Tagged: big data

Data is the new oil

Guest post by Selena Killick, co-author of the forthcoming book Putting Library Assessment Data to Work

With the move to increasing online provision within the education sector, and by association academic libraries, we have seen an explosion in big data sets. The initial COUNTER compliant statistics containing electronic journal title downloads seem quite quaint now as the granularity and scale of data harvesting has continued to expand. It is not uncommon for an academic library to have usage data for its electronic resources at an item level on an individual customer basis. The University of Huddersfield Library Impact Data Project were the first exploration into how library analytics could be used to identify the impact the library was having on student success. The researchers successfully identified a correlation between library usage and student success (Stone & Ramsden 2013). Coincidentally this research was being replicated in Australia and the USA at the same period, all with similar results (Cox & Jantti 2012) (Soria et al. 2013). Five years on, where are we now? And, if data really is the new oil, where should we drill next…?

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The Ethical Debate

Before we look at where we could drill next, the question on whether we should drill at all needs to be considered. The librarian field is divided on this issue with strong views on both sides. Quantitative data is not the only source of information and it should not be used in isolation to evaluate library performance. That being said, it is a source of insight available to us and we should consider carefully if and how we use it. Personally, I think that if we are able to use library analytics anonymously, ethically, transparently, legally and with the goal of improving learner success we should exploit the data to benefit our students. I know some will disagree with me, and I’m happy to debate the subject. As data analytics becomes increasing part of the academic institutional infrastructure libraries need to identify the role they will play in this arena or risk becoming obsolete and ultimately redundant.

The Next Drilling Expedition

Until now, library analytics research has focussed on student satisfaction, library usage and student success. The Jisc Library Data Labs project has worked with librarians to combine and visualise various data sets. SCONUL Statistics and National Student Survey (NSS) scores have been combined to see if students who are the most satisfied with library provision are studying at the universities with the largest library budgets (Baylis & Burke 2017). LibQUAL+ satisfaction scores have been combined with Association of College and Research Libraries (ACRL) statistics to see if there is a correlation between satisfaction, usage and expenditure in academic libraries (Hunter & Perret 2011).

As an increasing number of library services move online the ability to harvest and analyse user data in the areas of enquiry handling and information literacy training is growing. Libraries are starting to use customer relationship management systems to manage enquiries received at help points (Killick 2017). Webchat transcripts between customers and librarians can be analysed to identify common enquiries with a view of improving the customer experience (Mungin 2017). Within the area of information literacy training provision, live online tuition and webinars are now being used by academic libraries. Delivery tools such as Adobe Connect can provide the library with data at the individual student level for live attendance and subsequent video views. With regards to data drilling, services are the new content, and it is only a matter of time before someone breaks ground.

Learning Analytics

Within the wider academic sphere the field of learning analytics has emerged, using big data to understand the characteristics of successful students with a view to optimise the learning environment (Rienties et al. 2017). As an important stakeholder in the learning environment, libraries are considering their role in supporting the learning analytics agenda (Oakleaf et al. 2017). The Library Integration in Institutional Learning Analytics (LIILA) Project is currently reviewing how libraries can support learning analytics. This one-year Institute of Museum and Library Services National Forum grant is working with a variety of international stakeholders, including librarians, system vendors and policy makers. The project team hope to get to the position where libraries are culturally ready and technically able to engage in this arena. This is our opportunity to shape the use of library data in this field, ensuring its use is anonymous, legal, ethical, and transparent; with the goal of improving learner success. If we fail to engage in the debate I suspect our publishers will bypass the library and pipe their usage data Killick_blog jacket cover.jpgto the learning analytics community directly.

Selena Killick is co-author of the forthcoming book Putting LibraryAssessment Data to Work alongside Frankie Wilson. She has presented, published, and provided consultancy services to academic libraries on an international basis on library assessment for over 15 years. She is currently an editorial board member of the International Conference on Performance Measurement in Libraries. In 2003 she was part of the team that introduced LibQUAL+ to the UK in partnership with the Association of Research Libraries. Previously she has worked on the SCONUL Value & Impact Measurement Programme (VAMP) and the SCONUL Statistics e-measures pilot.

