Three steps to a data-driven organization - Step 3: implementing the strategy for data-driven work - Some tips from 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. To be really successful at this, it is important that the entire organization goes along with this, based on a clear vision. You then translate this vision into a strategy. In the previous articles, you read how to draw up a data-driven vision and how to translate this vision into a strategy. In this last section, you will read three tips for the most crucial phase: how do you actually implement this strategy for data-driven work?

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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 we help organizations further develop in the field of data-driven work, we identify three logical steps. This article is about step 3.

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

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

In this article, Jurre gives the three most important tips for this phase. You can find the tips for phase 1, setting up a vision for data-driven work here. You can find the tips for phase 2, translating the vision into a data-driven approach here.

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Tip 1: Make a plan and plan for its implementation

The data-driven approach is there, but how are you going to implement it now? This is often one of the most important questions we face as Summiteers. The vision and strategy describe the 'what', but often there is not a word about the 'how' on paper.

This is the most exciting part! Take your data-driven strategy and make sure that the first steps of the transformation are razor-sharp. A question like: “Does your strategy already take into account the execution power of your organization?” is very important for step 1. You must organize sufficient execution power for the change. That does not come naturally. To do this, you can make use of the plateau planning and phasing. It is also important to provide a joint starting point where the vision, strategy and first steps are clear to everyone involved. This makes it easier to initiate the transformation. The following platforms may be even less sharp. Kick the start! And above all, be prepared to recalibrate the plan as often as necessary, because as the famous saying goes: “A battle plan is perfect until the first shot gets fired”.

It is crucial to think carefully about decision-making processes and their roles and responsibilities beforehand. These issues can be very complex, especially when it involves an organization-wide transformation. This decision-making can take place in a program council, project groups, sounding board groups and legal and/or ethical boards. In addition, it can of course be organized along the lines of Agile with squads, etc. And combinations of these are also possible. It is important that the relationships between those involved are clear and that the roles and responsibilities between them are clearly described. Who can decide when and what?

By clearly investing the responsibilities in the organization, you create ownership for the change. We see many organizations struggling with the question of how they can create ownership for the transformation into a data-driven organization among employees. It is not possible to ensure that employees feel (co-) responsible for the transformation and act accordingly. This requires clearly expressing expectations, giving them confidence and knowing what to ask of the specific employees. The employees who are eager to contribute ideas about new data-driven solutions are the ones you can give ownership of the transformation. For example, in the form of a “coalition of the willing”, a sounding board group, or as the leader of a (sub) project. Another tip: light success. If change takes place in the right direction: celebrate it, give it a stage. But even if something doesn't go quite the way you wanted: celebrate your mistakes, don't stop them.

To ensure that you initiate and keep the transformation underway, you can ask yourself the following questions, among others:

• How do I get started? What are the first steps we can take? Do we have an idea of what execution power we need?
• How do we set up the decision-making processes? What kind of meetings are necessary for effective decision making? Who has what responsibility?
• How do we create ownership? Who can give this trust? Who is going to help us keep the transformation going?

Give sufficient priority to answering these “how” questions before you start. This prevents the implementation of the strategy from coming to a standstill as soon as challenges, risks or opportunities arise.

Tip 2: Involve your stakeholders in the change

It's something we often hear from employees during challenging transformations into data-driven organizations where progress is limited: “We haven't lived through the vision and strategy together”, or: “I don't understand why we're actually doing this” and “what does this actually mean?” The organization's employees are not well aware of the 'what' and 'why' of the transformation. And that's not surprising. Because a data-driven vision and strategy is often devised at the management level. In that phase, little attention is often (unfairly) paid to support. How do you ensure that your employees also go through this? Good communication is essential here. And this is not just limited to those directly involved.

A transformation to a data-driven organization often involves multiple bodies. However, the stakeholders of the transformation do not consist solely of these people. Stakeholders mean all parties that can influence the project or who are affected by the project. This includes, for example, employees, shareholders, the government or customers. It is complicated to take into account the interests and influences of all these parties during the project. However, this is important for the end result. How do you ensure that there is support for your goal?

Make sure you communicate to each stakeholder at the right time and in the right way. This can be a project update to a working group, sharing the successful rollout of a data-driven solution with employees to announcing improved services using data to end users. This is professional work and requires good communication skills. For example, make sure that 'the tone-of-voice' appeals to the target group and think about what information the target group needs and which medium is most effective for this.

Don't underestimate the power and necessity of repetition. Repeat the “what” and “why” of the transformation. Short periodic updates are far more effective than one major comprehensive update. At Summiteers, we work this out in a structured communication plan for the transformation and make this part of the project planning. In doing so, we often work together with the communication department. They are well aware of the most effective way of communicating within an organization. As a result, we are able to take the employees along properly.

To ensure that you activate and include your stakeholders, you can ask yourself the following questions, among others:

• How do I live up to the vision and strategy of working in a data-driven way with my organization? What steps do I see in front of me?
• How do those involved want to be informed? Which information is important to whom? What are the interests and influences of these stakeholders?
• How do I keep communicating periodically? What medium do I use to communicate with my stakeholders?

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Tip 3: Work collaboratively on professional behavioral development

The biggest issues in transformations to a data-driven organization are often not about content or process. Organizations are inclined to look for substantive or process-based solutions first. As a result, people often forget to take a critical look at the impact of behavior on the success of a transformation or change. We're talking about how people behave, both on and under the table. Sensing and understanding the dynamics of change. And how these employees are able to influence the dynamics in a positive way.

Behavior can be relevant to pay explicit attention to during a transformation for various reasons. It can be a source of challenges. Examples include agreements in a project context that are not followed up or when employees are afraid to ask anything. A positive example of attention to behavior is improving team dynamics that lead to higher efficiency and motivation.

An important starting point for strategy execution is that the transformation is carried out together with the employees of the organization itself. So not “rolled out over” but “rolled out with”. Ask employees how they can learn as much as possible from their involvement in the project. Engage them. This way, you ensure ownership and you can also help employees take steps in their own professional development.

Working on professional behavioral development can be challenging and new. To ensure that you can work with your employees on professional behavioral development, you can ask yourself the following questions, among others:

• What are the challenges in the transformation? In terms of content, process and behavior?
• What kind of behavior do we have that is effective? Which behavior is ineffective?
• What do we need to grow on to be able to work even better together?

Our final advice: pay attention to the behavioral component in the transformation. You'll be amazed at the impact on its success!

Summiteers

As Summiteers, we devote a lot of 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 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.

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