What if you don’t want to be a data-driven enterprise?

Companies have to change the way they look at data. They understand data has value, so now they need to leverage it. But they are often unsure how to do that, and therefore do not get the return on investment that comes with being a data-driven enterprise.

Getting there is difficult, as is engaging with the business to drive transformation. The first issue is data is unusable without trust. That means the winners in the market are the ones that gain trust in their data to drive and adopt new business models, powering transformation inside and outside of the four walls of the company.

Adopting a data-driven culture does not happen overnight. Employees have been in their roles for a long time and are used to working in a particular way. Companies need people to understand that value lies in data that helps them do their jobs, and will not necessarily make their jobs obsolete. Instead, their impact on the business will be enhanced. For example, automation based on artificial intelligence and machine learning can use data-science algorithms to predict sales volume forecasts, so the supply chain can be optimized quicker than any human could do it.

Monetizing data is a cultural hurdle. It will take time for employees to accept change and trust the data and the process. Everybody can benefit, whether it is someone on the shop floor fine tuning production and the quality of the product coming off the line all the way to a C-level executive making a financial decision.

Everybody needs data. It is about understanding the types of data each nodes requires. Once you have truly adopted a data-driven culture, each node in the company becomes more savvy and asks more questions. And in many cases, they ask for data that expands the scope of their understanding and they then bring different ideas and insights.

The best run companies are organizing around a data-driven culture. Step one is capturing large volumes of data and making sense of the chaos. Getting the data to the right parts of the organization to make business decisions is step two. Data is worthless if it is not in the right hands. https://www.youtube.com/embed/DQvEFopYNHU?feature=oembed&enablejsapi=1&origin=https%3A%2F%2Fwww.capgemini.com

Mike Price is a Vice President with the Insights & Data team and is responsible for SAP initiatives. He has been guiding clients at Capgemini for more than 16 years and can be reached at michael.r.price@capgemini.com.

Mike Price

Expert in Insights and Data

I am committed to delivering clients real business value from data and analytics ventures. As an Insights and Data Growth Practice Lead, I focus on new areas of growth to add to the portfolio of Capgemini Group alliances. I search for new and emerging partnerships that can further this goal. I also serve as an I&D SAP Practice Leader, supporting partnership within the global Capgemini SAP practice. I am an expert at working with client executives and Capgemini teams to drive strategy and leverage the insights and data portfolio to help companies become more data-driven through transformation, management, and performance.
My recent work includes:
Building and managing an Analytics Center of Excellence for over 70 resources across multiple sectors
Leading a team in the logical and technical design of an Enterprise Sales Warehouse
Leading the business process design, technical design, and delivery of an enterprise-planning, budgeting, and forecasting program deployed across all major markets
Developing a data-governance program to standardize and manage enterprise data assets and architecture
Developing an Analytics Strategy and Governance program concerning functional processes, organizational, and information requirements.
I have operated across Capgemini market units and industries, including consumer products, retail, manufacturing, energy and utilities, media and entertainment, and life sciences. I joined Capgemini in 2004 and have held various positions within the firm. I was initially a North American SAP Business Intelligence and Analytics Leader before taking on various new roles within the firm. I was also COO of the Insights and Data North America geography for three years.
Outside of work, I often speak and present on data and analytics at various venues including market analyst and partnership events. In my spare time, I enjoy running and other athletics.