 

 

 

You can follow Selena on Twitter @selenakillick

References

Baylis, L. & Burke, S., 2017. Insights from Jisc & HESA Analytics Labs: An Agile, cross-institutional approach. In 12th International Conference on Performance Measurement in Libraries. Oxford.

Cox, B.L. & Jantti, M., 2012. Capturing business intelligence required for targeted marketing, demonstrating value, and driving process improvement. Library and Information Science Research, 34(4), pp.308–316.

Hunter, B. & Perret, R., 2011. Can Money Buy Happiness? A Statistical Analysis of Predictors for User Satisfaction. The Journal of Academic Librarianship, 37(5), pp.402–408.

Killick, S., 2017. Exploiting customer relationship management analytics to improve the student experience. In 12th International Conference on Performance Measurement in Libraries. Oxford.

Mungin, M., 2017. Stats Don’t Tell the Whole Story: Using Qualitative Data Analysis of Chat Reference Transcripts to Assess and Improve Services. Journal of Library and Information Services in Distance Learning, 11(1–2), pp.25–36.

Oakleaf, M. et al., 2017. Academic Libraries & Institutional Learning Analytics: One Path to Integration. Journal of Academic Librarianship, 43(5), pp.454–461.

Rienties, B. et al., 2017. A review of ten years of implementation and research in aligning learning design with learning analytics at the Open University UK. Interaction Design and Architecture(s) Journal, 33, pp.134–154.

Soria, M.K., Fransen, J. & Nackerud, S., 2013. Library Use and Undergraduate Student Outcomes: New Evidence for Students’ Retention and Academic Success. portal: Libraries and the Academy, 13, pp.147–164.

Stone, G. & Ramsden, B., 2013. Library Impact Data Project: looking for the link between library usage and student attainment. College and Research Libraries, 74(6), pp.546–559.

 

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Delivering a Data Strategy in the Cauldron of Business As Usual

Guest post by the co-authors of The Chief Data Officer’s Playbook, Caroline Carruthers (Group Director of Data Management, Lowell Group) and Peter Jackson (Chief Data Officer, Southern Water).

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Being a Chief Data Officer in the current climate is a rather interesting place to be, it can feel a little like dancing on quicksand while you have to learn to juggle wriggling snakes. So in order to help people interested in this area, whether you are a new CDO, well established data hero or just wondering what all the fuss is about, we have worked on a set of articles to answer some of the questions we are asked at nearly every conference we go to. While we can’t promise you a solution to all your data related problems handed to you on a plate, we can promise that once a week you can look forward to another concise, interesting and easy to read article to help you on your data and information related journey.

One of the most difficult tasks for the new CDO is developing a Data Strategy whilst the organisation continues to operate (and must continue to operate) using and abusing data, continuing with bad habits around data and often with a lack of governance and planning. This has been likened to performing open heart surgery on a runner while they are in the middle of a marathon, in reality it’s more like patching them up, giving them water to keep them going and a clear map to get them to the end of the race. In most situations for a new CDO the organisation probably feels that it has been operating quite happily without this new person for a very long while. So, for the new CDO it may feel like they are sitting in the corner talking to themselves. Alternatively the CDO may be met with comments like ‘Yes, we tried that before and it didn’t work’ or ‘ IT/ Finance/ Procurement/ Marketing (delete as appropriate) won’t like you doing that’ or my personal favourite ‘that’s not how we do that here’.

