BUILDING CONSENSUS
Steve Weiss empathizes with survey respondents and showcases that the work to be done is in fact difficult. But then offers means with which to make change.
In meeting the challenge of building culture within organizations, we’re still early in the journey. We still have yet to crest that hill in terms of having strong top-down leadership to build acceptance of a unified data culture and then to operationalize it organization-wide. That’s why these responses aren’t a surprise to me at all: You must build consensus in every group and every employee throughout your company. It’s not always easy. There’s both opportunity and threat here. If you’re an organization where many people, for example, in sales and marketing are not in alignment with the strategic work the data team is doing, ask yourself, “Why isn’t one side getting the time to have some
“Data-literate organizations are attractive to, and offer a great path for, people who know how to be an effective change agent.” good, strong conversations with the other?” Has anyone asked the skeptics what they need in order to be convinced? Is it a cultural thing? Or is it the fact that the skeptics are pragmatically saying “If I had better data, if I had stronger reporting and stronger analytics, I’d be able to build success?” This is serious: Being a truly functional data-driven organization is absolutely imperative to your success and survival. You look around the country and around the world and see how many orgs are actually having overt success with establishing data leadership, and the delta between those who are doing it and those who are lacking is opening up competitive gaps. There are a lot of opportunities for education that we measure at LinkedIn Learning. Many enterprises still have a long way to go, but that’s not surprising because when you’re talking about top to bottom organizational change and adoption of new ways of looking at how to do business, it is hard. Every organization, every culture, is a little bit different. Every
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