Mustafa Degerli - 2016 - Define the Scope of the Organization and Assess Its ...Dr. Mustafa Değerli
Mustafa Degerli - 2016 - Define the Scope of the Organization and Assess Its Goals - Organizational Design
Organizational design
Characteristics of a well-designed organization
Outline of the step-by-step approach
The information-processing view
Organization
Scope
Goals
How can a hard-bid construction project achieve effective team integration without a contract specifically requiring it? Collaborative Scheduling, including Pull Planning, is an effective alternative to Critical Path Method (CPM) for hard-bid projects with multi-prime contractors.
One of the ways to achieve mission and financial sustainability is to develop flexibility in the system. Flexibility allows an organization to be more adaptive and creative in a changing environment, and allows leadership to thoughtfully respond to these changes rather than react in ways that may damage the organization in the longer-term. Both revenue and expense provide opportunities for increasing flexibility. This discussion-based lesson, developed by National Arts Strategies in partnership with Peter Frumkin, Ph.D., will help your senior team examine and discuss your financial flexibility.
Your organization deals with many challenges presented by internal and external accountability demands. You are always looking for ways to improve operations, to anticipate and be more responsive to competitive pressures, and to define meaningful performance goals that render your work concrete in stakeholders’ eyes. Creating a dashboard or scorecard can help. A dashboard can be an excellent tool for focusing board and CEO attention on what matters most. It can help overcome asymmetry between the precision of financial and mission measures. This lesson, developed by National Arts Strategies in partnership with Peter Frumkin, Ph.D., can be used to help you build a scorecard or dashboard for your organization.
Mustafa Degerli - 2016 - Define the Scope of the Organization and Assess Its ...Dr. Mustafa Değerli
Mustafa Degerli - 2016 - Define the Scope of the Organization and Assess Its Goals - Organizational Design
Organizational design
Characteristics of a well-designed organization
Outline of the step-by-step approach
The information-processing view
Organization
Scope
Goals
How can a hard-bid construction project achieve effective team integration without a contract specifically requiring it? Collaborative Scheduling, including Pull Planning, is an effective alternative to Critical Path Method (CPM) for hard-bid projects with multi-prime contractors.
One of the ways to achieve mission and financial sustainability is to develop flexibility in the system. Flexibility allows an organization to be more adaptive and creative in a changing environment, and allows leadership to thoughtfully respond to these changes rather than react in ways that may damage the organization in the longer-term. Both revenue and expense provide opportunities for increasing flexibility. This discussion-based lesson, developed by National Arts Strategies in partnership with Peter Frumkin, Ph.D., will help your senior team examine and discuss your financial flexibility.
Your organization deals with many challenges presented by internal and external accountability demands. You are always looking for ways to improve operations, to anticipate and be more responsive to competitive pressures, and to define meaningful performance goals that render your work concrete in stakeholders’ eyes. Creating a dashboard or scorecard can help. A dashboard can be an excellent tool for focusing board and CEO attention on what matters most. It can help overcome asymmetry between the precision of financial and mission measures. This lesson, developed by National Arts Strategies in partnership with Peter Frumkin, Ph.D., can be used to help you build a scorecard or dashboard for your organization.
PATRI 03. Transferability for Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the systematisation, replicability and transferability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI Framework For Scaling Social Impact - Rizwan TayabaliRizwan Tayabali
Comprehensive DIY Framework to help non-profits and social enterprises to scale their impact. The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale. Each stage is presented as a step-by-step flow, with guidelines to help you address each aspect of solution design and operational readiness culminating in an internal scaling plan, and a formal proposal for raising funds or support for your scaling ambitions.
A presentation given by John Chapman to the APM Planning, Monitoring and Control SIG and guests at the University of Warwick, Coventry 2015.
John Chapman, Touchstone – Benefits dependency diagrams should be simple. Use timelines to identify when benefits realisation will occur.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
Lean daily work management system at the core of its operationsglobalsevensteps
Lean Daily Management System (LDMS) comprises of fundamental components for dealing with the presentation of tasks from operations. LDMS helps in improving overall performance of the organization through effective management of key tasks and timelines.
