The Doppler Quarterly Summer 2017 - Page 13

3. Reporting – As organizations improve their use of data, they begin to report on these integrated data sets. This Reporting phase is focused on providing visibility to common metrics and measurements so that staff have readily available information when making decisions. 4. Alerting – As organizations mature beyond solely accessing integrated data for decision making, they develop capabilities to alert key decision makers when common metrics look like they are on a negative trajectory. This enables rapid response by experienced staffers to make the neces- sary adjustments and corrections. 5. Engaging – The most mature organizations move beyond alerting and use data in all aspects of their business to measure, respond and improve. Organizations at this level of maturity have a culture that values data driven decisions and deep analysis of correlated effects and causation for events. Being a data driven organization means the simplification of all processes for decision making. This ensures that decisions can be automated, made quickly, and effectively measured and recovered from if failures do occur. All processes should be broken down into discrete elements and automated where possible. There will inevitably be areas of the organization that will require manual input in various phases. But the key is to minimize those, and eliminate them as bet- ter data becomes available for decision making. One way to prioritize this transformation of decision-making processes is to measure the cost of a decision. Decisions that have a low cost of failure, or high rate of return should be automated first. Decisions that have a higher cost of failure, often including the impact on human life, should be the last to auto- mate until the appropriate safeguards and checks are in place to eliminate the risk of negative consequences. This process of re-engineering will be dependent on the staff who understand the processes today and thus will be tasked with the automation of those processes. Cultural habits will have to be developed to encourage staff to think in new ways, let go of job functions that were once manual, and encourage collaboration around integrated data sets to better facilitate decision making across departments. This cultural change will require new skills, both technical and soft skills, to enable staff to be effective. Training should augment any outside hiring in the organization. This training should focus on enabling staff with new skills, both to make the transition to a data driven organization, but also to encourage staff to constantly improve their use of data. Creating a data driven organization involves making a simultaneous commit- ment to maturing people, processes and technology. The technology enables the process that is defined and executed by the people. A data driven organization integrates data sets, provides access, and encourages automation of discrete process elements. These organizations focus on the measurement of all deci- sions so that constant improvements can be made and staff enabled to focus pri- marily on exceptions, in order to provide maximum value to the business. SUMMER 2017 | THE DOPPLER | 11