continuing digital business
evolution exploits new digital models to align more closely the physical and digital worlds for
employees, partners and customers. Technology will be embedded in everything in the digital business
of the future. Rich digital services will be delivered to everything, and intelligence will be embedded in
everything behind the scenes. We call this mesh of people, devices, content and services the "intelligent
digital mesh." It's enabled by digital models, business platforms and a rich intelligent set of services to
support digital business. IT leaders must respond to the disruptive technology trends enabling this
future.
Our top 10 strategic technology trends include three groupings of complementary trends that are
mutually reinforcing, with amplified disruptive characteristics:
• The intelligent theme builds on the way in which data science and programming approaches are
evolving to include AI and advanced machine learning.
• The digital theme focuses on blending the digital and physical worlds to create an immersive,
digitally enhanced environment. In the digitally enhanced mesh, the digital world is an
increasingly detailed representation of the physical world.
• The mesh theme refers to exploiting connections between an expanding set of people and
businesses, as well as devices, content and services, to deliver digital business outcomes.
"Top 10 Strategic Technology Trends for 2018"
Page 7
Note: The top 10 strategic technology trends report is updated annually, in October.
Page ‹#›
When it comes to top technology investments, business intelligence (BI) and analytics persist in the top
spot year after year across all performance levels. Top performers are more likely to mention BI and
analytics than the other two groups, but it is clear that this capability is seen by all three as the key that
unlocks the digital value door.
Advanced analytics (that is, predictive and prescriptive) are fundamental to customer, citizen and user
engagement. Analytics underpin the mediation and value exchange occurring in digital ecosystems.
Physical products are being extended through their digital twins, from which new services and sources
of revenue are channeled. The exponential growth of data, especially in Internet of Things (IoT)
implementations, leads to distributed and embedded analytics, and to accompanying capabilities such as
logical data warehouses and in-memory computing. In terms of other technology investments, there are
some interesting data points. For all but the top performers, ERP remains a large investment, as
highlighted in the figure. Why the difference? Unlike BI and analytics or other top-performer
investments, top performers have shifted investment away from traditional ERP. Top performers have
likely invested enough to modernize ERP (which really may mean they've taken it off-premises and
minimized their ERP legacy debt), and they have shifted that investment to higher-return activities. One
final and crucial point: Analytics are valuable only if the data they show can be trusted. So although it is
never a "top focus," D&A leaders must recognize the critical importance of data management in
delivering the insight that leaders expect with advanced analytics.
"The 2017 CIO Agenda: Seize the Digital Ecosystem Opportunity"
"Build Alliances to Thrive in Business Ecosystems"
"Building the Digital Platform: The 2016 CIO Agenda"
Page 8
The goal of EIM is to exploit the data and analytics that has the greatest impact on improving business
outcomes. Therefore, strong EIM programs will be transformational in nature, and it will take several
years before most of the industry has achieved the necessary level of maturity. Our annual EIM Hype
Cycle documents and defines all of the important trends in the data and analytics space. But as you can
see, there is an abundance of trends and technologies to choose from. We recommend that you use the
Hype Cycle to assess your current projects and plan additional ones for your own strategic planning
horizon. You can customize a version of this or any other Hype Cycle using the My Hype Cycle cited
here. As always, note that any dated document will be updated on an annual basis, so make sure you
check the dates to ensure that you have the most current version.
"Hype Cycle for Enterprise Information Management, 2017"
"Toolkit: My Hype Cycle, 2016"
Page 9
The next 25 years will not look anything like the past 25 years. The story of IT so far has been the story
of the underlying technology and software infrastructure that supports it. We have lived by Moore's
Law, Kryder's Law and Metcalfe's Law: Computing power, network growth and storage efficiency have
continued to push technological advancement. Moore himself stated (in April 2005) that we have only
another 10 to 20 years until we reach a fundamental limit. As for Kryder's Law (the predicted
exponential increase of data storage capacity), it has allowed the storage of ever-greater amounts of
data. In some ways, this development has done more harm than good, encouraging a mentality that
allows ever more data to be stored without a real plan as to how to organize or use it. Metcalfe's Law
(the value of a telecom network is proportional to the square of the number of connected users of the
system [n2]) felt intuitively right and has recently been verified mathematically. Another fundamental
problem arises, however, when considering network effects and human beings. Clay Shirky summed it
up nicely in "A Group Is Its Own Worst Enemy," in which he states, "… finally, you have to find a way
to spare the group from scale. Scale alone kills conversations, because conversations require dense two-
way conversations. In conversational contexts, Metcalfe's law is a drag." We are experiencing this as the
old challenge of information overload, which although a rather "tired" term, it is still an unsolved
problem. We have not recognized that the underlying problem is a lack of models, analytics and skills to
deal with such overwhelming volume and detail. An abundance of information is valuable only if it can
be verified, analyzed and presented on a human scale. Unless we do that, our decisions will degrade.
The past 25 years belonged to computer scientists, information scientists, network designers and other
specialists. The next 25 years will require new strategies, tools, models, roles and skills. Many of the
practitioners and professionals will not be technical specialists, but business-focused generalists using
data as a tool and an enabler. The new users and practitioners, who take the fundamentals for granted,
are joining the older generation of data management and BI; however, we find these two groups lack a
shared understanding, a common language, and a set of approaches to data and information
management that are modern, integrated, cohesive and agile.
Strategic Planning Assumption: By 2018, more than half of large organizations globally will compete
using advanced analytics and proprietary algorithms, causing the disruption of entire industries.
Page 10
How do leading organizations deliver the highest value using D&A?

