Data Strategies Series | Where are organisations’ data strategies post-Covid? (Guest Blog by NetApp)
Author: Chris Roberts, Director, Solutions Engineering, NetApp
Data strategies are tailor-made and specifically defined to improve data management across a whole organisation, giving departments the guidance they need to work in alignment with each other, rather than against each other.
For businesses to maximise their chances of success in the new digital economy, they must develop and embrace a digital presence, and cultivate digital assets. As they improve their business processes, and become more data-driven, they must find ways to create an environment that’s conducive to the use of digital technology. One way of doing this in a systematic and effective way is by creating and following a data strategy.
Data strategies define how data will help an organisation to meet its goals. Specific and actionable, any such strategy should lay out how they expect these data activities to happen, any changes the organisation might need to make to maximise the value these activities, as well as timelines and financial justifications.
The impact of a poor data strategy
The sheer amount of data organisations are producing, collecting, and accessing today means that informal approaches to collecting and managing data is no longer enough. And that’s not even before you start to think of the environmental and sustainability impacts – something that is higher on the boardroom agenda in a world where stakeholders are much more focused on a business’ Environment, Social and Governance credentials. Data strategies are tailor-made and specifically defined to improve data management across a whole organisation, giving departments the guidance they need to work in alignment with each other, rather than against each other.
Post-Covid, many more organisations are enabled for remote and hybrid working than they were previously. Documents and applications have been moved into the cloud, and collaboration and video conferencing tools are an innate part of working life for many. This means that data strategies have had to evolve to support this new reality. At first, making all this available was an emergency measure, to keep things moving during various lockdowns. But with employees and teams now used to the flexibility and agility to connect from anywhere, data strategies will need to change in order to identify and support more permanent capabilities.
As businesses face ongoing economic uncertainty and turbulence, now is an ideal time to examine their digital capabilities and find ways to make data work harder and smarter for them.
Evolving your data strategy
So how can businesses refine and evolve their data strategy?
It starts with truly understanding the data footprint that they have:
- How much resides on-prem, in the cloud, or in other locations?
- What data does an organisation need to collect and how is it being used?
- What data is mission-critical, and what can be retained on more of an archive basis?
Making informed decisions can only happen once leaders are across all these details. Once a business knows what their current data footprint looks like, they can then start to consider their options. Bringing on board a trusted advisor at this stage might be useful to help provide extra support here.
For example:
- Are there ways to become more efficient in where data is being saved?
- Can some storage locations can be consolidated to save costs?
- Could an organisation move more of their data into the public cloud, and work with one of the hyperscaler providers to improve the environmental impact of storing and managing their data?
Some sectors have additional mandates to follow when it comes to data. Financial services organisations for example must collect and retain a great deal of historical data as part of reporting requirements. They must put in place the right mix of storage technologies together to support these needs, in a way that is as cost-effective and sustainable as possible.
As businesses face ongoing economic uncertainty and turbulence, now is an ideal time to examine their digital capabilities and find ways to make data work harder and smarter for them.
Building and implementing a robust data strategy will help them put their best foot forward.
Data Strategies Series
This series explores the tools and strategies businesses are using to unlock the value of data and deliver better products and services to customers.
Katherine Holden
Katherine Holden
Katherine joined techUK in May 2018 and currently leads the Data Analytics, AI and Digital ID programme.
Prior to techUK, Katherine worked as a Policy Advisor at the Government Digital Service (GDS) supporting the digital transformation of UK Government.
Whilst working at the Association of Medical Research Charities (AMRC) Katherine led AMRC’s policy work on patient data, consent and opt-out.
Katherine has a BSc degree in Biology from the University of Nottingham.
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- [email protected]
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- 020 7331 2019
Sue Daley
Sue Daley
Sue leads techUK's Technology and Innovation work.
This includes work programmes on cloud, data protection, data analytics, AI, digital ethics, Digital Identity and Internet of Things as well as emerging and transformative technologies and innovation policy. She has been recognised as one of the most influential people in UK tech by Computer Weekly's UKtech50 Longlist and in 2021 was inducted into the Computer Weekly Most Influential Women in UK Tech Hall of Fame. A key influencer in driving forward the data agenda in the UK Sue is co-chair of the UK government's National Data Strategy Forum. As well as being recognised in the UK's Big Data 100 and the Global Top 100 Data Visionaries for 2020 Sue has also been shortlisted for the Milton Keynes Women Leaders Awards and was a judge for the Loebner Prize in AI. In addition to being a regular industry speaker on issues including AI ethics, data protection and cyber security, Sue was recently a judge for the UK Tech 50 and is a regular judge of the annual UK Cloud Awards.
Prior to joining techUK in January 2015 Sue was responsible for Symantec's Government Relations in the UK and Ireland. She has spoken at events including the UK-China Internet Forum in Beijing, UN IGF and European RSA on issues ranging from data usage and privacy, cloud computing and online child safety. Before joining Symantec, Sue was senior policy advisor at the Confederation of British Industry (CBI). Sue has an BA degree on History and American Studies from Leeds University and a Masters Degree on International Relations and Diplomacy from the University of Birmingham. Sue is a keen sportswoman and in 2016 achieved a lifelong ambition to swim the English Channel.
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- 020 7331 2055
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- @ChannelSwimSue,@ChannelSwimSue