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COMPLETE FORM TO BEGIN YOUR JOURNEY
Your boldest ambitions, powered by data
An interactive learning experience and customized assessment.
MOONSHOT
|
ELEMENTS
MAP YOUR JOURNEY
Welcome to moonshot
CONTINUE TO ELEMENTS
>>
Now is the time to seize the big idea that will propel your organization into the future.
John F. Kennedy President of the United States
We choose to go to the moon.
"
When John F. Kennedy announced a mission to land a human on the moon, engineers immediately began to focus on one thing: data.
Authoritative data
Gravity. Mass. Acceleration. Momentum. Fuel. This is the data that let Houston make decisions when go/no-go was life and death.
Modest computers
NASA did all this with the computing power that amounted to about one millionth of a typical mobile phone.
Do you have the data to make big decisions?
The compute power and data volumes we have access to today is unimaginably greater than what was available in 1969, but can you make decisions with the same confidence of Mission Control? Can your people? And how does it all come together? Having a bold vision alone isn’t enough. Having zettabytes of data isn’t enough. Even having the most advanced technologies isn’t enough. Without fostering an environment of experimentation, critical thinking, and collaboration, you won’t unleash innovation. It’s how all of these pieces come together organizationally that create a data driven culture.
HAVING A BOLD VISION ALONE ISN'T ENOUGH TO SUCCEED
all systems go?
How are you using data to make decisions?
My company has a unified vision and strategy around data.
GO
NO GO
Our systems, processes, and people work together to use data in every decision we make.
Data I work with is easy to use and understand.
I always know what data I need and where to get it.
Apollo was the combination of technologies, none of which was particularly dramatic. Combining it was the achievement. Apollo was a triumph of management, not engineering.“
Tim Stevenson, Chief engineer at Leicester University's Space Research Centre
A triumph of management
Lack of data access and alignment across your organization can hamper your ability to respond quickly to opportunities, and stifle innovation. How can your people try new things if they’re unable to gauge success, or even agree what success looks like? Solving this problem of separate data silos and aligning different teams to the same goal is exactly what powered the Apollo 11 mission.
A “Modern Culture of Data” is a mindset. A simple belief that clear, comprehensible data should be available at every level of your organization. It’s achieved when relevant data is not only available, but actively embraced by everyone. It’s when data is so completely and seamlessly integrated into how you work that it becomes second nature. That’s when you achieve the clarity and unity of purpose of Mission Control. A “Modern Culture of Data” is made up of five elements: Vision, Transparency, Guardianship, Literacy and Ways of Working.
Modern Culture of Data
Calibrate your guidance system
How a modern culture of data fuels success
A Modern Culture of Data is your rocket fuel, with wide-ranging and cascading benefits that power every part of your organization and its goals.
Next up: Elements
A “Modern Culture of Data” is made up of five elements: Vision, Transparency, Guardianship, Literacy and Ways of Working. Find out more on the next page.
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Select GO or NO GO to see results from a recent study of business leaders designed to understand data access and usage across their organizations.
Systems check... What's your launch status?
Survey results sourced from Slalom’s Modern Culture of Data research study conducted in January 2020.
Over half of Executives report knowing what data they need and how to access it, but confidence decreases among VPs and Managers who are closer to daily decision making.
Less than a third of managers state that they know what data they need and where to access it.
About half of business executives feel comfortable using and understanding the data they have access to.
Confidence in data usage and interpretation declines in mid-management job roles.
Executives are more likely than not to report that their people, processes, and tools work harmoniously to enable data-driven decision making.
Over a third of Executives state they have room to improve how their people, processes, and tools work together to enable data-driven decision making.
Nearly three quarters of all respondents state their organizations have a solid vision and plan for their data strategy.
A quarter of all respondents feel that their organization is either lacking a data vision and strategy all together or it’s not strongly outlined or adopted.
LAUNCH
I want to drive rapid growth while maintaining operational rigor.
Scale
I want to inspire our employees by empowering them.
People
I want to save time and money.
Efficiency
I want to ask questions, experiment, and uncover the unexpected.
Opportunities
I want to anticipate my customers’ needs and connect deeply with them.