This section focuses on value in the economic sense. D&A programs will succeed only if they are
measured in terms of revenue contribution and cost reduction. Showing how data and analytics can
make an organization more efficient is a way to show business value.
Page 11

Each of these disciplines is made up of underlying capabilities for strategy, organization/people, process
and technology. Advancing competency within and across all three disciplines is vital. We provide
frameworks and models for all of these underlying capabilities. The most important of these are
described in detail on the following slides. Gartner's maturity model for EIM provides the building
blocks to achieve a strong EIM program. The maturity model will help data and analytics leaders
advocate EIM principles and resources within their organizations, by creating baselines around current
capabilities and techniques for advancing those capabilities to greater levels of maturity. It is important
to note that data management strategies are important not only for analytics programs, but also for
transactions and other data-related activities. Data management programs — governance, master data
management, metadata management — support all uses of data, not just analytics.
"2017 Strategic Roadmap for Enterprise Information Management"
"Gartner's Enterprise Information Management Maturity Model"
Page 12

Key challenges include advances in information management requirements, technology skills and the
vast range of data sources demanding an updated set of maturity indicators to help enterprise data and
analytics leaders. Effective enterprise information management requires equal and concurrent attention
to seven key building blocks: vision, strategy, metrics, information governance, organization and roles,
information life cycle, and enabling infrastructure. Even lines of business that increasingly circumvent
the IT organization and tend to their own information management needs require a set of signposts for
improved competency. Data management strategies must support all uses of data, not just its role in
analytics. We recommend that D&A leaders periodically assess EIM maturity (for example, annually)
using this maturity model to gauge and communicate improvements or degradation in EIM capabilities
over time, and to support the case for required alignment, leverage and linking of data and analytics
programs.
Plan the information strategy with particular attention to maturity indicators one or two levels above
your current level of maturity. Achieve similar levels of maturity across all building blocks to ensure
resources are optimized, wasted time and technology are minimized, and that one area does not drag
down the overall EIM program.
Page 13

