Make worthwhile and lasting change in your business that inspires people, delivers results and improves systems.
All in Big Data
Why companies fail at executing change?
And what you can do about it….
Yes, it’s harsh but the data doesn’t lie. More than 80% of projects don’t deliver. That’s a terrible statistic.
Think about how many money businesses spend on projects & the projects don’t deliver….hmmm if only something could be done.
❝ Change is hard at first, messy in the middle, and gorgeous at the end❞
- Robin Sharma -
Love this quote on change. It’s a good reminder that change is hard. That is why people are good at change
Jo Hands is talking all about data. Every organisation has it in abundance, but not many companies have it organised and streamlined to drive meaningful outcomes. It's a shame. Data is powerful - data that has been analysed with other variables is powerful. And data can tell you the why - data can tell you why or get you to understand the trend.
Here at Whiteark, we love data, it’s at the centre of everything we do, it gives us that facts, and in order to interpret what the data is telling us, and communicating our findings with key stakeholders, data visualisation plays a fundamental role.
Pete Crawford writes for Whiteark about Digital Transformation. This is Part 2 of 2 in depth articles. Digital transformation execution depends on cultural change. Just as the approach to digital transformation requires a strategic, cross-functional and customer-focused mindset – rather than a focus on technological outputs – the success of execution depends on embracing new orientations…
Pete Crawford writes for Whiteark about Digital Transformation. This is Part 1 of 2 in depth articles. This is the first of two articles on digital transformation. Here, we will look at how the digital economy has reconfigured the business value chain and its effect on four key strategic capabilities – employees, customers, operations, and business models.
Jo Hands explains a fun game to play with your team to solve problems using De Bonos Six Thinking Hats. The Six Thinking Hat technique is used in companies around the world to facilitate decision making and getting people to have good brainstorming conversations.
Jo Hands writes about DeBonos 6 thinking hats, explaining the meaning behind each hat in a little more detail. What hat do you naturally wear, and what hat is outside your comfort zone? Explore the six hats in a bit more detail...
Jo Hands writes about DeBono’s White Hat Theory and how the different hats apply to Whiteark. We know that successful companies work to proactively listen to different perspectives from across their organisation. Finding ways to do this where people feel comfortable to share their views/ideas is critical…
Private Equity firms must have a clearly defined playbook containing value creation initiatives in order to succeed. This 40+ page playbook by Whiteark is the ultimate guide to realising value in your Private Equity transaction. An asset’s full potential is realised through a holistic approach, that focuses on optimising operational performance, enhancing strategic capabilities and effective capital management.
Andrew Birmingham writes for Whiteark about digital transformation. Digital technologies have recast business models and business value chains for over two decades, in almost every facet of work. The financial services, retail, media, entertainment and travel sectors have all been upended.
Pete Crawford writes for Whiteark about governing data - moving from principles to practice. Let’s face it, data governance has a reputation of being a worthy, essential, but staid topic – a necessary prop underpinning aggressive innovative strategies or new analytic frontiers such as automated decision platforms powered by Deep Learning models.
How data teams organise themselves and evolve their operating model directly dictates the speed and success in delivering clearly defined value. There is often ambiguity associated over team roles – especially as tasks change in response to technology services that accelerate the ability to automate, collaborate and experiment.
Pete Crawford writes for Whiteark about positioning your data and analytics within your organisation. Regardless of whether a data team is comprised of two, 20 or 100 people its ability to produce actionable insights and outcomes is heavily compromised if capabilities are not aligned to business needs.
Pete Crawford writes for Whiteark about how we should be treating data as a product. He explains, even prior to COVID, the development of mature data and analytics capabilities was regarded by over 75% of organisations as a ‘mission-critical function’ as central as IT, HR and finance units. Now, there is even greater urgency to formalise data as a cornerstone of digital transformation.
It seems simple and makes sense but many companies struggle to track and measure their financial and strategic performance. At the beginning of the year, as you reset your priorities post covid-19, it is imperative that you understand a range of metrics and measurement tools. Having a weekly scorecard that measures your top 10-15 metrics is critical.
Data is a valuable resource but often businesses find it challenging to unlock that value due to the fact that copious amounts of data clouds the space. Not to mention the challenges that come with collecting, organising and activating it. Decision-Ready Data is critical to informing business decisions and strategic direction.
You don’t need to be a big fish to make the most of your data. You just have to start somewhere. If you’ve read a few of my articles, you’ll know I’m passionate about the importance of data and analytics to drive good business decisions both strategic and operational. Not everyone is doing this, which means there are lots of exciting opportunities for many businesses to unlock.
A good data strategy will help you look at your business to identify outputs that will help you deliver. In 2020 we’re in an amazing position to understand our customers and business functions like never before. And it all comes down to the sheer volume of data at our fingertips.