Customer 360
I want to disrupt or avoid being disrupted.
Innovation
Welcome
JFK Quote
Bold View
All Systems Go
Triumph
MCoD
Why MCoD
Elements
X
Download the PDF
Explore the elements of a Modern Culture of Data in detail with our takeaway guide. Complete the form to download.
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Welcome JFK Quote Bold View All Systems Go Triumph MCoD Why MCoD Elements
Transparency drives accountability, innovation, and ambitious thinking. Transparency means everyone has access to data--the same data, not siloed versions of the truth. Let's be honest: clear, up-to-date data accessible by limitless concurrent users is not easy to achieve. And yet the rewards are as limitless as the ambition that this will unlock.
TRANSPARENCY
<< BACK TO ELEMENTS
>> NEXT UP: GUARDIANSHIP
>> NEXT UP: LITERACY
Why security, ethics, privacy, and compliance are so important: Data is powerful. Very powerful. Building your data strategy means not only harnessing that power, but reducing its risk. Establishing the necessary standards of guardianship means cultivating an organization-wide understanding of that risk, and a culture of shared responsibility and trust.
GUARDIANSHIP
>> NEXT UP: WAYS OF WORKING
Develop the mindset and skills that drive action. Data literacy ensures that people have a fundamental understanding of data, how to analyze it, and how to use it to make decisions and take action – at all levels and in all processes and parts of their business.
LITERACY
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OUR MOONSHOT JOURNEY
CONTINUE TO MAP YOUR JOURNEY
>> NEXT UP: OUR JOURNEY
CHALLENGES REGULATION/COMPLIANCE APPROACH BENEFITS/OUTCOMES
<< BACK TO FRAMEWORK
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Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip. Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip. Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip. Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip.
CHALLENGES:
Elements of a Modern Culture of Data
>> NEXT UP: TRANSPARENCY
A bold vision should be like the sky above—inspiring everyone in your organization, and transcending silos, egos, and politics. Achieving that vision requires not just strategic alignment, but alignment on a "single source of truth," and a commitment to data that guides all levels of the organization. How to get started? Well, you can't get where you want to go unless you know where you are.
Vision
1. What bold vision could we reach for if we had all the data we needed to support it? 2. Which key performance indicators will allow us to monitor progress and success against our strategic objectives? 3. What business objectives do we share across the organization to enable the vision? 4. How can I build a holistic view of our customers and their experiences with our company? 5. What projects will drive value in the short-term and what investment will be required to execute them?
QUESTIONS TO CONSIDER:
Unifying potential
Keys to success:
Establish a vision that can unite the entire organization because it is rooted in its mission and purpose. Articulate not why this vision is "best," but how it will benefit everyone, including customers.
Shared strategy
Collaborate on "the how." Create a shared roadmap that crosses functions. Are you leaving anyone out? Be careful not to create more siloes.
KPIs
Define measurable and actionable KPIs that align to strategic objectives. Have a contingency plan if KPIs are not met.
Business case
Develop a clear case for the business value. Facilitate a wide understanding of what can be plausibly interpreted as a ROI.
High-level investment
Put your money where your mouth is: Demonstrate the value and urgency of the vision by committing enterprise-level funding to it, along with investment of talent and other resources.
Gender equity toolkit for a large US city
Customer Story:
Defining a bold overarching vision allows an entire organization to share in a unified purpose. For a major US city, gender equity was a top initiative and they made it central to everything they do by systematically applying its prioritization to all its functions. With Slalom’s help, they were able to establish their vision of gender equity, meaning more opportunities and a better future for the two million girls and women of the city. Over the course of 14 weeks, we supported the creation of a Gender Equity Toolkit that outlined the data driven methodology, tactics, and tools to be used by the city to build a framework for gender equity. Each department of the city had an action plan, which included metrics and methods for measuring Gender Equity progress. They received strong participation from all departments and continue to be energized by the stories and statistics that enable the vision and mission.
