Whether to optimize the customer and employee experience, or to develop their competitiveness, the capacity to collect, analyze and store the Data Has become a decisive strategic advantage for businesses. According to McKinsey, businesses that use analytics see profits increase by 126% compared to those that use traditional methods. However, the integration of this new “Black gold” within organizations does not happen by itself. In 2015, a Gartner analyst predicted that 60% of Big Data projects were likely to fail to deliver the expected benefits due to management teams' poor ability to integrate and understand this data. To counter this risk, large groups are recruiting “data scientists”, “data miners”, “chiefs data officers” who speak a language that was hitherto unknown to employees, managers and managers: the code. Today, the challenge for leaders is to successfully integrate these new jobs, which induce new managerial practices, changes in posture and the arrival of new values within the organization.

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McKinsey study

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Big Data: the new “Black Gold” for businesses

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The provision of efficient digital tools for businesses has made it possible for several years now to collect a considerable quantity of Data. This large amount of raw data is only valuable if it is properly processed by analytics specialists. In some companies, this refining is bearing fruit particularly well. This is particularly the case with Netflix, which, thanks to a detailed analysis of the data of its millions of subscribers, identifies their preferences in order to offer content that they may be passionate about. One Big Data strategy which was not in vain since in the first quarter of 2015, 4.9 million new subscribers were registered, compared to four million in the same period in 2014!

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The arrival of new jobs that are revolutionizing corporate culture

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The analysis of the collected data is done by implementing algorithms in calculation codes. To do this, the company must develop precise and complex analytical tools that are specific to it because The data to be analyzed is specific to each company. Just like the questions she wants to answer. New talents are being hired en masse in companies to carry out these projects: data scientists, data miners, data architects... The massive arrival of these experts requires them to be quickly integrated into the entire organization andEducate the rest of the company in these new jobs. Indeed, in large groups today “data-driven”, it is desirable for managers and managers to become more acculturated to this new language that is code. If they better understand this new digital ecosystem, they will be able to develop visions adapted to their business, and communicate more easily with experts in Big Data who join their teams. To achieve this objective, a real change in corporate culture is taking place, at the heart of which organizations adopt new principles:

• Learning to learn
• Try to succeed
• Failing as a philosopher of success
• Adapting to move forward...

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‍Also read: How to support your managers so that they become agile?

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How to design an organization adapted to effectively use and analyze Data?

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To be more efficient, accelerate decision-making, and make the organization, offers and products evolve according to customer needs, businesses generate and share their Data. Emerging from the era of data confrontation, we have entered theAge of sharing. This new situation involves rethinking the concept of leadership at the heart of the organization. Now, the latter is turning. Teams work in project mode with leaders no longer appointed according to hierarchical rules, but according to the expertise required for each project. The historical “experts” of the company (managers, directors) are likely to be replaced by newly arrived talents whose very precise expertise gives them a form of authority. At Bloomberg, this notion of “rotating leadership” exists. The authority of collaborators is associated with their contribution to results and to the way in which they contributed to the collective. It is not associated with status. However, who says “new leadership” means new principles of cooperation! Today it's time for fashionable project methods “agile”, Design Thinking and other cooperative approaches in accelerated circuits of sharing and collective decisions!

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These methods require a lifelong learning in a team :

• Regular feedback
• Regulations
• Sharing knowledge, know-how, ideas.

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To facilitate the implementation of this apprenticeship, businesses transform their workspaces. Walls are being replaced by large “smartspaces” in which teams move freely, communicate and work without borders or hierarchical barriers. Organizations equip employees with corporate chats such as Slack or Teams.

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Disseminate a feedback culture in organizations

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The emergence of new values to succeed in the Data revolution: trust, co-responsibility, autonomy, solidarity.

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From now on, collective logic takes precedence over individual logic. Employees are committed to common challenges and goals. In such a way that their remuneration and their evolution in the company are defined according to their contribution to wealth and collective well-being. In the era of Data, the indicators of success are changing:

• Capacity for influence and positive drive
• Real contribution to the success of the team
• Real contribution to business

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To adapt to permanent changes, especially with regard to new methods of cooperation, employees must develop a agile and flexible mindset. For example, they are invited to change offices every week. To cooperate effectively, the employee must be able to understand the different jobs of the company, create interactions and dialogues with them in order to benefit from their experiences. And vice versa. THEData era For leaders and employees, it means changing their mindset on a daily basis: Reasoning with customers and data at all times. Reasoning data means being aware that everything you do can be measured, analyzed, and be an asset for the company. Talentis and In Silico Veritas have built an innovative offer for managers, leaders and managers so that they can take ownership of the new business challenges, postures and modes of cooperation associated with the new era of data.