One of the privileges of my job is working with many different technology leaders who are major users of big data. In all types of company and industry. I get a bird’s eye view of the playing field. There’s definitely a number of skirmishes happening at the moment in the cultural revolution created by the data tipping point.
One skirmish is between new economy and legacy thinking organizations. The new economy companies are focused on innovation and making exponential leaps based on data. On the other side, legacy companies are optimizing what they have. The most written about example is Uber. Uber Rush, for example, is now coming at legacy package delivery companies at breakneck speed.
The other skirmish is going on inside many large and very sophisticated organizations. I call it the hoodie and the suit; the suit being the business owner with a vision; the hoodie is the data centric techie with a vision. The good news is both the suit and the hoodie are visionaries, but in reality when they start to combine forces and execute their value is unstoppable.
Unfortunately, there aren’t a lot of best practices in the industry yet on how to foster this symbiotic relationship, but there are many examples of early successes. At the most fundamental level is the battle between ‘in my gut I know the business’ decisions versus ‘the data show that…’ decisions.
Without sounding too contrite, I would submit that success in this era is really about a productive collaboration, a changed role for the modern business executive, and an IT paradigm shift.
These are the kinds of issues that enterprises are facing today. Yet they still find it worth it. When they work it out, it creates amazing benefits for the business.
The trick is identifying that the data tipping point is happening, recognizing that the cultural shift is real, and getting in front of it to turn it into an opportunity instead of a problem.