How to create an effective lean daily work management systemglobalsevensteps
With Lean Daily Work Management System at the core of its operations, an organization will be able to quickly identify deviation, start solving problems and make strategy deployment a success.
CHANGE MANAGEMENT REPORT 7
Change Management Report
Student’s name
Institution Affiliation
Date
Introduction
T-Moble, is a 4G LTE nationwide network that aims to deliver outstanding and best wireless experiences to customers who are looking for the best quality and value networks. T-Mobile operates under traditional management approach which is not compatible with being a sustainable organization. For T-Moble to remain competitive in the developing wireless industry, a change in a continuous process improvement culture is necessary. The management wants to explore integrating a corporate social responsibility program as their initial stage to becoming a sustainable organization. The CEOs can use Kotter’s model to carve a path of vision and focus for the 50,000 employees it employ’s. .Associations must arrangement for change keeping in mind the end goal to stay applicable in their industry. Anticipating change begins with a dream of what the organization might want to accomplish later on. Extend objectives must be characterized to take after change administration goals. The following stride is the proposed activity arrange for, which epitomizes the formation of progress. When thoughts are supported, a built up strategy for estimation ought to take after. John Kotter presented the "Kotter's 8 stage change model" to enhance an association's capacity to change and to build its odds of progress
Kotter’s Change Model Steps
Step 1 – Create a sense of urgency
This first step is making employees aware of the need and urgency for a change, support will be created. This requires and open, honest and convincing dialogue. This convinces employees of the importance of taking action. This could be accomplished by talking with them about potential threats or by discussing possible solutions.
Step 2 – Create a guiding coalition
It is a good idea to establish a project team that can occupy itself with the changes the organization wants to implement. This group manages all efforts and encourages the employees to cooperate and take a constructive approach. This coalition is made up of employees working in different jobs and positions so that all employees can rely on the group and identify themselves with the team members. Because of the open character, the groups can also function as a sounding board, which enables an open communication.
Step 3 – Create a vision for change
Formulating a clear vision can help everyone understand what the organization is trying to achieve within the agreed time frame. It makes changes more concrete and creates support to implement them. The ideas of employees can be incorporated in the vision, so that they will accept the vision faster. Linking the adopted vision to strategies will help employees to achieve their goals.
Step 4 – Communicate the vision
The most important objective of step 4 of Kotter’s 8 step change model i ...
PATRI 03. Transferability for Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the systematisation, replicability and transferability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI Framework For Scaling Social Impact - Rizwan TayabaliRizwan Tayabali
Comprehensive DIY Framework to help non-profits and social enterprises to scale their impact. The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale. Each stage is presented as a step-by-step flow, with guidelines to help you address each aspect of solution design and operational readiness culminating in an internal scaling plan, and a formal proposal for raising funds or support for your scaling ambitions.
A presentation given by John Chapman to the APM Planning, Monitoring and Control SIG and guests at the University of Warwick, Coventry 2015.
John Chapman, Touchstone – Benefits dependency diagrams should be simple. Use timelines to identify when benefits realisation will occur.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
Lean daily work management system at the core of its operationsglobalsevensteps
Lean Daily Management System (LDMS) comprises of fundamental components for dealing with the presentation of tasks from operations. LDMS helps in improving overall performance of the organization through effective management of key tasks and timelines.
How to create an effective lean daily work management systemglobalsevensteps
With Lean Daily Work Management System at the core of its operations, an organization will be able to quickly identify deviation, start solving problems and make strategy deployment a success.
