Mindset:

With the right mindset, data infects all aspects of the business. Regardless of role or degree, everyone prefers data-driven insights to intuition. People are more concerned with measurable results and delving deeper into data to determine what drives success. They evaluate concepts and develop new innovations via data-driven trials.

Commitment:

Organizations with ideal data cultures don’t just talk about data use; they take concrete steps to realise the true value of their data through actions, investment, and a willingness to change. Everyone considers data to be a company asset and treats it as such.

Everyone’s utilisation of data becomes a must and a top priority. Every conversation and meeting uses it. Data, not intuition, is used to make decisions. Processes are built from the ground up to generate data that is critical to the company’s long-term success.

Trust:

At the heart of great data cultures is trust. Executives foster a culture of trust by believing that employees are knowledgeable and capable, and that they can be trusted with the information they need to move their companies ahead.

People can develop a shared source of truth and context around data when they have widespread access to data. This empowers them to investigate and uncover new information. To strengthen that trust, these organisations invest in data quality and standards, ethics, and best practises. Supporting CDOs and CIOs as they build up the necessary platforms to promote data access and transparency is critical.

Talent:

People are at the centre of great data cultures. Critical thinking and data literacy are crucial to their leaders, and data skills must be a component of how they attract, develop, and retain personnel.

Leaders assist their employees by providing the training and assistance they require to improve their data literacy. They must also understand what data sources and tools are available and which must be developed in order to achieve long-term success. Important data skills and expectations should be outlined in job descriptions and employee development plans, and teams should design training programmes for all skill levels. Data usage should be paid as well.

Sharing:

Data cultures necessitate cross-team communication and data from a range of sources. It isn’t just about shared access, though. We’ve discovered that people are at their best when they share their expertise and offer assistance to others.

Several companies we know have established centres of excellence (CoEs) to promote data adoption. These CoEs have often become so good at sharing that they have evolved into communities where people can interact with data, find mentors, ask questions, offer advice, and help one another.

Creating a positive data culture is a continuous process. These five characteristics aren’t a to-do list in the traditional sense; in fact, your company is probably already excelling in a few of them. They are, instead, the components that allow one to work. None of them are quick solutions. They are fundamental, deep changes that must occur at all levels of your business.