KEYS TO SUCCESS
QUESTIONS
CUSTOMER STORY
1. Do we have data environments that are fit for purpose (e.g. sandbox, uncertified, certified)? 2. Will our current data pipeline and infrastructure support our organization as we grow? 3.Do we have the architecture and infrastructure in place that allows everyone to access the data they need? 4. What types of data are we using? Are we leveraging all the data types we have available?
Integrated Infrastructure
Enable a scalable infrastructure that breaks down data siloes and makes data available to everyone in the organization, empowering them to innovate and adjust their efforts on the fly.
User Experience
Make it usable: Create flexible, user-friendly systems that provide all users with easy access to the data and insights they need, in when and how they need it.
Data Comprehension
Make sure it's not open season! Establish a shared understanding of what data is, and how the organization captures and uses data. Include everything from structured, core data sets to more complex, unstructured data (voice, text, images, etc.) See also the Data Literacy section.
Data guardianship ensures that the use, ownership, and maintenance of data is safe, secure, compliant and ethical. A large energy and utilities provider sought to leverage its data to support strategic planning and drive improved decision making. To jumpstart its analytics journey, it engaged Slalom to establish an Analytics Center of Excellence (CoE) and implement a new modern data architecture in the cloud. The client requested that a data governance program be established as part of the Analytics CoE to provide proper oversight and management of the data being moved into the new data infrastructure. The data governance program included defining a new governance operating model, securing participation from the business to serve as data owners and stewards, and establishing policies and standards. This enabled business stakeholders to protect their data and maintain compliance with clear policies and procedures around data access, security, sharing, retention, and disposal.
Establishing data governance for an enterprise data lake
1. Is everyone using our data ethically? If not, what are the consequences? 2. Do we have standard definitions of data across the organization? Does the organization interpret data the same way? 3. Does everyone know what data exists in our organization, what it means and how to use it? 4. Does everyone in our org trust our data? How can we ensure that people feel confident using and interpreting it? 5. Are we compliant with legal and global regulations around the capture, storage, protection and use of data?
Standards Management
Develop data standards and manage data sources to assure that they are well-organized and easily and universally understood.
Quality
Validate that data is trustworthy, reliable, and of high quality.
One of the largest publicly-traded financial services firms based on client assets provides an excellent example of an organization that wants to create a customer experience of trust and innovation aligned with its technology strategy. Trust is the cornerstone of both Salesforce and Tableau’s cultures, and it’s no surprise that this client has successfully launched best-in-class customer experiences that integrate leading-edge CRM technology with their enterprise data stores and operational and predictive analytics. They have succeeded with the platforms being available to all of their customer-facing employees because they focused on building a culture of analytics competence. Today, about half of the company uses Tableau on a daily basis and with this access to visual analytics, they have seen an increase in collaboration and openness.
Enabling an insights-driven culture through self-service reporting and analytics
1. What levels of data literacy do we need across different roles in order to embed data-driven decision making in day-to-day operations? 2. What does a critical, analytical mindset uncover for our business when people are data literate? 3. How can data be leveraged by our organization to enable agility and proactive thinking? 4. How do we better enable our employees to understand when and how to utilize data? 5. Is data considered an ambiguous term that covers things that are not data? 6. Can our people communicate with data and use it to tell a story?
Competence
Promote a fundamental understanding of data throughout the entire organization—how to analyze it, and how and when to use it to make decisions.
Rigor
Train the organization about the appropriate level of rigor for data-driven decision making. Raise awareness of the dangers of “data lite”—a superficial use of data usage that can be misleading.
Data Mindset
Empower people to think critically and how to practice a test-and-learn hypothesis-driven approach. Learn that “negative” results are nothing to be afraid of, but should be learned from.
Data Culture
Embed data in business strategy, decisions and operations as second nature. Make sure there is no fear or barriers to its usage. Continually encourage leaders and data champions to model data-literate behavior and skills.
1. How do I structure my organization’s operating model to facilitate a Modern Culture of Data? 2. What current behaviors need to change and what incentives will facilitate a shift in those behaviors? How do leaders serve as models of the right behaviors? 3. Do my people have the modern tools and platforms they need for data driven decision-making? 4. What skills do my employees need to be data-driven? What skills should I hire for? What training should I provide? 5. What business process changes are required to embed the use of data and analytics?
