If you’re like most of my readers, you’ve sat in meetings and wondered “How am I going to get this time back?”. You’ve listened to the latest corporate strategy and thought, “That doesn’t apply to me”. You hear your teammates complain about everyone else, wondering if somewhere others are complaining about you?
You just want to do great work, be appreciated and rewarded and feel like a part of a real strategy.
Do these scenarios sound familiar?
Your company keeps talking about data-driven decisions, but you don’t see it happening
Vision is grand but diluted down to what’s measurable
Great ideas are shelved because systems can’t support them quickly enough
Leadership teams use only data they like to influence plans
Teams get stuck in analysis paralysis and progress slows
Technology is limiting options, not creating them
Why is this happening?
It’s not just you or your company. Firms big and small suffer from these challenges. Strategies built on buzzwords and promises of new technology are rarely executed and often become costly mistakes.
More executives are moving between companies than ever before, running from these problems that they either helped to create or didn’t stop from happening.
Leaders spend too much time working “in” the business and not “on” the business. This imbalance has led to technology strategies that create farmers, not inventors or engineers. I know far too many data “engineers” that don’t feel like they are engineering anything.
Industry news has created a severe case of “FOMO” (Fear of missing out) in the executive suite. The rapid demand for new tech to say they have solutions like “Big Data, Data Lakes, Analytics, etc..” is creating fear in the hearts of those who will need to support it. Meanwhile, the business’ frustration grows, and status quo becomes the new goal.
I know how you feel. I’ve worked for some of the best (and worst) companies in their respective industries. Even these award winning companies struggle with this. Some have adapted, and others have not.
So what’s to be done?
At the height of the 2008 recession my partners and I founded a new venture for a growing software company called Pragmatic Works. We believed that the recession would force companies to change and to begin to look at how they needed to adapt. Our approach was to help businesses be more successful with tools, training and solutions that targeted solving specific business problems.
It worked and today Pragmatic Works is recognized globally as the leader in data strategy and solutions. I believe we help organizations use data to change the world. We have learned a lot in the process and help thousands of companies and people change their outlook for the future.
My goal in writing this blog is to help share the lessons I’ve learned through the successes and mistakes I’ve made as part of the team building and growing a company, being a trusted advisor to the best companies in the world, and leading the best people in the business.