CHANGE MANAGEMENT REPORT 7
Change Management Report
Student’s name
Institution Affiliation
Date
Introduction
T-Moble, is a 4G LTE nationwide network that aims to deliver outstanding and best wireless experiences to customers who are looking for the best quality and value networks. T-Mobile operates under traditional management approach which is not compatible with being a sustainable organization. For T-Moble to remain competitive in the developing wireless industry, a change in a continuous process improvement culture is necessary. The management wants to explore integrating a corporate social responsibility program as their initial stage to becoming a sustainable organization. The CEOs can use Kotter’s model to carve a path of vision and focus for the 50,000 employees it employ’s. .Associations must arrangement for change keeping in mind the end goal to stay applicable in their industry. Anticipating change begins with a dream of what the organization might want to accomplish later on. Extend objectives must be characterized to take after change administration goals. The following stride is the proposed activity arrange for, which epitomizes the formation of progress. When thoughts are supported, a built up strategy for estimation ought to take after. John Kotter presented the "Kotter's 8 stage change model" to enhance an association's capacity to change and to build its odds of progress
Kotter’s Change Model Steps
Step 1 – Create a sense of urgency
This first step is making employees aware of the need and urgency for a change, support will be created. This requires and open, honest and convincing dialogue. This convinces employees of the importance of taking action. This could be accomplished by talking with them about potential threats or by discussing possible solutions.
Step 2 – Create a guiding coalition
It is a good idea to establish a project team that can occupy itself with the changes the organization wants to implement. This group manages all efforts and encourages the employees to cooperate and take a constructive approach. This coalition is made up of employees working in different jobs and positions so that all employees can rely on the group and identify themselves with the team members. Because of the open character, the groups can also function as a sounding board, which enables an open communication.
Step 3 – Create a vision for change
Formulating a clear vision can help everyone understand what the organization is trying to achieve within the agreed time frame. It makes changes more concrete and creates support to implement them. The ideas of employees can be incorporated in the vision, so that they will accept the vision faster. Linking the adopted vision to strategies will help employees to achieve their goals.
Step 4 – Communicate the vision
The most important objective of step 4 of Kotter’s 8 step change model i ...
1. Companies could use the System Development Life Cycle (SDLC) to.docxjackiewalcutt
1. Companies could use the System Development Life Cycle (SDLC) to get projects likes these started. The SDLC has four phases that a project will follow to be organized, developed, and executed. The phases are:
· Phase 1- System Planning and Selection
· Phase 2- Systems Analysis
· Phase 2- System Design
· Phase 3- Systems Implementation and Operation
The SDLC is a tool that helps improve organization and techniques. The SDLC also helps your company strive to success. Information system projects get started in many ways though it really would depend on the organization needs and or goals. The goals set within the organization will drive the selection process of implementing a new information system in multiple ways; this include modifying an existing Information Systems to improve its performance, it could be that the organization want to take advantage of some opportunities. The main purpose of Information Systems is to Collects data, processes it into information then converts information into knowledge for a specific purpose.
2. An organizational information system relates to a companies strategy because the SDLC is made to fit the company not the company fit to the SDLC. What I mean by this is you can have two companies using the SDLC, this does not mean both plans will be the same. The plan chosen will be the one that will suit the company and employees best. Strategy affects the information systems a company develops and uses because that will be the plan that fit the company’s goals and needs for success. An efficient organizational information system and must align with the company strategy in order for it to work efficiently and correctly, the more related it is the better it is, if these are not related the success would be a lot less and hence we need the success of the company if not there would be no purpose of having am information system established and set in place as it should be set up to help the company be more efficient and successful.
4. Jim’s next step is to benchmarking the company this would help him determine how the company is fairing comparing to its competitors. After that Jim will have to implement a new information system that you would attract new traffic/customer to the organizations. Then Jim could create the SDLC chart, decide who he wants to be a part of his team, have a JAD session with his team and execute his plan. Set weekly or monthly goals to meet. Create a survey for customers to provide feedback from customers. Make sure his project is known by the community when it is ready to be launched.
1. There are many reasons that cause the difference between information system plans and the reality. To begin with, lack of understanding the user needs leads to failure of the whole project. Success of any project is usually governed by the scope of the project and the main objective underlying formulation of the project. When the management fails to understand the scope then the project is always doomed t ...
In this webinar, Build Consulting expert Peter Mirus explains how to build a technology roadmap that will guide your organization to a successful future.
Peter draws on years of experience consulting with nonprofits on technology projects to give you practical steps to implement quickly.