Operating Model & Org Structure
Establish the roles, responsibilities, and processes that will support a modern culture of data.
Talent
Identify the skills required to achieve your organizational vision. Train and/or recruit to close gaps. Make continuous learning and training available.
Incentives & Behaviors
What’s in it for them? Incorporate incentives into your change management strategy to shift to a data-driven mindset.
Embed insights in behaviors and operations. An operating model and organizational structure with processes, roles and responsibilities that support the organization’s bold vision will ensure that data and analytics are embedded into day-to-day operations, planning and decision-making.
WAYS OF WORKING
Modern Tools & Analytics
The right tools: Be prepared to invest in a tech infrastructure that will make your org truly data-driven, not simply engaging in data theater.
Operations
Make it part of the everyday flow: Embed the use of data and analytics into day-to-day business operations.
Ways of working is about embedding insights in behaviors and operations. A credit ratings, financial information, and analytics company sought to harness their data as a strategic asset to fuel growth and increase operational effectiveness. Due to the company’s siloed structure, data was not shared across business divisions, which hindered innovation and weakened the firm’s competitive advantage. The corporate Chief Data Officer wanted to build an analytics platform to drive collaboration across the siloed divisions and shift the company’s culture to be advanced-analytics-driven. Slalom facilitated workshops with leadership, which enabled them to solidify the company’s data and analytics strategy as well as design a new operating model for the data science team. Through the data and analytics platform, the company will be able to transform data into a shared enterprise asset, increasing operational effectiveness and making it easier for teams to work together. The redesigned operating model supports the organization’s bold vision by providing technology to enable asset sharing and data usage and encourage collaboration across the company.
Enabling innovation through data & advanced analytics
Vision | Guardianship | Transparency | Literacy | Ways of Working
Embed data insights into every part of your operation. Using data should be not only second nature, but a deep part of your company's culture, and the mindset of your people.
Ways of Working
When your people have a fundamental understanding of data--how to analyze it, and how to use it--they can make decisions and iterate with confidence.
Literacy
Is your organization driven by strategy or politics? A true data-driven culture provides wide-spread access to data and tools, which keeps everyone focused on--and constantly learning from--actual results.
Transparency
With great data comes great responsibility! Meaning that the use, ownership, and maintenance of data is safe, secure, compliant and ethical.
Guardianship
Chart a clear path. A modern culture of data means you know where you're going, and everyone shares that vision. Success is clear and verifiable at every level of the organization.
VISION
CUSTOMER Story
Next up: Map your Journey
We’ve leveraged our experience supporting clients across industries to define a data continuum, allowing us to assess where they are on their journey and how to drive a cultural shift.
Privacy and Security
Create well-structured--but not burdensome--processes and training to ensure data is secure, protected, and monitored.
Compliance
Define data compliance policies. Understand global regulations. Proactively monitor and ensure adherence to policies and regulations.
Ethics
Establish ethics guidelines to define the appropriate use of data, and an ethics committee to educate, monitor and remediate issues.
>> CLICK ON THE DIAGRAM TO LEARN MORE
Elements Vision Transparency Guardianship Literacy Ways of Working
which enabled them to solidify the company’s data and analytics strategy as well as design a new operating model for the data science team. Through the data and analytics platform, the company will be able to transform data into a shared enterprise asset, increasing operational effectiveness and making it easier for teams to work together. The redesigned operating model supports the organization’s bold vision by providing technology to enable asset sharing and data usage and encourage collaboration across the company.
Ways of working is about embedding insights in behaviors and operations. A credit ratings, financial information, and analytics company sought to harness their data as a strategic asset to fuel growth and increase operational effectiveness. Due to the company’s siloed structure, data was not shared across business divisions, which hindered innovation and weakened the firm’s competitive advantage. The corporate Chief Data Officer wanted to build an analytics platform to drive collaboration across the siloed divisions and shift the company’s culture to be advanced-analytics-driven. Slalom facilitated workshops with leadership,
5.
What business process changes are required to embed the use of data and analytics?
4.
What skills do my employees need to be data-driven? What skills should I hire for? What training should I provide?
