Creating a Data & Information Culture - A Pragmatic Approach
Creating and using a data and
information culture –
a pragmatic approach
Tracy Parsons, MFAT Information and Analytics
Manager
•
Why is information and data culture
important
•
Unpacking what is culture
•
How do you define your data and
information culture
•
Once you’ve defined it, how do you grow it
Outline
Culture – what is it?
Defining your information culture
Unpack your principles
MFAT Data principles –
our golden rules
for how we aspire to
manage and use data
•
We (will) equip our people with easy-to-use and
authoritative data
•
demonstrate transparency and accountability when using
data
•
unlock data insights to make evidence-informed decisions
•
drive collaboration and partnerships by using data
•
open up data to our people and beyond
A real life example
Data principles –
our golden rules
for how we aspire to
manage and use data
•
We (will) equip our people with easy-to-use and
authoritative data
•
demonstrate transparency and accountability when using
data
•
unlock data insights to make evidence-informed
decisions
•
drive collaboration and partnerships by using data
•
open up data to our people and beyond
Unpacking the culture implied in the principles
Data principles –
our golden rules
for how we aspire to
manage and use data
•
unlock data insights to make evidence-informed
decisions
–
We discover ways to promote and leverage how our data can be
used for insight
–
We understand how to use data to make better business decisions
–
We empower our people to make data informed decisions
Unpacking the culture implied in the principles
Data principles –
our golden rules
for how we aspire to
manage and use data
•
demonstrate transparency and accountability when using
data
–
We are transparent about how we use our data and where it comes from
–
We are committed to maintain and promote the use of our data
–
We understand and control access to the use of private, sensitive and
personal data
–
We use and release our data appropriately
Unpacking the culture implied in the principles
•
Using the culture statements, tease out the
training, communications, leadership and
engagement approaches which you will need
*
Change management plan – the people side of change; how you will
move from how you are now to where you want to be
Then incorporating it into your change
management plan*
Then apply the cultural web framework
•
Communications plan and activities
•
Use stories to drive towards the culture
which you want
•
Using other organisation’s stories - what
worked well or didn’t
Real world examples - Stories
open up data to our people and beyond
•
Logos, imagery
•
Branding
•
A picture paints a thousand words
•
How you name your services –
Vetting Panel or Historical Information
Team?
Real world examples - Symbols
•
Corporate and management expectations
•
How we do things around here
•
E.g. – we send links not attachments
Real world examples - Rituals
•
Stakeholder management plan
Needs organisational and political savvy!
Can rapidly change!!!
Real world examples – Power
structures
•
Hierachy
•
Who reports to who
•
Job titles
•
Team name – DRA (document, records and
archives) Or KIA (Knowledge, information
and analytics)
Real world examples –
Organisational structure
•
Information and data assessment
•
Information audit
•
Legislative compliance surveys
•
Seat on design and architectural review
authorities, or change advisory board
•
Data and Information Governance Group
Real world examples – controls
•
Information and data assessment
•
Information audit
•
Legislative compliance surveys
•
Seat on design and architectural review
authorities, or change advisory board
•
Risk and audit function – best buddies?
Real world examples – controls
•
Culture AND Strategy equals success
In Summary
In this insightful content, Tracy Parsons, MFAT Information and Analytics Manager, delves into the importance of information and data culture. Unpack the essence of culture, define and grow your data culture, and explore real-life examples. Learn about data principles, transparency, collaboration, and decision-making to foster a data-informed environment. Discover how to leverage data insights, make evidence-based decisions, and empower teams.
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Presentation Transcript
Creating and using a data and information culture a pragmatic approach Tracy Parsons, MFAT Information and Analytics Manager
Outline Why is information and data culture important Unpacking what is culture How do you define your data and information culture Once you ve defined it, how do you grow it
Unpack your principles Change management plan Culture statements Principles
A real life example MFAT Data principles our golden rules for how we aspire to manage and use data We (will) equip our people with easy-to-use and authoritative data demonstrate transparency and accountability when using data unlock data insights to make evidence-informed decisions drive collaboration and partnerships by using data open up data to our people and beyond
Unpacking the culture implied in the principles Data principles our golden rules for how we aspire to manage and use data We (will) equip our people with easy-to-use and authoritative data demonstrate transparency and accountability when using data unlock data insights to make evidence-informed decisions drive collaboration and partnerships by using data open up data to our people and beyond
Unpacking the culture implied in the principles Data principles our golden rules for how we aspire to manage and use data unlock data insights to make evidence-informed decisions We discover ways to promote and leverage how our data can be used for insight We understand how to use data to make better business decisions We empower our people to make data informed decisions
Unpacking the culture implied in the principles Data principles our golden rules for how we aspire to manage and use data demonstrate transparency and accountability when using data We are transparent about how we use our data and where it comes from We are committed to maintain and promote the use of our data We understand and control access to the use of private, sensitive and personal data We use and release our data appropriately
Then incorporating it into your change management plan* Using the culture statements, tease out the training, communications, leadership and engagement approaches which you will need * Change management plan the people side of change; how you will move from how you are now to where you want to be
Real world examples - Stories Communications plan and activities Use stories to drive towards the culture which you want Using other organisation s stories - what worked well or didn t
Real world examples - Symbols Logos, imagery Branding A picture paints a thousand words How you name your services Vetting Panel or Historical Information Team?
Real world examples - Rituals Corporate and management expectations How we do things around here E.g. we send links not attachments
Real world examples Power structures Stakeholder management plan Needs organisational and political savvy! Can rapidly change!!!
Real world examples Organisational structure Hierachy Who reports to who Job titles Team name DRA (document, records and archives) Or KIA (Knowledge, information and analytics)
Real world examples controls Information and data assessment Information audit Legislative compliance surveys Seat on design and architectural review authorities, or change advisory board Data and Information Governance Group
Real world examples controls Information and data assessment Information audit Legislative compliance surveys Seat on design and architectural review authorities, or change advisory board Risk and audit function best buddies?
In Summary Culture AND Strategy equals success