What is the context of Business As Usual? In most cases (unless the organisation is a start-up) it will be:

  • a legacy data environment: siloes of data, multiple records, ‘duplicates’, weak data governance, no useful meta data, heavy MI and no BI.
  • legacy systems: burning platforms, bespoke developments, hard to maintain and manage, reporting systems remote from end-users, no true data management systems
  • legacy business processes: evolved over time, limited by technology and data available at the point in time, containing many work-arounds
  • multiple suppliers: of software and systems
  • legacy IT department: focused on building stuff rather than delivering and supporting software-as-a-service, internal networks as opposed to cloud
  • legacy ‘transformation’ process: based on project governance and waterfall, struggling with agile and innovation. Not able to adapt to transformation being data driven rather than technology driven

The task for the new CDO is how to steer their way through this bubbling cauldron and deliver a data strategy. One approach is to break the task down into two parts: an Immediate Data Strategy (IDS), a tactical approach to deliver support for BAU, gain quick wins and temporary fixes and to prepare the way for the second part. The additional benefit of the IDS is the delivery of incremental value to the organisation through its data, avoiding the hypecycle on the way (the next article deals with this in more detail). The second part is the Target Data Strategy (TDS), the strategic approach. The new CDO cannot sit back and deliver the TDS over a two to three year window, the organisation will probably be expecting some results now, so it is just as important to set realistic expectations as it is to provide some tactical delivery through the IDS. One piece of advice, don’t call these tactical deliveries ‘Projects’ instead refer to them as ‘Initiatives’, this might engender a more agile approach.

The IDS should listen to the organisation’s data pain and try to deliver high profile quick wins. The tactical initiatives of the IDS should blend into the strategy of the TDS, and not run down a rabbit hole or blind alley. The IDS should help build up the narrative and vision of the TDS.

The six key elements of the IDS could be:

  1. Stability and rationalisation of the existing data environment
  2. Data culture and governance
  3. Existing and immediate data and IT development projects
  4. Data exploitation and integration
  5. Data performance, quality, integrity, assurance and provenance
  6. Data security (especially with GDPR in mind).

Whilst the new CDO is delivering the IDS they should be pushing the TDS through business engagement, the organisation needs to be prepared, ready and believe in the changes that are coming. The CDO should also be using the IDS to show the ‘art of the possible’ to a data illiterate business to help the business engage with the new data possibilities. Through the IDS they should be running Proof of Concepts, feasibility studies, data science initiatives and building a narrative around the vision of the TDS for all levels of the business.

Finally, six tips on how to succeed using the IDS and TDS approach:

  1. Use internal communications to sell the vision, don’t allow a vacuum to form
  2. Seek every opportunity to communicate the vision. Do not be frightened of becoming a data bore.
  3. Socialise the data visons and the changes that could be coming, especially the controversial ideas, locate the data champions to support you
  4. Engage the organisation’s leadership and find your senior sponsors, they will be crucial
  5. If you can’t explain it, you’re doing something wrong, ‘it’s me not you’
  6. Win hearts and minds, often a good argument is not enough to win the day.

The book is available to purchase now

Playbook

Why does any organisation need a Chief Data Officer?

Facet Publishing are pleased to announce the release of The Chief Data Officer’s Playbook by Caroline Carruthers, Group Director for Data Management, The Lowell Group and Peter Jackson, Chief Data Officer, Southern Water.

Playbook

Most organisations now accept that data is a fundamental asset but the rapidly evolving role of Chief Data Officer (CDO) is still a mystery to many. Caroline Carruthers and Peter Jackson, two practicing CDOs, unlock these mysteries for the first time in The Chief Data Officers Playbook.

The book is a jargon-free guide for CDOs looking to understand their position better and for aspiring CDOs looking to take the next step in their career. It will also be valuable for chief executives, directors and business leaders needing to understand the value that a CDO can bring to an organisation, what they do, how to recruit one, where they should sit in the organisation and who they should report to.

The authors said,

“Data is a fast-moving and evolving environment and we get the sense that the pace of change is getting faster every month, perhaps every week. Our book is packed with strategies, tools and results of our real-life experiences which can help you leapfrog some of the mistakes we have made and learn from where it went well for us”.