Don’t miss this chance to learn how your organization can create a technology roadmap that is right for you.
As with all our webinars, this presentation is appropriate for an audience of varied IT experience.
What is Business Architecture? Business Architecture is a powerful tool for planning your initiative roadmaps. Using capabilities as the basis for your planning enables strategic alignment across the business and IT, creates a common taxonomy and makes it easy to scope work and identify change impacts.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/make-change-that-lasts/
Change is the only constant. – Heraclictus, Greek Philosopher
Change is the only constant in the work environment
Whether you are shifting office to another location, adopting a new practice or process, implementing an IT system, or re-engineering the business processes for an organization, change happens to everyone all the time.
However, many change initiatives have been short-lived as a result of the failure to manage and sustain the change.
For change to be successful and enduring, do take note of the key factors impacting change below:
1. Commitment from the top
To manage a change initiative, e.g. Lean transformation, there has to be constant commitment from the top management.
Conduct regular management reviews of the change implementation progress versus the plan to ensure that the roadmap and scope of change is well-defined, timelines or key milestones are adhered to, and resources such as people, time and money are put in place where they are needed.
2. Future state vision
Define and rally around a compelling vision for the future state. What are the potential threats? How urgent is the change? What are the risks if the organization does not change? How will you know when we get there?
Present the facts and findings such as flat earnings, rising costs, decreasing market share, and other relevant key indicators where necessary to create awareness and convince employees to buy-in to the change initiative.
Identify the key resistance issues and stakeholders who are impacted by the change and address them. Be prepared to deal with emotional and political issues.
Create a compelling vision and an urgency for change so as to move people out from their comfort zones to a change in behavior and the way they value-add to the business and customers.
Sometimes it’s hard to know what statistics are worthy of trust. But we shouldn’t count out stats altogether … instead, we should learn to look behind them.
Predictive analytics encompasses a variety of statistical techniques from predictive modelling, machine learning, and data mining that analyze current and historical facts to make predictions about future or otherwise unknown events
Data visualization is the presentation of data in a pictorial or graphical format. It enables decision makers to see analytics presented visually, so they can grasp difficult concepts or identify new patterns
Think Like a Data Scientist presents a step-by-step approach to data science, combining analytic, programming, and business perspectives into easy-to-digest techniques and thought processes for solving real world data-centric problems.
As Europe's leading economic powerhouse and the fourth-largest hashtag#economy globally, Germany stands at the forefront of innovation and industrial might. Renowned for its precision engineering and high-tech sectors, Germany's economic structure is heavily supported by a robust service industry, accounting for approximately 68% of its GDP. This economic clout and strategic geopolitical stance position Germany as a focal point in the global cyber threat landscape.
In the face of escalating global tensions, particularly those emanating from geopolitical disputes with nations like hashtag#Russia and hashtag#China, hashtag#Germany has witnessed a significant uptick in targeted cyber operations. Our analysis indicates a marked increase in hashtag#cyberattack sophistication aimed at critical infrastructure and key industrial sectors. These attacks range from ransomware campaigns to hashtag#AdvancedPersistentThreats (hashtag#APTs), threatening national security and business integrity.
🔑 Key findings include:
🔍 Increased frequency and complexity of cyber threats.
🔍 Escalation of state-sponsored and criminally motivated cyber operations.
🔍 Active dark web exchanges of malicious tools and tactics.
Our comprehensive report delves into these challenges, using a blend of open-source and proprietary data collection techniques. By monitoring activity on critical networks and analyzing attack patterns, our team provides a detailed overview of the threats facing German entities.
This report aims to equip stakeholders across public and private sectors with the knowledge to enhance their defensive strategies, reduce exposure to cyber risks, and reinforce Germany's resilience against cyber threats.
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Empowering the Data Analytics Ecosystem: A Laser Focus on Value
The data analytics ecosystem thrives when every component functions at its peak, unlocking the true potential of data. Here's a laser focus on key areas for an empowered ecosystem:
1. Democratize Access, Not Data:
Granular Access Controls: Provide users with self-service tools tailored to their specific needs, preventing data overload and misuse.
