Two decades since the concept of big data became part of the lexicon, not a single company has become a fully insight-driven organization — and culture is not the direct culprit.
Culture is a logical consequence of organizational structure and organizational structure is a function of its design principles.
Only Open-System Design Principles are intrinsically enhancive and tropophilic and enable an organizational environment conducive to a synergistic relationship between humans and A.I..
Only by designing enhancive and tropophilic systems, within which humans make the most of A.I. to excel in the speed and quality of decision-making, will organizations become insight-driven.
As the amount of data continues to proliferate at an increasing rate, analytics and A.I. are essential for businesses in order to thrive and make the best use of these massive volumes of data.
Many organizations, however, have invested in data initiatives, analytics, or data science groups and have created the post of Chief Data Officer (CDO) or Chief Analytics Officer (CAO) with little, if any success.
Recently, Deloitte surveyed more than 1,048 executives working at large companies (500+ employees) who interact with, create, or use analytics as part of their job, among their findings:
- Most executives do not believe their companies are insight-driven.
- Culture can be a catalyst or a culprit.
- Most executives are not comfortable accessing or using data.
Their top concerns are:
- Overall cost efficiency
- Hiring and engaging the right talent
- Cyber security
The process to become an insight-driven organization to not only leverage the insights derived and embed them into decisions and actions but also to thrive on chaos and uncertainty, requires the complete transformation of its restrictive and troophobic DNA into an enhancive and tropophilic one. This can get started in a single day through the Search Conference and Participative Design Workshop.
Deloitte’s survey results show that despite buying and using analytics tools, insight-driven organizations represent a minority of businesses. They think the culprit is culture, apparently unaware of the fact that culture is a consequence of organizational design principles.
With enhancive and tropophilic organizational design principles in place, culture does become a catalyst of insight-driven organizations.
JC Wandemberg Ph.D.
President & Founder
About the author: Dr. Wandemberg is an international consultant and stocks trader, keynote speaker, published author, professor, and analyst of economic, environmental, social, managerial, marketing, and political issues. For the past 30 years Dr. Wandemberg has collaborated with corporations, communities, and organizations to integrate sustainability through self-transformation processes and Open Systems Design Principles, thus, catalyzing a Culture of Trust, Transparency, and Integrity.