Not enough effort has been made to understand the people using data products, what they want to get done, and the broader context in which they operate. I believe there is one emerging role that could radically reduce the gap between the insights offered by data analytics and the customers who could benefit from them. That role is the Data Product Manager.
Across the globe, businesses are investing billions of dollars in data analytics – with minimal return. Leading
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Proactively sharing data insights broadly with the people in our organizations encourages engagement and collaboration, brings additional visibility to the data team, and provides a way to work in partnership
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Your team invested a lot of effort into building self-service data tools, but your stakeholders aren’t using it as much as you hoped, or in the ways that you hoped.
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Data teams aim to help the people in their organization make better decisions. Many data teams aren’t doing this as well as they could and are missing out on a
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In part 2 of this series, we learned that every new initiative a team undertakes should be accompanied by an expectation on how the initiative will perform. For example,
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The MBR meeting is the focal point of the MBR program. Here you will publicly interrogate KPIs, align on action items and hold people accountable. There are typically
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Getting regular feedback from your organization can help the data team to prioritize the work that will have the biggest impact on your stakeholders. However, it’s hard to turn ad-hoc
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KPIs are central to the business review program since they provide a way to reason about the success or failure of an initiative. Core to the success of a
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As an analytics leader, my job is to ensure that my organization makes the best data-driven decisions possible. One effective mechanism that I employ — and other analytics leaders can too — is the business review program. This program is a rigorous and systematic review of the most important Key Performance Indicators (KPIs) across the company, with involvement by senior leadership in an ongoing and iterative fashion, punctuated by a regularly occurring cross-functional meeting. …
