through other parts of the business. In other
words, employees must be aware of the
bigger picture.
Similar to any business proposal,
encouraging a data culture requires both
salesmanship and a value proposition. The
aim is to get employees excited about the
potential data can have, not just for their
organisation, but for their business function.
A way of doing this is by giving a practical
demonstration of how various types and
combinations of data can be used to
discover insights. For example, any individual
customer is likely to have their data held in
multiple systems and by different teams;
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from finance, to customer relationship
management, to customer support.
Auditing for progress
Each system will offer different insights into the
customer’s behaviour and by connecting these
data sources, businesses benefit from a more
holistic view of the customer’s life cycle. This
takes customer intimacy to the highest level. Another critical step in igniting a data-
driven transformation is conducting a
thorough audit of various business units and
departments. By analysing team structures
and processes, organisations can find out
how data is being used at every level.
With a recognisable figure at the top
lending their authority and influence to the
data cause, leaders can also not only rally
support for a data transformation across the
organisation, but also use this support as a
springboard to justify further investments
into data infrastructure. It also enables them to determine the areas
where data is being used effectively, allowing
the executive data leaders to identify and
work with the main agents of change
within these units to catalyse a wider data
transformation across the board. Similarly, it
allows businesses to identify potential risks,
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