One of the most important tasks that a CDO or other data and analytics leaders must complete is to turn
the demand for data management and business analytics into actionable strategies to deliver business
value. CDOs, chief analytics officers, and data and analytics leaders need to turn demand for business
analytics into measurable objectives. Gartner's strategy compass will guide leaders in the first step of
this process — that is, developing a comprehensive business analytics strategy.
Despite the vital importance of this task, organizations are still struggling to create D&A strategies. The
strategy compass is a way to conceptualize and structure the task of creating a strategy. D&A leaders
should view strategy as a continuous, dynamic process. This process should describe how to get to
where you want to get to, identify and allocate resources, define how to measure success, dynamically
adapt to changing circumstances, and act both proactively and reactively. The strategy compass
introduced in this research is key to identifying the important factors that need to be considered in any
comprehensive business analytics strategy.
CDOs, chief analytics officers (CAOs), and BI and analytics leaders must create a business analytics
strategy considering four factors:
• Demonstrate business value, while investing in innovation.
• Ensure your organization plays by the rules by using analytics governance.
• Identify the technology requirements that fit your needs.
• Support the business strategy with an organizational approach that fits within your culture.
"Use the Gartner Business Analytics Compass to Drive Strategy"
Page 14

Modernizing data management strategies will enable data and analytics leaders to balance their most
important objective — delivering the agile data management capabilities needed to support digital
business transformation — against the continued demands for cost reduction and operational efficiency.
Data management is an enterprise discipline that does not serve analytics alone. We fully recognize that
data management supports many other processes besides analytics and decision making. Finance,
logistics, HR management: All processes in the modern corporation are supported by data. Data quality,
data integration, metadata management, master data management and application management are
disciplines that must be practiced to process transactions, customer service, logistics and so on.
"Data Management Strategies Primer for 2017"
"Best Practices for Cost Optimizing Your Data Management Program"
Page 15

Gartner describes four analytics capabilities that ask different questions of data, use different tools and
techniques, and require varying levels of human input to arrive at a decision and ultimately take action.
Descriptive analytics answer, "What happened?" by querying data and summarizing key performance
metrics. These provide valuable insight to business leaders and decision makers who apply their
judgment and experience to make a decision — or ask additional questions — and ultimately take some
action when needed. Diagnostic analytics answer, "Why did it happen?" and is a more detailed,
interactive type of descriptive analysis. Gartner calls this out as its own category of analytics capability,
because it takes a different approach, often utilizes different applications (such as interactive
visualization and data discovery tools), and leads to more questions and insight, getting the decision
maker closer to a decision. In other words, we're beginning to rely more on the analytics and less on
human input to make a decision. Predictive analytics answer, "What will happen?" by recognizing
patterns and assessing likely outcomes using statistical or machine learning techniques. This ability to
provide forward-looking insights (not just past and present) provides decision makers with even more
information to support better decisions. Prescriptive analytics answer the question, "What should I
do?" by calculating the expected outcomes associated with decision options. Prescriptive analytics
deliver a "best" decision when objectives, constraints or criteria are specified. There are two scenarios in
which prescriptive analytics can be applied, shown in the figure above: decision support (where a
decision recommendation is returned to a human who accepts the recommendation or modifies it), and
decision automation (the decision determined by the analytics is carried out by the system
automatically). Use analytics in combination and build up a portfolio of capabilities to bring the
business process into fuller control, address a wider array of business problems in your organization
more effectively, and increase your analytics maturity.
Suggested Reading and Supporting Evidence
"Combine Predictive and Prescriptive Analytics to Drive High-Impact Decisions"
Page 16
Page 17

An initiative in an organization is only as good as the measurement capabilities to see if it is successful
or not. Metrics should be focused on shaping behavior in a way that helps to meet business goals. It
makes sense, therefore, to focus metrics on desirable behaviors that serve higher-level goals. Say, for
example, that the high-level business outcome is to increase customer retention by x%, which will
reduce costs and aid the bottom line. Understanding the drivers of retention — or the causes of customer
churn is the first step. What can we see in our performance metrics that could be changed or adjusted?
What incentives do people have to do what they do? How can they baseline what they are doing now
that doesn't help with retention and focus on those behaviors that do? This top-down approach (from
outcome to data, coupled with a bottom-up approach, enables decision makers to really give the right
incentives at the behavioral level. Too many clients have too many metrics and the wrong kinds of
metrics.
"Use Business Outcomes to Determine the Scope of the 'Business Process' to Be Improved"
Page 18