3.
Do my people have the modern tools and platforms they need for data driven decision-making?
2.
What current behaviors need to change and what incentives will facilitate a shift in those behaviors? How do leaders serve as models of the right behaviors?
1.
How do I structure my organization’s operating model to facilitate a Modern Culture of Data?
with their enterprise data stores and operational and predictive analytics. They have succeeded with the platforms being available to all of their customer-facing employees because they focused on building a culture of analytics competence. Today, about half of the company uses Tableau on a daily basis and with this access to visual analytics, they have seen an increase in collaboration and openness.
One of the largest publicly-traded financial services firms based on client assets provides an excellent example of an organization that wants to create a customer experience of trust and innovation aligned with its technology strategy. Trust is the cornerstone of both Salesforce and Tableau’s cultures, and it’s no surprise that this client has successfully launched best-in-class customer experiences that integrate leading-edge CRM technology with
6.
Can our people communicate with data and use it to tell a story?
Is data considered an ambiguous term that covers things that are not data?
How do we better enable our employees to understand when and how to utilize data?
How can data be leveraged by our organization to enable agility and proactive thinking?
What does a critical, analytical mindset uncover for our business when people are data literate?
What levels of data literacy do we need across different roles in order to embed data-driven decision making in day-to-day operations?
provide proper oversight and management of the data being moved into the new data infrastructure. The data governance program included defining a new governance operating model, securing participation from the business to serve as data owners and stewards, and establishing policies and standards. This enabled business stakeholders to protect their data and maintain compliance with clear policies and procedures around data access, security, sharing, retention, and disposal.
Data guardianship ensures that the use, ownership, and maintenance of data is safe, secure, compliant and ethical. A large energy and utilities provider sought to leverage its data to support strategic planning and drive improved decision making. To jumpstart its analytics journey, it engaged Slalom to establish an Analytics Center of Excellence (CoE) and implement a new modern data architecture in the cloud. The client requested that a data governance program be established as part of the Analytics CoE to
Are we compliant with legal and global regulations around the capture, storage, protection and use of data?
Does everyone in our org trust our data? How can we ensure that people feel confident using and interpreting it?
Does everyone know what data exists in our organization, what it means and how to use it?
Do we have standard definitions of data across the organization? Does the organization interpret data the same way?
Is everyone using our data ethically? If not, what are the consequences?
What types of data are we using? Are we leveraging all the data types we have available?
Do we have the architecture and infrastructure in place that allows everyone to access the data they need?
Will our current data pipeline and infrastructure support our organization as we grow?
Do we have data environments that are fit for purpose (e.g. sandbox, uncertified, certified)?
Over the course of 14 weeks, we supported the creation of a Gender Equity Toolkit that outlined the data driven methodology, tactics, and tools to be used by the city to build a framework for gender equity. Each department of the city had an action plan, which included metrics and methods for measuring Gender Equity progress. They received strong participation from all departments and continue to be energized by the stories and statistics that enable the vision and mission.
Defining a bold overarching vision allows an entire organization to share in a unified purpose. For a major US city, gender equity was a top initiative and they made it central to everything they do by systematically applying its prioritization to all its functions. With Slalom’s help, they were able to establish their vision of gender equity, meaning more opportunities and a better future for the two million girls and women of the city.
What projects will drive value in the short-term and what investment will be required to execute them?
How can I build a holistic view of our customers and their experiences with our company?
What business objectives do we share across the organization to enable the vision?
Which key performance indicators will allow us to monitor progress and success against our strategic objectives?
What bold vision could we reach for if we had all the data we needed to support it?
Map your journey
Where are you on your Moonshot journey?
Answer these 5 questions to find out.
Which of the following best describes your organization's vision?
Shared vision across departments and leadership
No clear vision established
Vision understood across the organization and linked to overall company strategy
Vision exists within departments but isn’t shared broadly
Which of the following best describes your organization's culture?
Established roles, responsibilities, processes and clear communication across functions
Departments work independently towards separate goals
No partnership across departments
Shared strategic and operational planning across functions including prioritization of needs
Which of the following best describes your access to data?
