41 Convening and collaboration on digital transformation
“The whole culture and business model needs to be data- driven… with people who understand the implications of data and take the right management actions”
right decisions quickly, data needs to be clearly presented, timely and accurate,” says Nathan. He identifies four steps organizations can take, so data can support management decision-making.
First, a consistent and interoperable
approach for data to be brought together in a common format and be kept safe. “Data is hard to manage when it’s in disconnected silos. A consistent approach to accessing, sharing and securing data is essential.” Second, invest in AI and machine learning capability that helps manage data and bring order. “Software capabilities that autonomously scan and analyze data, give competitive advantage.” Third, invest in software that models data to inform decision- making. “This is vital as it gives a persistent indicating capability for when things may be about to go off-track and enables you to course- correct as you go along. Crisis
avoidance, not crisis management.” Fourth, run a data-literate business model that promotes data-driven decisions. “This means smart, curious people with the right tools and ways of working. The whole culture and business model needs to be data- driven, proactive, with people who understand the implications of data and take the right management actions before an issue arises – creating a preemptive and proactive entity.” Strong data governance is also essential, bringing a clear picture of what data exists, where it is stored and when and how it is used, shared, secured, and disposed of. This makes it faster, safer and easier to gain valuable insights from data and enables intellectual property rights to be established so the value of data can be extracted and monetized. While it’s clear what steps
organizations need to take to get control of their data, the ‘how’ is sometimes less so. Nathan, as a
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member of DSAG and BSI’s Data Experts Panel, sees value in standards providing guidance.
“I endorse ongoing work on standards for data governance in programmes, giving clear guidance on what data governance regimes should look like. I would like to see us evolve and strengthen standards for getting data and digital right in major programmes.”
Nathan also believes strong and scalable data standards would encourage more investment in infrastructure projects. “Investors value strong, clear approaches to data and digital systems that help define
Businesses need to be data-driven with the right tools for decision- making
and measure excellence. It enables accurate investment decisions, so standards have a role to play in growing investor appeal. “I think there is real opportunity
here for BSI to make a tangible difference to data management in major programmes. We are trying to push this forward, but I think all of us working in infrastructure, the built environment, and BSI can always do more. We need to be proactive for our industry, and I’m looking forward to working with BSI to make the difference, heralding a new breed of programme – a ‘Digital-First’ programme.”
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