Many (most?) organizations struggle with a common gap: the gap between what value they think they're supposed to be getting from their data and the value they are actually realizing.
Their instinct is to see this as a data problem: not enough data, insufficiently integrated data, data that has too many holes or inconsistencies.
This is rarely the root cause of the gap.
Most organizations have enough data to realize meaningful value (yes, even to feed their AI applications). And that data is clean and integrated enough to be used to drive meaningful business outcomes.
Often, the greatest opportunity is to adjust how they put their data to use.
This means altering how they define and frame the business problems that are most pressing, and how they then mobilize the data they already have to address them.
That's what I do: bring extensive experience working with organizations across healthcare, financial services, pharma, and retail to effectively put the data they already have to productive use. What specific gaps most need to be closed, and what the best strategy is for closing them varies from situation to situation.
I help identify and close those gaps.
If you'd like to learn more, reach out!
A Sampling of My Perspective
Medium
“There is no inherent business value in the collection and management of data. There is only the potential for value.”
Medium
“The key is meeting [business partners] truly in their world rather than expecting them to step into the analyst's world.”
Medium
“It's a lot easier to make a decision to buy technology than it is to deeply consider an organization's business needs.”
Medium
“There is no inherent business value in AI. There is only value in business outcomes that get realized.”
Medium
“The hardest part of setting targets is getting the process started.”
Medium
“As much as we'd like 'traditional data' to be the start, end, and everything in between when it comes to driving our organizations forward, it's human ideas — powered by experience, intuition, creativity, and curiosity — that are the starting point for competitive differentiation. So, shouldn't we treat it as…valuable data?”
Medium
“A performance measurement dashboard provides a concise, objective, and quantitative view of how the organization is performing relative to expectations...It's focused on the outcomes that matter to the business and how the business is tracking towards those outcomes.”
Medium
“Lots of the processes of business are pretty stable and mundane. Yet, we are obsessed with instrumenting them so that they gather increasingly vast stores of data. Then, we proceed with a presumption that there is material value somewhere in that data, and we start looking for it with increasingly sophisticated (and costly) techniques. The default reaction when 'actionable insights' don't emerge is to simply look harder.”