The book begins by explaining why organisations need a CDO before moving on to cover key topics including, what you should do in your first 100 days as a CDO, building your team, how to break the data hoarding mentality, data and information ethics, delivering a data strategy in the context of business as usual, and how to recruit a CDO.

David Mathison, Chairman, CEO and Founder of the CDO Club, said,

“The release of this book is perfectly timed. The CDO Club tracks CDO hires globally, and last year alone the number of new CDO hires quintupled. The Chief Data Officer’s Playbookis a compendium of essential knowledge anyone operating in the current data environment must have”.

The book is available from Amazon and the eBook is available from eBooks.com

Follow the book on LinkedIn for updates and additional content

Browse a free sample chapter on the Facet Publishing website (click on the book’s cover)

Read an in-depth review of the book by Matt Corey, MD of Change Force here

Chief Data Officer – the first 100 days

Guest blog by the co-authors of The Chief Data Officer’s Playbook, Caroline Carruthers (Group Director of Data Management, Lowell Group) and Peter Jackson (Head of Data, Southern Water).

Gartner predicted that by 2019, 90% of large organisations will have hired a CDO – but only 50% of these will be a success. Much of what determines your success or failure going forward will take place in the first 100 days. Essentially it is about getting the basics right now and building firm foundations for the future.

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What do you expect when you start?

The first hundred days are important to set the expectations for the CDO you are going to be going forward; now from one CDO to another, expect a real rollercoaster of a ride, there will be amazing highs followed by moments where you sit with your head in your hands wondering what on earth you have done. Basically a microcosm of the rest of your role as a CDO just crammed into a shorter time period.

Case for change

The very first thing you need to do is understand your organisation’s case for change; if it’s not there, create it; if it needs help, redefine it. But whatever you do make sure you have a clear easy-to-describe case for change. In order to be an effective CDO you will be changing the organisation, and no change starts without a burning platform or an absolutely massive benefit at the end. If you can’t find the case for change then you might as well go home at this point.

What you are aiming for

The case for change helps you set the vision for what benefits you are aiming for, whether they are saving the organisation from repeating mistakes or gaining insight to derive more value. It’s the compelling argument that makes people want to help create the future you are selling. It also helps to set your scope out and start to set expectations about what you will and won’t be doing. People often forget about the ‘not doing’ part of a scope but it’s equally important as what you are doing, if not more so, without it people can overlay their own expectations and just assume they are getting everything they’ve always wanted just because they misinterpreted what you meant. Whilst you need to create a compelling vision, it’s best to be realistic about where you can go, what it will feel like, and how long it is going to take to make a difference.

There is no point in starting a journey without having an idea of your destination. You don’t need a fixed point you are trying to drag the company to, rather an idea in mind of where you are leading them. A bit like giving them a treasure map where you might not have buried the treasure yet but you know what island you are burying it on, they will get more maps the closer to the goal they get.

Your team

We are going to assume you have a team in place, knowing how long this process can take, unless we assume you have a team in place the whole story of your first 100 days will be taken up by fighting to get people to come and help you against departments who practice the dark arts and refuse to let you see the play book. There is a need to have people around you to help as no one person will ever be able to change the company without a lot of support. Apart from the need for skills and experience that are varied and wide ranging, you also need the support when you have some of your rollercoaster lows to help you get back on the upward track.

Then you need to look at what basics you are trying to get right, what materials are going to make up your foundation?

To keep it simple we’ve broken these down into three main areas

Governance

Let’s face it, you will be making changes to the organisation and you might not always get it right first time – remember the old saying ‘if you never make a mistake you aren’t trying hard enough!’ so what must be in place is a way of letting people know what is expected of them, what are they really accountable for; be that policies, standards, procedures or whatever your company used to help everyone understand their responsibilities, as well as a control mechanism for managing those policies. How do you make decisions on how the organisation needs to treat its data and information? Who is involved in this process? If you are smart you get people involved who cover large parts of your company – the plot for ‘buy in’ starts here.

