Select your business use case: Clearly defined objectives drive business value.
Plan your project: A well-managed plan and scope will lead to success.
Define your technical requirements: Ensure you build what you need to reach your objectives.
Create a Total Business Value Assessment: Take the politics (and emotion) out of the choices.
At Big Data Republic, we've spent a lot of time focussing on the cultural change needed for big data success, so removing the emotion sounds true to us.
"Some of this becomes easier as the younger generation come in to higher-ranking positions," Kaskade told me over Skype. "These guys are already used to thinking about replacing an Oracle with an NoSQL database. That's where we hope to see it happen, but it's not going to happen overnight."
Now, no one here is advocating a bloody coup, so he proposes another approach to overcoming the believe-it-when-I-see-it mentality among the current generation of CEOs.
The key to getting over politics is finding a person within the organization who may not be the CIO or CMO or CFO, but they may be a business line manager or business unit head. They have a use case which has not been addressed by corporate IT. These guys are frustrated, but they can present a scenario where the politics no longer are an issue. They can only do that by showing a very quick path to revenue.
Given corporate pressures, he means really quick -- not 24 months, not even 12 months, and certainly not with a multimillion-dollar budget.
The inertia of a big data business
The key is showing a single win on a shadow IT budget, which can lead to more movement across the wider enterprise.
It's not all going to be plain sailing, though. "The other element is to not threaten the company's existing IT strategy on big data," Kaskade said. "You don't want to present an alternative, just a quicker path for them to be successful. Present something that is disposable, cheap, and inexpensive, or something they can adopt and make their own."
Is there space in your business to prove the case on your own?
Re: Trust the feet on the ground @Debera. Absolutely! Having customer-facing employees tasked with listening to customers and sharing feedback is crucial. In fact, I've worked in situations where even employees who aren't normally facing the customer were sent out to get customer feedback. It's a lot of effort but can be valuable if you know what you're looking for and give people the time and resources to do it.
All of this provides anecdotal evidence of what the customer is looking for and where there are opportunities, and the information has to be shared and reviewed. There also are ways to bring the data that is collected into a big data app.
Re: Trust the feet on the ground James i totally agree with you that final decisions should be in the hand of higher executives but feedback should be taken from the employees who are direct into customer dealing , reporting, analysis who are fresh graduates because they have wider visions and because they coordinate with the customer daily and every now and then they can easily understand the pain and sufferings of the customers . There are organisations in which daily clinics are being done within the department for getting feedbacks specially the cusstomer feedback, service feedback in order to improve their services .
Re: Trust the feet on the ground @Saul. Gamification is one good approach to supporting innovation. It's also one way that innovation today is being brought out of that "shadow world". Smart companies are encouraging people to come up with new ideas and rewarding them with cash and recognition. In fact, what I find refreshing is how many companies are rewarding the originators of ideas that fail (not just those that succeed). Employees get positive recognition for ideas that may go through several levels of approval and maybe some pilot tests but maybe aren't ready for primetime or full investment; but they were ideas that were worth a closer look.
By rewarding those who bring forward ideas that work or don't work you build an atmosphere of "let's try it". Or, it could be as simple as an employee bringing up an idea and a manager saying, "Thanks, but it isn't right for us at this time." That can encourage the employee to keep thinking. Telling them that the idea is dumb is a great way to put the employee in a shell and to quash any future innovation on their part (or convince them to leave the company).
Re: Trust the feet on the ground @Sharco. Yes, executives have to answer to their investors and the board, which limits their risk-taking. However, that's not a bad thing. The CEO and CFO do have a fiduciary duty to protect the company's value the best they can. That said, big data tools don't just show those executives things like where there are new markets, it can help them focus their decision on factors such as which market is best for the company or for a product/service. So, big data can enable risk-taking by maximizing the upside and minimizing the downside.
User Rank: Petabyte Pathfinder 10/6/2013 | 9:28:50 AM
Re: Trust the feet on the ground You're right, Dcawrey. Often you just see what it can do for you during or after implementation. Unfortunately, that is a risk that some executives are not up to taking because they have investors and whoever else to answer to, just in case things do not work out.
Re: Trust the feet on the ground @Saul. I think we're already seeing that less rigid company emerging. I don't think you need to get to the point where the sales or distribution manager is directing IT to the point where they are making their own decisions (input yes, final decision no.) on which tools get used. However, they have to be trusted (with their own manager's approval) on which questions get asked and which problems get solved through big data initiatives. Those managers know their own markets, and what types of information they need. Let's not go so far as to distract them from their job with worries about where servers are located or where data is stored.