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Why Becoming a Data-Driven Organization Is So Hard - Harvard Business Review   

Companies have been working to become more data-driven for many years at this point, with mixed results. These efforts play out over time in organizations, and persistence, resilience, execution, and a relentless drive to employ data to make more informed business decisions are what distinguishes those companies that prevail from those who continue to struggle. But while the mission may remain steady, the particulars change.

Right now, the biggest challenge for organizations working on their data strategy might not have to do with technology at all. In the latest NewVantage Partners annual survey, which tracks the progress of corporate data initiatives, corporate chief data, information, and analytics executives reported that cultural change is the most critical business imperative. It’s an understandable problem: to a degree that is perpetually underestimated, becoming data-driven is about the ability of people and organizations to adapt to change. Long-established companies, which have been successful over generations or centuries, are unlikely to change overnight — adoption of the internet through digital transformation efforts has played out over the course of the past quarter century. Similarly, the effort by companies to become data-driven represents a business transformation that is playing out over the course of a generation. Much has been achieved, yet more remains to be done.

First, the Covid-19 pandemic — and the disruptions it caused — raised awareness of the importance of data, science, and facts. While companies may have paid lip service to the importance of data before, the case that good data is essential to making informed, prudent, and judicious business decisions has been made crystal clear over the past two years.

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