As data and analytics become pervasive in all aspects of businesses, communities and even our personal
lives, the ability to communicate in this language — that is, being data-literate — is the new
organizational readiness factor.
Gartner defines "data literacy" as the ability to read, write and communicate data in context, including
an understanding of data sources and constructs, analytical methods and techniques applied, and the
ability to describe the use case application and resulting value.
This is a two-way communication dynamic — writing/speaking and reading/understanding. Whether
translating to the board how data and analytics manifest in company use cases, explaining how to
creatively blend internal and external datasets, or describing advanced analytics techniques, the data and
analytics discipline is the new language of the digital economy (see "Mastering Data and Analytics:
'Table Stakes' for Digital Business").
"Information as a Second Language: Enabling Data Literacy for Digital Society"
Page 19
What actions and practices should a D&A leader and team implement next?
Page 20
Early adopters of the CDO role and the office of the CDO are pioneering a new organizational function
alongside IT, business operations, HR and finance. Data and analytics leaders can use our findings to
successfully drive digital business transformation in their enterprises. Although the office of the CDO is
a relatively new function, many respondents reported that they had been successful in establishing the
role, and it was generally perceived as positive. Of course, as with any new endeavor, there have already
been some high-profile CDO failures. These failures had more to do with the individual companies and
how the inaugural CDO chose to focus his or her attention. In most cases, the office of the CDO was not
abolished, but the CDO was replaced. This is only natural. Creating a new function that is working on
difficult problems, coupled with a scarcity of expertise, is bound to be difficult. It takes courage to be an
innovator, and those who understand how innovation works must accept that many of their efforts will
"fail." Failure is a better teacher than success, and we fully expect that most will succeed in time on the
institutional level if not the personal level.
"Survey Analysis: Second Gartner CDO Survey — The State of the Office of the CDO"
"Toolkit: Chief Data Officer Job Description"
Page 21
CDOs or their equivalents must create an actual or virtual organization that spans three main disciplines:
data and analytics expertise, data management maturity, and change leadership. Data management exists
to support analytics, and without data quality, data integration and related disciplines, analytics insight
cannot be fully trusted. Analytics programs must mature from traditional backward-looking historical
reporting to prescriptive and proscriptive future-oriented ones. Machine learning and data science skills
are in high demand, as sophisticated modeling and prediction become more mainstream. But a little-
recognized set of capabilities is also necessary. Data-driven culture and citizen data stewards and
scientists will necessitate a great deal of change. Business functions will now share responsibility for
data management — especially data quality — with their IT counterparts. Similarly, business leaders
who want to use data to make better decisions will need to understand and use self-service analytics
tools, which is the shortest route to insight. Gone are the days when relatively slow-moving business
processes were tracked and reported on weekly, monthly or quarterly. Real-time analytics — responding
to fast-moving and fast-changing conditions — will require that those who are running the process can
also obtain their own data and analytics insight in real time or at least near real time. All of that means a
shift in mindset, who does what and acquiring new skills. This is organizational change on a massive
scale, and that sort of change requires D&A leaders to understand the new science around performance,
change and change management.
Page 22
There is an emerging spectrum of role. There are many new roles, and many of these will be hybrid
business-and-IT blends. These include data modelers, information architects, subject matter experts,
data broker managers, information stewards, data policy owners, process owners and analysts,
statisticians, information and data scientists, even personnel from the legal and compliance departments,
and of course CDOs and CD(a)Os. More than three in four leading-edge organizations are already aware
that the skills and knowledge they have today will bear little resemblance to the skills and knowledge
they will need to survive and prosper in 10 years' time.
"Must-Have Roles for Data and Analytics, 2017"
"Survey Analysis: What Leading Enterprises Do Differently With Talent and Organization"
Page 23
What are the leading practices in data and analytics programs?