Data is available in siloes but is unreliable
Data is integrated, trusted, and accessible at the speed of business
Scalable data platform and self-service reporting platforms in place
Some systems are integrated but data is still accessed by multiple entry-points and awareness is low
Which best describes how your orgnization governs and protects data?
Data security is fully automated and a nimble/agile master data management strategy is in place
No assigned data ownership or individual accountability for data management
Data ownership is defined and there are ethics committees and review boards to oversee data usage
Few guidelines for ethical and responsible use of data, but it exists in pockets
Which of the following best describes how your organization uses data?
No awareness of the many ways data can be used or presented
Data is understood to be an enabler for progress and teams confidently interpret output and results
Data is used reactively to validate decisions after they’ve been made
No actions are taken without insights
Uncharted
Maturity Category
Discovered
Established
Embedded
Bold vision
Access and transparency
Data literacy
Ways of working
>>>
Based on your answers to the assessment, we've created a custom summary.
Here are your results
>> CLICK ON THE VIDEO TO LEARN MORE
We're with you on this journey
Slalom has also started on a path towards achieving a Modern Culture of Data. Hear our story.
CONTINUE TO LAUNCH
Next up: Launch
We have defined next steps and core offerings to help you on your journey towards a modern culture of data.
Small steps
Model strategic alignment on a smaller scale on your own team. Seek executive buy-in and support. Appeal to shared interests. Don't make it about you: share credit and welcome collaboration. This is not a small thing! Be prepared for an extensive discovery period.
Start small, think big: Take an agile, iterative approach to building a data platform that can scale. Be generous and evangelize: Make your data success available across the organization. Be empathetic: Show people how data can benefit them.
Form a cross-functional steering committee. Make sure this committee has executive sponsorship and back-up. Evaluate trade-offs between access and control. Agree on data definitions and lineage.
Begin to evangelize the promise of data. More carrot, less stick: Emphasize the benefits to each individual and team. Talk not only about the proper use of data, but also the pitfalls of "data theater." Demonstrate data visualization tools. Acknowledge difficulties. Move forward with a positive solution-oriented mindset.
Find champions to evangelize the benefits of data. Build reusable templates and other repeatable processes. Gamify ongoing data learning. Enlist execs to model data-driven behaviors. Identify the factors that tend to fracture different teams into silos.
>> CLICK ON THE ROCKET FOR EACH MATURITY CATEGORY TO LEARN MORE
Explore our workshops & offerings to get you off the ground.
What's next? Whether you're ready for your first small steps or a giant leap, we've got you covered. Register for one of our follow up workshops as a next step in your journey.
Small Steps
i'm helping put a man on the moon
READY TO LAUNCH?
Engineering Your Moonshot
Hosted by Slalom _build, this hands-on technical training is designed to help you deploy a modern data engineering and analytics solution. In the virtual 300-level course, experts will explain key features, use cases, best practices, and technical demos. You'll leverage Snowflake and Tableau on AWS native services.
Moonshot Liftoff
Join us for a facilitated conversation to activate your Modern Culture of Data journey - hosted by Slalom D&A leaders and our partners. This virtual discussion will allow you to network with peers, hear from experts, and learn how our partner technologies support a Modern Culture of Data.
Explore the elements of a Modern Culture of Data in detail with this downloadble guide.
To continue the conversation, complete this form to get connected with someone from Slalom. We have also defined 3 core offerings to help you on your journey towards a modern culture of data. If you are interested in one of these offerings or want a customized package, register here.
Explore the elements of a Modern Culture of Data in detail with this downloadable guide.
Just as there would be no mission to the moon without a mission control, you can’t make big decisions without clear, reliable data that’s available at every level of your organization. Get started on your journey towards achieving a “Modern Culture of Data” with this program of audio, video, and real-time assessments, presented by some of the brightest minds in the field.
Join Slalom, Snowflake, AWS, and Tableau for a fast-paced, interactive look at the essential role of data in achieving your most ambitious vision.
With Moonshot, you'll learn how to:
Start powering every level of your organization with data
Scale and enable data sharing and transparency with Snowflake
Drive data literacy and usage with Tableau
Embrace agility while increasing security with AWS
Learn from stories of customer success
Explore our free workshops & offerings to get you off the ground.
