Paralysis of Analysis - DATA

"Detailed examination of the elements or structure of something"

Analysis is the process of breaking a complex topic or substance into smaller parts in order to gain a better understanding of it. Data is short hand for “information,” and whether you are collecting, reviewing, and/ or analyzing data this process has always been part of Head Start program operations. 

Even in Children’s enrollment into the school requires many pieces of information.  The provision of health and medical services includes information from screening and any follow-up services that are provided.  All areas of a mind program – content and management – involve the collection and use of substantial amounts of information. 

Today, the use of data becomes even more crucial, as essential information must be managed within relatively short program seasons. As new requirements have been added, and new program initiatives launched, programs are increasingly expected to use data in meaningful ways. Many believe that data on its own has no meaning, only when interpreted does it take on meaning and become information.  By closely examining data we can find patterns to perceive information, and then information can be used to enhance knowledge.

Becoming “data-driven” has been a commonly professed objective for many firms over the past decade or so. Whether their larger goal is to achieve digital transformation, “compete on analytics,” or become “AI-first,” embracing and successfully managing data in all its forms is an essential prerequisite. Consistent with these goals, companies have attempted to treat data as an important asset, evolve their cultures in a more data-oriented direction, and adjust their strategies to emphasize data and analytics.

There are a variety of other possible explanations for the failure of large firms to achieve the goal of data-driven organization. Perhaps the pursuit of short-term financial goals pushes longer-term objectives like data-based cultures to the back burner. It may also be that the failure of some high profile digital transformation has led company leaders to be wary of transformation initiatives.

 Many business executives that we speak with have shared their frustrations that they are hoping to see greater agility from the technology organizations that support them. In response, many firms have established hybrid organizations, which include centers or excellence, analytic sandboxes, or innovation labs in efforts to derive benefits more rapidly from their data investments. 

A number of leading organizations are constructing these new functions with a combined team of business leaders, data scientists, and data engineers/architects, operating as internal “Strategic” teams to drive rapid results.

Survey by US students -

At a recent executive survey results, chief data and analytics officers from many of the participating companies commented that senior leaders who strongly advocate for data and analytics within their organizations are incredibly valuable, but more the exception than the rule. Several steps to address the issue were mentioned by the executives in attendance. 

One suggestion was not to focus on overall data-driven transformation in a large enterprise, but rather to identify specific projects and business initiatives that move a company in the right direction. They built a “Data Science University” with 400 students in US. This was undertaking a variety of communication initiatives to promote the successes of the survey. Another was trying to implement agile methods in key programs, while avoiding terms like “data governance” that have a negative connotation for many executives. 

The Thinker -

In spite of these efforts, none of the executives at the breakfast expected that these efforts would deliver rapid improvements in their firms’ data cultures.

Whatever the reasons for the failure to achieve transformation results from data initiatives, the amount of data continues to rise in business and society. Analytical decisions and actions continue to be generally superior to those based on intuition and experience. The companies in the survey are investing heavily in big data and analytics. In short, the need for data-driven organizations and cultures isn’t going away.

 Firms need to take a hard look at why these initiatives are failing to gain business traction, and what actions must be taken to reduce the cultural barriers to business adoption. Many companies have invested heavily in technology as a first step toward becoming data-oriented, but this alone clearly isn’t enough. Firms must become much more serious and creative about addressing the human side of data if they truly expect to derive meaningful business benefits.

Lastly, Analysis is essential in every aspect of life. Need to look at your goals, need to analyze how much you have accomplished, analyze future plans, analyze available opportunities, weaknesses, threats and remedies. With analysis only we can move forward and make progress.

                                                                                                                                                         - Ravi Kumar

Note -
   1. Back Burner means the condition of being out of active consideration or development.
   2.  Sand Boxes (Computer Security).