IT leaders such as CIOs regularly contend that they want to "get out of the report writing business" and
expand the notion of analytics from BI application development to enable the entire organization to
benefit from data and analytics. Data and analytics leaders should help CIOs evolve their technically
oriented BI competency centers into analytics centers of excellence with a broader set of capabilities
and domain knowledge. Specifically, focus on the five capability types — organization, project,
education, data and technology. Establish an ACE that provides for self-service enablement, enterprise
analytics, advanced analytics, prototyping, collaboration, knowledge transfer, and algorithm availability
among internal groups and even close partners. As analytics becomes pervasive, D&A leaders must
support both central and distributed analytics functions. Most of it is carried out under varying labels in
isolation across business domains. This creates a need for organizations to harmonize the decentralized
analytics into a leveraged strategic discipline. We recommend adopting a common definition and
framework for describing and optimizing the landscape of domain analytics to improve productivity
across the organization. Also, use analytics heat maps to describe and prioritize the various capabilities
and domain analytics opportunities across your portfolio. A center of excellence providing support and a
framework for analytics governance is how to prevent self-sufficiency and empowerment from turning
into anarchy and chaos.
"Domain Analytics: Harnessing the Pervasive Nature of Analytics"
"The 30 Capabilities That Your Analytics Center of Excellence May Be Lacking"
Page 24
What are the leading practices in data and analytics programs?

Becoming a data-driven organization by implementing information management and advanced analytics
technologies and practices comes down to one thing: behavioral change. We are asking people to give
up old ways of doing things, to invest in new learning and to take risks. We must persuade people that
the new way of doing things is better. We need both behavioral and cultural change to succeed. There
are many theories of leadership and many change management methodologies. "Change management"
as a discipline is an old idea, and many of the older methods did not work. Decision science and change
enablement are newer and more promising fields that draw on neuroscience with more scientific ways
of leading change. To change outlook and behavior, you need three things: a theory of motivation, a way
of modeling the change, and an understanding of the change process. Change cannot be accelerated —
individuals change at different rates, and those rates vary from person to person and project to project; it
is completely contextual. Time is the relevant factor in establishing direction, aligning people,
motivating and inspiring. The final component to getting change to happen is leadership. Certain types
of leadership have been proven to work better than others, but there are no hard-and-fast rules.
Leadership can be contractual or inspirational; coercive or consensual. You need three things: a clear
vision and a plan, emotional engagement, and courage. A leader's primary obligation is to keep people
safe; at work, that means reassuring them they will meet their professional goals and management
objectives, and helping them to do that. If you cannot truthfully do this, then you need to be honest
about it. The best leaders are humble, transparent, empathetic and politically astute — in a good way!
They deliver bad news as well as good news; they talk about things going wrong and how to fix them,
rather than pointing the finger of blame. Of course, you can lead in other ways, but in data and analytics
programs, the people you are leading have the option not to change, not to follow you. To show
leadership, you must show personal involvement and commitment.
Page 25
"Use Individual Adoption Styles to Bust Through Organizational Change

Resistance"
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Leadership Vision for 2018: Data and

What is leadership in the digital age for a D&A leader?

The Data and Analytics Story, 2018

What is leadership in the digital age for a D&A leader?

How do leading organizations deliver the highest value using D&A?

How do leading organizations deliver the highest value using D&A?

How do leading organizations deliver the highest value using D&A?

How do leading organizations deliver the highest value using D&A?

How do leading organizations deliver the highest value using D&A?

How do leading organizations deliver the highest value using D&A?

How do leading organizations deliver the highest value using D&A?

How do leading organizations deliver the highest value using D&A?

How do leading organizations deliver the highest value using D&A?

What are the leading practices in data and analytics programs?

What are the leading practices in data and analytics programs?

"Use Individual Adoption Styles to Bust Through Organizational Change

To assist you in delivering this presentation.

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