From Vision to Execution: Vision, Drivers and Goals
When people ask about best practice for data they typically are searching for an ideal set of processes and technology they feel should be in place as an end goal. But best practice should be incorporated right from the start of an organisation's data journey, with feedback to enable a continuous cycle of improvements.
Refresh your data management programme with clear vision, strategy and governance. Empowering an organisation's data through a clearly defined and implemented strategy enables the organisation to transition from an overall data vision to its clear and measurable execution.
Throughout this series of articles we will examine each step in this journey from vision to execution, and the feedback loop needed for continuous improvement. Here we will start with articulating your Data Vision and defining Goals that express their underlying Drivers.
You can accomplish this by focussing on two elements in your vision:
The above examples reflect the Why and How of our vision. What is missing is alignment to a specific business. A primary goal of any organisation's data should be to support its business. As such, your vision for data should clearly and succinctly align with and reflect your business' vision and strategy. As we stated above, this includes stating what is the value proposition of data to your business.
Finally, if written clearly and plainly, your vision should serve as or inform your 'elevator pitch'. The pitch you repeatedly give to inspire stakeholders, inspiring them to help you achieve success for the business.
We refer to goals and drivers interchangeably here. This is because any goals should reflect key drivers affecting your business. Whether they are demands from senior management, needs of marketing or requirements through regulation, your goals should capture and reflect these key drivers.
Success of any vision will be driven by the goals aligned with the vision and embedded in a data culture. Carefully articulating goals is your chance to tie your vision into desired outcomes in the immediate and longer term. In fact, these could be statements taken directly from your corporate strategy or plan.
Some example opening statements to goals that reflect drivers are:
In our next article we will discuss Guiding Principles and their Implications. More to come...
Refresh your data management programme with clear vision, strategy and governance. Empowering an organisation's data through a clearly defined and implemented strategy enables the organisation to transition from an overall data vision to its clear and measurable execution.
Throughout this series of articles we will examine each step in this journey from vision to execution, and the feedback loop needed for continuous improvement. Here we will start with articulating your Data Vision and defining Goals that express their underlying Drivers.
Data Vision
As the name implies, a vision is about looking into the future. A data vision should be forward-looking, defining the inspiration for taking this data journey and your aspirations for it.You can accomplish this by focussing on two elements in your vision:
Why... Why are you doing this?
What's your purpose for this data journey. This statement should be inspirational to drive others to want to work with you on achieving your goals. Here, inspiration serves as motivation."We are a data-driven organisation. Every aspect of our business is informed and directed by data. We strive for all staff to be empirically informed and empowered to make the right decisions."
How... How will you achieve your purpose?
This statement is aspirational, summarising your value proposition to the business."We will ensure everyone has access to the right data at the right time in the right form."
The above examples reflect the Why and How of our vision. What is missing is alignment to a specific business. A primary goal of any organisation's data should be to support its business. As such, your vision for data should clearly and succinctly align with and reflect your business' vision and strategy. As we stated above, this includes stating what is the value proposition of data to your business.
Finally, if written clearly and plainly, your vision should serve as or inform your 'elevator pitch'. The pitch you repeatedly give to inspire stakeholders, inspiring them to help you achieve success for the business.
Drivers and Goals
Goals expand on your vision's How, to begin to set what you will target to achieve your vision. It provides direction and furthers inspiration for your company. It sets out your most important goals, but doesn't include a practical plan to achieve those goals.We refer to goals and drivers interchangeably here. This is because any goals should reflect key drivers affecting your business. Whether they are demands from senior management, needs of marketing or requirements through regulation, your goals should capture and reflect these key drivers.
Success of any vision will be driven by the goals aligned with the vision and embedded in a data culture. Carefully articulating goals is your chance to tie your vision into desired outcomes in the immediate and longer term. In fact, these could be statements taken directly from your corporate strategy or plan.
Some example opening statements to goals that reflect drivers are:
Improve data quality and analytics…
Address current and emerging regulation…
Balance regulatory and business objectives…
Evolutionary approach to mature capabilities…
Empirically inform decisions…
Support board and executive management…
Enable effective BAU operations...
Affect forward-looking analysis and planning…
Facilitate increased demands during crises…
Address Basel Aggregation Principles…
In our next article we will discuss Guiding Principles and their Implications. More to come...
