Lead Data Strategy Like a Gardener
Accelerating technological advancements and an emerging awareness of the value of data have redefined what it means to be "data-driven." The media sensation of ChatGPT may give the perception that AI is suddenly everywhere all at once, but many companies struggle with realizing value from their data, according to recent articles in the Harvard Business Review and McKinsey.
In the 2021 Harvard Business Review survey of Chief Data Officers, 92.2% of mainstream companies report that they continue to struggle with cultural challenges relating to organizational alignment, business processes, change management, communication, people skill sets, and resistance or lack of understanding to enable change. Many companies compound the problem by expecting a heroic leader to quickly right the ship and deploy an army of data scientists to conquer AI use cases. This command and control approach often takes one of two tacts: hyper-controlled tactical efforts or a big-bang approach. The former typically results in delayed timelines to achieve material benefits, and the latter inevitably leads to a 'Field of Dreams' where a massive up-front investment in a data palace fails to achieve material value.
A data strategist cannot operate like a chess master -- cascading commands to the pawns and dreaming up fanciful endgame maneuvers.
That approach can work for a small number of use cases but doesn't scale, so the time to value diminishes significantly over time.
Realizing value from a data strategy requires deep collaboration, trust, and change from across a company to be successful.
Instead, companies need to drive their Data Strategy like a Gardener. "Leading like a gardener" was introduced by retired General Stanley McChrystal in his book "Team of Teams: New Rules of Engagement for a Complex World." The idea is to shift away from the traditional "heroic" leadership model, where the leader is seen as the all-knowing, all-powerful figure who makes all the decisions and instead adopts a more collaborative, adaptive, and empowering approach to leadership.
Leading as a Gardener Requires Planting Seeds and Cultivating the Environment for Success
In the gardening metaphor, the leader's role is to create conditions for growth and development rather than trying to control every aspect of the team's work. This means setting clear goals and expectations, providing resources and support, and empowering team members to take ownership of their work and make decisions.
The data leader's job is to cultivate an environment where creativity, innovation, and collaboration can thrive. A gardener doesn't force plants to grow but provides the conditions they need to succeed - good soil, adequate water, and sunlight. Similarly, a Chief Data Officer's role is to create an environment where a Data Strategy can flourish.
Key Aspects of Leading Data Strategy Like a Gardener
Nurturing Growth: Just as a gardener nurtures plants, leaders should nurture their team, providing them with the resources, tools, and support they need to grow and develop. This includes not only physical tools but also opportunities for learning, feedback, and improvement.
Patience and Long-Term View: Gardens don't flourish overnight, and neither do teams or organizations. Leaders need to take a long-term view by setting a vision and strategic direction and then patiently guiding their team toward it.
Cultivating Diversity: Just as a diverse ecosystem is more resilient and productive, so too is a diverse team. Leaders should foster diversity and inclusion, valuing each team member's unique skills, perspectives, and experiences. A high-functioning Data/AI team will have engineers and product leaders, so don't focus only on hiring for technical roles. Building a robust pipeline of high-impact use cases also requires user experience, change management, and process optimization skillsets.
Pruning and Refocusing: Sometimes, a gardener needs to prune a plant to help it grow more effectively, and similarly, a leader may need to help their team refocus on the most important use cases and let go of ineffective practices. Clearly defined and well-communicated objectives and key results (OKRs) will help focus on the use cases that drive the most business value.
Adapting to Change: A gardener must adapt to changing weather conditions, pests, and other challenges. Similarly, a leader must be flexible and adaptive, responding to changes in the business environment, customer needs, and team dynamics. Empower the data team to stay closer to the customer needs and encourage rapid experimentation as you pull in key partners throughout the journey. Empowering teams with that mindset will help avoid surprises and ensure a smooth change/implementation.
The era of data-driven organizations demands a paradigm shift from a command-and-control approach to a nurturing and adaptive leadership style akin to that of a gardener. It requires fostering an environment that empowers teams, cultivates diversity, and encourages innovation and collaboration. Like a patient gardener tending to their plants, a successful data leader facilitates conditions for growth, where seeds of opportunity can germinate and flourish.
