In three steps to a data-driven organization — Step 1: setting up a data-driven vision for working — A few tips from Summiteer Jurre van Gool

The desire to work in a more data-driven way is not surprising. There is a lot of data available for organizations and data-driven work leads to the realization of more added value. In order to be truly successful in working in a data-driven way, it is important that the entire organization goes along with this, based on a clear vision of working in a data-driven way. How do you set up a data-driven approach? In any case, take these 3 tips with you.

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Data-driven work is human work

Data-driven work is never the goal. We ask organizations questions such as: “What added value do you want to achieve with this? What does it bring and for whom?” Summiteer Jurre van Gool has expertise in the field of data-driven work. What is his view on the subject? How does Jurre contribute to creating added value for organizations?

“Helping organizations develop, with an eye for behavioral change and attention to people. In my opinion, Summiteers is very good at that! The attention for people attracts me in Summiteers' proposition. Personally, I also find this very important in organizational transformations in the field of data-driven work. That's where the difference is made in my experience.”

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The three steps to a data-driven organization

When Summiteers helps organizations further develop in the field of data-driven work, we identify high over three logical steps.

Step 1: Setting up a vision for data-driven work. The vision answers questions such as:

• Where will our customers be in 3 to 5 years? What do they expect from us?
• So where should we be as an organization in 3 to 5 years?
• What added value do we want to achieve?
• What opportunities does data (driven work) offer us for this?

Step 2: Translating the vision into a data-driven approach. Among other things, the strategy answers questions such as:

• What is our plan to achieve our vision? So what steps (plateaus) do we see in front of us? What do our people need to make the vision a reality?
• What preconditions do we need to fill in for this?
• What is the relationship between them and when do we do what?

Step 3: Executing the strategy. The strategy execution answers the questions:

• How is the necessary organizational transformation initiated and maintained?
• How do we control the organizational transformation and how can we make adjustments?
• How do we fit implementation into the context of the organization and employees?

In this article, we give three tips for step 1: setting up a vision for data-driven work. Tips for steps 2 and 3 come in the following articles.

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Tip 1: Take added value as a starting point

When forming a vision, it is tempting to look outward, for example at cool data-driven applications in the market. Organizations also often look at new tools and technologies. This then leads to nice vague statements such as: “Our competitors are using Artificial Intelligence! So we also have to do 'something' with this. Can't we apply this to our processes?”

This outward view makes sense, isn't it? This perspective offers you a wide range of options and concrete examples of valuable applications. Handy! Afterwards, we will still look at how this can be incorporated into our own organization. In our view, this is exactly the wrong order for developing a valuable vision for data-driven work.

Take your customer as a starting point and from there, look at the added value for your own organization for the vision of data-driven work! This way, you ensure that the organization focuses on achieving as much added value as possible. Of course, you can get inspiration from the market, or based on new tools and technologies. But this is not the starting point.

To ensure that you reason from the added value for your own organization, you can ask the following questions during the vision formation:

• What do our customers want in 3 to 5 years? Do they all want the same thing?
• What does that mean for our proposition?
• What is the role of data in this?
• How do we see that in our organization?

And above all, enter into a dialogue with your customers about this. Involve employees who are in direct contact with customers. Ask them what's relevant and what's not. Only when you have that in focus is it time to take a look at what is possible outside. Then bring that together.

And last but not least: the more complex and general the text in your vision document or plate, the less useful it is to you. A vision should inspire and show a beautiful view, but also provide clarity. What is, what is not? Dare to choose.

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Tip 2: Invest in shared understanding

During the formation of a vision, it is useful if those involved speak the same language. And that's really easier said than done. Invest in this.

It is really an illusion to think that all employees have the same understanding of data-driven work. The CEO responsible for the success of the organization will certainly have a different view on AI or Big Data, for example, than a developer. And vice versa, of course. When forming a vision, you will have to invest in a shared understanding of data-driven work within the group with which you create the vision and the most common (container) concepts.

You are not going to bridge this difference in understanding all at once. However, it pays to invest time in a common basic understanding of data-driven working during visioning. Leaders within your organization will need to understand what is possible with data and how insights from data can be applied to the organization. In particular, try to make it concrete for your organization. In turn, the developers must understand the added value for the organization. And how the applications they developed connect as well as possible.

To ensure that there is a shared understanding, you can think of working methods such as:

• Presenting and discussing data-driven applications (demos and show cases to stimulate inspiration);
• Drawing up a joint definition list around common concepts in data-driven work. For example, also make it a quiz, which is fun but also very educational;
• Actively involving a sounding board group from the organization's employees during the vision formation process.

Tip 3: Be aware of risks and sensitivities

The possibilities of working in a data-driven way are almost endless. This is not without risks and sensitivities. Include these risks and sensitivities in the process of forming a vision. Not to frame the vision directly, but to ensure that discussions on these topics are started on time.

As an organization, you have a social (and legal) responsibility to deal with data ethically. While developing your data-driven vision, formulate a number of principles that guide the ethical use of data within the organization (and further elaborate these later in an ethical compass).

There are plenty of examples where applications lead to violations of social values and norms. This has an enormous impact on those involved. Everyone knows the benefits affair within the tax authorities, where many people got into unnecessary financial problems. You want to prevent this at all times. Start the discussion about the ethics of data-driven work as early as the vision formation.

To ensure that attention is paid to the ethical application of data-driven solutions, it pays to consider questions such as;

• What (social) responsibility does our organization have with regard to the use of (insights from) data?
• What is our ethical compass when it comes to data-driven work? How are we going to develop them?
• What social values do we subscribe to and what does this mean for the vision of data-driven work?

Summiteers

As Summiteers, we devote time and attention to properly understanding the customer, organization and employees. Everything starts with a clear picture of where you want to go as an organization and why. We help you clarify your vision of data-driven work and help turn this vision into a clear strategy. With attention to the team, of course. Because a strategy is only as strong as those who wear it. We support you in making a balanced roadmap towards your goal, in other words, a plateau planning. Once all plans have been worked out, we will initiate (and keep) the change in motion. In order to enable your organization to further develop into a data-driven organization.