Information architecture

Next let’s look at your information architecture, not the vast swathes of detail that sit in your data dictionary (at least not at this point) but the big headings. What are the top 5 to 10 ish headings which describe all the information in your company and (most importantly) who is the one person who could make a decision on each one. This is not about playing the blame game, that just makes individuals hide from any kind of accountability and leads to a kind of company wide whack a mole game. Remember the quote from above ‘if you aren’t making mistakes….’ Your information domain owners are accountable experts in their fields who understand specific areas of information within your business and can give firm direction and decisions in their area. Once you have the highest conceptual level agreed then it’s time to move onto the next level, adding richer detail as you go.

Engagement

Lastly and definitely not least, how are you going to engage with the company? Where is your network of evangelists coming from who will sell your message? It’s great that you know who can make decisions about the information and that you have clear instructions on how people should treat your company’s data but it really is pointless unless you tell them. Naturally we are talking about mass company wide emails that of course everyone reads every detail of, inwardly digests and miraculously and immediately changes their behaviour…….. in our dreams! This is hearts and minds time here, what is your compelling argument to change, how are you making their life better and what is in it for them that makes it worth changing their behaviour? At the very least tell them what you expect from them.9781783302574

Get all that right and at least you know you have covered off your basics while you start your journey.

The Chief Data Officer’s Playbook will be published in November by Facet Publishing.

Check out the book’s page on LinkedIn.

Sign up to our mailing list to hear more about new and forthcoming books. Plus, receive an introductory 30% off a book of your choice – just fill in your details below and we’ll be in touch to help you redeem this special discount:*

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The Secret Ingredients of the Successful CDO

Guest blog by the co-authors of The Chief Data Officer’s Playbook, Caroline Carruthers (Group Director of Data Management, Lowell Group) and Peter Jackson (Head of Data, Southern Water).

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Compared to most of the C-Suite colleagues the CDO is faced with a set of unique problems. There are similarities, the CDO is a subject specialist, and in that respect is similar to the Chief Finance Officer, Chief Investment Officer or Chief Risk Officer. The CDO also operates across the organisation so has similarities to the Chief Operating Officer or Chief Accounting Officer. However, the CDO does have a unique set of challenges. More than anything, the role is still being defined and in the absence of certainty the assumption that the role will solve all the problems the organisation is facing. The Chief Data Officer in many organisations is a new role (the number of people in CDO roles doubled from 2013 to 2014, and probably doubled again in 2015 – Karl Greenberg, MediaPost2015), whilst the other C-Suites executives have roles and responsibilities which the organisation recognise and understand.

The Chief Data Officer is bringing a new dimension and focus to the organisation, ‘data’. All organisations will have used and depended on data for a long time, but the arrival of the CDO will be the signal that the business intends to be data driven, that data will have a new importance in the business, and that it will be pivotal to the future of the business. Most organisations will be demonstrating poor practices and bad habits in their collection, use, storage and command of data. So, the CDO will be bringing a new culture and regime and any change brings with it a level of fear.

To achieve this difficult task of changing culture across an organisation, and changing the way individuals and the business use and view their data, the CDO needs some unique qualities.

The CDO has to be a skilled communicator, able to speak to all levels of the business from the board to office floor. The real ability in the communication is two-fold: first, the ability to translate quite complex ‘data’ concepts and technology into the appropriate language for every level and face of the business; and second the ability to use communication to win hearts and minds.

The CDO needs to be a master at relationship building, they will need the support of fellow C-Suite to deliver the data strategy vision. The CDO will rely on other parts of the business to deliver much of the data strategy; IT to deliver the technology, Customer Support to deliver improved data entry. At times the CDO will need to go toe-to-toe with colleagues, but the most effective results will be achieved through good relationships.

These good relationships will be built on credibility. The new CDO must be credible to the board, colleagues and the business. The business must trust and have confidence in the new CDO. The CDO will be leading big, new ideas, and therefore must be credible.