Data Catalogs: Implement robust data catalogs for easy discovery and understanding of available data sources.
2. Foster Collaboration with Clear Roles:
Data Mesh Architecture: Break down data silos by creating a distributed data ownership model with clear ownership and responsibilities.
Collaborative Workspaces: Utilize interactive platforms where data scientists, analysts, and domain experts can work seamlessly together.
3. Leverage Advanced Analytics Strategically:
AI-powered Automation: Automate repetitive tasks like data cleaning and feature engineering, freeing up data talent for higher-level analysis.
Right-Tool Selection: Strategically choose the most effective advanced analytics techniques (e.g., AI, ML) based on specific business problems.
4. Prioritize Data Quality with Automation:
Automated Data Validation: Implement automated data quality checks to identify and rectify errors at the source, minimizing downstream issues.
Data Lineage Tracking: Track the flow of data throughout the ecosystem, ensuring transparency and facilitating root cause analysis for errors.
5. Cultivate a Data-Driven Mindset:
Metrics-Driven Performance Management: Align KPIs and performance metrics with data-driven insights to ensure actionable decision making.
Data Storytelling Workshops: Equip stakeholders with the skills to translate complex data findings into compelling narratives that drive action.
Benefits of a Precise Ecosystem:
Sharpened Focus: Precise access and clear roles ensure everyone works with the most relevant data, maximizing efficiency.
Actionable Insights: Strategic analytics and automated quality checks lead to more reliable and actionable data insights.
Continuous Improvement: Data-driven performance management fosters a culture of learning and continuous improvement.
Sustainable Growth: Empowered by data, organizations can make informed decisions to drive sustainable growth and innovation.
By focusing on these precise actions, organizations can create an empowered data analytics ecosystem that delivers real value by driving data-driven decisions and maximizing the return on their data investment.
Explore our comprehensive data analysis project presentation on predicting product ad campaign performance. Learn how data-driven insights can optimize your marketing strategies and enhance campaign effectiveness. Perfect for professionals and students looking to understand the power of data analysis in advertising. for more details visit: https://bostoninstituteofanalytics.org/data-science-and-artificial-intelligence/
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
4. 1. Create a Sense of Urgency:
This first, and perhaps most important phase in
Kotter’s Change Management Model can be
used to demonstrate the benefits of becoming
data driven. The aim of this activity is to
demonstrate to stakeholders how the company
can use data for greater insights, underscoring
some of the opportunity costs of not using data
efficiently.
5. 2. Build a Guiding Coalition:
In this phase, the change agent needs a
commitment from other leaders in the
organization to drive the interest generated
during phase one of the process. The bigger the
change and the company, the more senior
leaders that are needed as part of the change
team.
6. 3. Develop a Vision and Strategy:
It’s important to define a forward-
looking data driven strategy using clear
and concise language. This vision
creates a platform that helps the
organization work toward a common
goal, and the framework against which
it can begin to develop a strategy
7. 4. Communicate the Vision:
The vision needs to be communicated
continuously and consistently across
the organization. Everyone in the
organization, from business users to IT
developers, need to understand why
the change is happening, what impact
it will have on their teams and where
are they going with it.
8. 5. Empowerment:
As a data-driven culture starts to develop
within the organization, it is important to
identify and tackle any obstacles head on.
Leadership needs to ensure the right
processes are in place that allow employees
to raise concerns about how data is being
leveraged and ensure those concerns are
reviewed, considered and addressed if
changes do indeed need to be made.
9. 6. Generate Short Term Wins:
In this phase, a company’s cultural change
is maintained by savouring the success of
winning projects and recognizing the efforts
that led to that success. At the outset, a
company can identify low-hanging fruit –
projects that can be executed without much
initial investment.
10. 7. Keep Track of Lessons Learned and Keep Looking Ahead:
By keeping long-term goals in mind and using some of the
lessons learned from short-term projects, a company can start
implementing some longer term projects.
11. 8. Institutionalize Change:
Clear communication can play a central
role in demonstrating how the data
driven changes are directly related to
performance improvements of the
company.