While technology has given us the
ability and tools to peer into the smaller spaces of our organizations, the
ubiquity of data has remained a constant for as long as organizations have
existed. Data in this context is the
raw, unrefined existence of information available to be harnessed to better
relate the story of where we came from, who we are today, and what we are
capable of becoming tomorrow. Now, more
than any time in our history, we have the ability to gain a balanced and
objective definition of our existence.
Data is a living, breathing,
being; it needs to be nourished, tended, and trained. Effective analysis of that data is a
combination of science and art: logical,
objectively based systems and tools used in combination with innovation,
sensitivity, and human subjectivity.
Data becomes the paint and our tools the brush to depict the reality or
sense of reality we decide to portray.
In perfect balance, data transcends both and becomes a vessel in which
we can purposefully navigate towards idealism.
The impact of true analysis can
be seen in its ability to prove or disprove hypotheses as much as its ability
to create action. Lacking either not
only takes the art from it, but keeps it from developing into a productive
member of your organization. When
developed properly, data is the catalyst for improvement and productivity.
Much like any members of your
team, information must be treated as an integral part with emphasis placed on
its development and ongoing benefit to the organization. Like the others, it must be kept engaged
through continuous development and an ongoing dedication to its growth. Data
has its own personality, and like any other employee can be impacted by
cultural, social, and economic issues. When
given autonomy, it can help create harmony, when stifled it will only tell us
what we want to hear.
Not all data is beneficial, and
in some cases unnecessary. Working
through the process to determine the value of your information capital is
similar to the process of determining effectiveness of your human capital: consistent feedback, coaching, and
evaluation. Focusing too much on
non-productive data has the possibility of draining resources and creating
vacuums in your organization.
Data is prevalent in every
organization. The more successful ones
have an understanding and deep appreciation for need to listen to it, nurture
it, collaborate with it, and ensure that it receives the free reign to be an
effective part of the team. Your data
is an asset and should be treated with respect.
Data should never be a CEO, CFO, CTO, CIO, or even a VP of any
organization, but I would argue that it fits very well as the Chief of Staff or
Aide-de-camp of every organization.
