James Oates Columnist Driving the data agenda I teams work and output. If we need to explain the details of engaged in a very interesting debate through LinkedIn complex work, we lose the audience just think about how often recently, relating to a job advertisement for a director of we are asked to speak in laymans terms. Highlight the value of the analytics. I loved the discussion because it was centred on data, but do not get lost in the detail of the latest artificial the capabilities required to take on a leadership role in intelligence solution or new neural learning when pressing our case. data-based analytics. It caught my attention because it reflected one of the personal questions I challenge myself on namely, how Our role is to look broadly at our industry, to take a step back analytical do you need to be to lead in analytics? and see the range of innovation that is coming. In doing so, we I have spoken to colleagues and industry friends on this topic, ensure that we are not falling behind. One of our strengths as because it is easy to feel like an imposter in analytic circles. The a business function is the ability to show how we are keeping our ability to go deep into Python, write algorithms or code, and even organisation across the most exciting technological developments. do the basic stuff such as advanced Excel manipulation are all out There is so much to say in our field, with developments coming of my reach without giving more time to learning and deeper through continuously. understanding. I am not afraid of learning new skills, but I dont We do need to benchmark ourselves regularly through our think it is necessarily what an analytic leader needs to drive the formal and informal networks on what is going on elsewhere. data agenda forward and deliver results through analytics. I, like others, try to ensure that we have a flow of analytics that The primary ability for a leader of might be deemed business as usual, any analytic function in a business is but is delivered alongside newer to show the value from the work that capabilities that we want to test. This is being created and how it fits with Our role is to look broadly at our is where we can create energy inside business success. We dont need industry, to see the innovation that our business but make sure it is about all the detail to drive great teams. results and not a nice to have. is coming. In doing so, we ensure What we do need is the ability to see There is a key watch-out that the that we are not falling behind how data fits into strategic goals and leadership community cannot escape how we can build a strategy for as we try to create a compelling story analytics that complements the for analytics. We do need the experts business objectives. around us. We need to invest in expertise and to give those teams One of the essential tasks of an analytic leader is storytelling the opportunity to grow as individuals. Where we see great work inside our business. We have to fight for the budget for our we should shine a light on the teams internally and externally, and data and the teams that will drive impact in the organisation. give them the credit for advancing the business. Connecting our It is at this senior level that we need the data story to be teams to the new stuff is part of the engagement process to let heard, by showing a return on investment but we also need them learn, grow and to address any concern over change. to keep it simple. Demonstrating to our teams the bigger picture of the business is vital to make the link from their work to the company mission, Our voice is heard loudest when senior executives who really get and how we contribute to success. the value of data are at the centre of the decision-making process. If we work on and develop these parts of our leadership roles, Ensuring a return on investment is crucial to win hearts and minds, we will continue to grow the visible impact of the industry, driving but we can help by creating a connectivity to our work. Making the the investment that makes us essential and all without needing outcomes feel real is crucial to analytic leadership. Tell your to be functional experts in absolutely everything. stakeholders how they, as individuals, would benefit from your 45