Much of the credibility is founded on specialist data knowledge. The new CDO must know ‘data’ and have a thorough understanding of data governance, data management, data quality, data science, advanced analytics, data strategy and data technology. Perhaps not the detail that the data team will bring, but enough to develop the data strategy and create the bridge between the specialists and the board.

The CDO must be the cheerleader for data and have a driving passion that convinces other people of the value of data and a good data strategy.

The new CDO must be able to shift gear between tactical delivery and strategic planning for two reasons: first to avoid the ‘Hypecycle’, more of that in another article, it is important that the CDO delivers incremental value to the business; and second because they will need to identify the quick wins and easy fixes in the current data environment to stabilise and rationalise the current data environment whilst the data strategy is being rolled out.

The CDO will also need a sprinkling of luck. They will be faced with unexpected situations, difficult people, organisational resistance, institutional muscle memory, the proportions of these will depend on their luck.

Finally, and this probably falls across all of the above qualities, is the ability to recruit good people.9781783302574

The Chief Data Officer’s Playbook will be published in November by Facet Publishing.

Sign up to our mailing list to hear more about new and forthcoming books. Plus, receive an introductory 30% off a book of your choice – just fill in your details below and we’ll be in touch to help you redeem this special discount:*

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So why does any organisation need a Chief Data Officer?

Guest blog by the co-authors of The Chief Data Officer’s Playbook, Caroline Carruthers (Group Director of Data Management, Lowell Group) and Peter Jackson (Head of Data, Southern Water).

why

Being a Chief Data Officer in the current climate is a rather interesting place to be, it can feel a little like dancing on quicksand while you have to learn to juggle wriggling snakes. So in order to help people interested in this area, whether you are a new CDO, well established data hero or just wondering what all the fuss is about, we have worked on a set of articles to answer some of the questions we are asked at nearly every conference we go to. While we can’t promise you a solution to all your data related problems handed to you on a plate, we can promise that once a week you can look forward to another concise, interesting and easy to read article to help you on your data and information related journey.

So why does any organisation need a Chief Data Officer? If it’s at the right level it is a big investment and they aren’t going to just come on their own, a team of some sort, even sourced from positions within the organisation, will cause disruption and potentially add cost and the company got along just fine without one before, right?

Or did they? We now have access to more data than ever before and we have all become kleptomaniacs when it comes to fact and figures. It doesn’t cost us much to keep it so why not keep it all – just in case. Only having so much of it means that not only can we not see the wood for the trees, we don’t value the wood anymore. We have lost the focus on why we are collecting data, what are we hoping to get from it and what benefits can we derive from it? In essence what are we going to get from it and why do it in the first place?

This ties into the concept of the information value chain; how does the information you use link into the value chain for the organisation? What end result are you expecting and what do you need to get there? This isn’t just about using the five whys, don’t stop at five, start asking question and don’t stop. The focus has to be on delivery and benefit. If collecting the data doesn’t deliver benefit – stop doing it! Keep your limited resources focused on doing what gives you benefits. The CDO gives you this clarity and direction for your focus.

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All of this is before you stop and look at the small mistakes that are happening on a daily basis that, when you add them all up, are costing your company time and money that you don’t want to waste. To give you a simple example, if someone in your sales department enters the wrong company name in the billing name field on the CRM such as ACME Ltd rather than ACME (UK) Ltd so an invoice is raised on 90 day payment terms for the wrong company and you don’t find out until day 89. So because the sales team made a tiny error it has cost the company 90 days cash flow. Or how about reputational damage because you stake your reputation on flawed data that you were convinced was right?

There are no single, big easy reasons to convince you to hire your first CDO but there are a million small ones that are happening every day – those are the reasons to hire your CDO.

The Chief Data Officer’s Playbook will be published in November by Facet Publishing.

Sign up to our mailing list to hear more about new and forthcoming books. Plus, receive an introductory 30% off a book of your choice – just fill in your details below and we’ll be in touch to help you redeem this special discount:*

*Offer not available to customers from USA, Canada, Australia, New Zealand, Asia-Pacific