Hosted by Slalom _build, this no-cost hands-on technical training is designed to help you deploy a modern data engineering and analytics solution. In the virtual 300-level course, experts will explain key features, use cases, best practices, and technical demos. You'll leverage Snowflake and Tableau on AWS native services.
Hosted by Slalom, AWS, Snowflake and Tableau, this virtual discussion is designed to help you dive deeper into Modern Culture of Data elements. You’ll learn about building a bold vision, establishing ways of working that drive experimentation and innovation, and enabling transparency, guardianship, and data literacy across your organization so that everyone can and does use data to make decisions.
Ready for more?
We have defined 3 core offerings to help you on your journey towards a modern culture of data. If you are interested in one of these offerings or want a customized package, click the 'let's talk' button on our website to connect 1:1 with someone from Slalom.
Take the assessment to find out.
Where are you on your journey?
FRAMEWORK
Executives
VPs / Directors
Managers
56%
35%
29%
51%
37%
65%
TRUE
NEUTRAL
FALSE
74%
19%
6%
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Sample Use Case:
You can grow your business with confidence when your people are aligned around a clear picture of what's effective--and what's not
Growth:
Find the waste. Save money and time. Devote your resources to things that are demonstrably working.
Efficiency:
When you know what works and why, you can create reproducible processes at the appropriate scope.
SCALE:
People powered by data are happier (they know where they've been and where they're going) and more aligned (they have a single source of truth).
People:
When your data is fast, you can be, too. Jump on opportunities and iterate with more speed than your competitors.
Agility:
Identify possibilities for advancing your business goals, some that may be hidden by the usual ways of thinking and working.
Opportunities:
Know your current and potential customers: who they are, what they want, and how you can make them happier and more loyal.
Customer 360:
You have the freedom to try bold new ideas when you have clear info about the results of your actions.
Innovation:
CLICK HERE TO LEARN HOW
You can also use the navigation on the left to view more
Growth
Agility
Video:
CUSTOMER STORIES
VIDEO
1. Is your organization strategically aligned? 2. Do exexcutives understand and evangelize a single vision? 3. Are KPIs defined and widely understood? 4. Are they the *right* KPIs, supporting the larger mission? 5. Is there wide-spread access to scorecards/dashboard to track KPIs? 6. Is there a dedicated team across the org driving data-powered decision making? 7. Is there a widely accepted "single source of truth" and data methodology? 8. Are people empowered by data to innovate in pursuit of a shared vision? 9. Are new initiatives aligned with a shared vision? 10. Does a shared strategy span multiple functions?
QUESTIONS:
KPI's
Business Case
How a Modern Culture of Data fuels success
Every organization has their own version of the moonshot
HOW OFTEN DO YOU USE DATA TO MAKE DECISIONS?
In our modern era - A pocket calculator has more compute power than the compute power that was used to land a man on the moon. And a smartphone is millions of times more powerful than all of Nasa’s combined computing in 1969… The advent of the smartphone, the cloud, and the internet over the last several decades has really democratized access to data for consumer decisions. Now think about decision making at work. Do you feel you have that same level of access at work?
When I am making decisions, I always consult data.
I have easy access to the data I need.
I can trust the data to make decisions.
I trust my team to accurately interpret the data.
Example
Modern culture of data framework OVERVIEW
A little
A lot
Average
?
600+
1,750+
150+
In times like these, you have to think big, bigger than you ever dared to before.
WELCOME TO MOONSHOT
"Apollo was the combination of technologies, none of which was particularly dramatic. Combining it was the achievement. Apollo was a triumph of management, not engineering.“
Meet your pilot: Modern Culture of Data
A “Modern Culture of Data” is a mindset. A simple belief that clear, comprehensible data should be available at every level of your organization. It’s achieved when relevant data is not only available, but actively embraced by everyone. It’s when data is so completely and seamlessly integrated into how you work that it becomes second nature. That’s when you achieve the clarity and unity of purpose of Mission Control.
>> Hover over the diagram to learn more.
