Christopher Blood

Happy Friday! Following on from my posts last week about new roles, we've had a mid-point review of our applications which became a case study in how language takes on unintended meaning in the eyes of the reader... One of our new roles was labelled 'Benefits Reporting Lead'. I, with my background in data-enabled business and technology change, wrote the word 'benefits' with a specific intent, and yet it seems that a lot of the folks who found it interpreted it as relating to employment benefits i.e. pensions, health insurance and the like. Our actual need is somewhat different: in a world where 'everyone knows' we need to do more with data, we're actually really bad at articulating the good things which come about when we do that. That's 'we' in the general sense of data professionals - I've seen this in many organisations over the years. We're good at waving our arms and drawing nice pictures, but even if that wins us funding we rarely go back and objectively demonstrate the costs we saved, extra revenue we stimulated, the quality improvement we brought about or the strategic objectives we contributed to. That really hurts us in the eyes of people who fund us - they might recognise our work as technically pretty cool but they want cold hard numbers to justify continuing to do it. That's the problem we want to solve, and the reason we want to add this dedicated role to our team. We've re-posted a tweaked version of the advert to try to optimise a bit better for candidate search, but if you could shared this explanatory post with your networks I hope we might pique the interest of someone who thought the role was something else. Even better, if you know of someone specific who'd be up for this challenge, give them a nudge direct to take a look! The opportunity will stay live until next Wednesday. https://lnkd.in/em8fuguP

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Hello good people of LinkedIn. I come to you with a second tale of learning from experience in recruitment! Having reviewed the pool of applicants for the second of our new roles, we again have determined that we might not have framed it quite right (so basically the same lesson as last time I suppose!) In this case, the role is very much about making sure that the data products we deliver make a difference to the business. Do they use it? If so, does it change how they work? If so, is that better than before? This role is about finding out the answers to those questions and then if the answer to any of them is 'no', that's where the fun really starts. The reasons why a data product doesn't land may be many and varied. - We might have built the wrong thing (wrong requirement). - Users might not trust it (bad, untrusted or poorly sourced data). - The users might not understand what it's telling them (skills / knowledge gap). - The form of the data product, or its delivery mechanism, might not fit into the ways of working of the recipients (design failure). - We might have got the wrong balance of time invested in specifying the data product and focusing on what's supposed to be different when it's created (change failure). All of that being the case, the sort of person we're looking for might well have a background in data, but we really want them to also have had some exposure to the business side of what happens after roll-out. That means the right person might be more of a business analyst with a keen interest in data, rather than your classic data analyst. We'll consider all applications because diversity of thought will be really important here. If you know of someone you think would be right for this, please do point them in my direction. https://lnkd.in/eaByiWSK

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Mat Wilde we will never forgot the passion and enthusiasm you had for Data Governance. This is a wonderful tribute from Rob Lancashire at Oakland | B Corp to Mat Wilde who is so sadly missed. #datagovernance #datamanagement #data #everythingdata #datalob #dataculture #dataanalytics #womenindata

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🚀 **Unlocking the Value of Change and Transformation: A Strategic Approach Using the British Army's Seven Questions** 🌟 As a veteran with extensive experience in driving strategic outcomes, I've found that the British Army's Seven Questions framework provides a powerful tool for articulating and realising the value of change and transformation in any organisation. Here’s how this military strategy can be adapted to the business world: **1. What is the business strategy and what is it trying to achieve?**   Understand the overarching goals. Is the business seeking market growth, launching a new product, entering a new market, or aiming for cost reductions and consolidation? **2. What is the business doing to achieve the strategic aims?**   Evaluate current initiatives. Are there inflight transformation programmes or organisation redesign efforts? Assess alignment with strategic goals and identify gaps. **3. What is the current state (As-Is)?**   Analyse the present situation. Does the organisation have the right structures and IT systems? Understand the geographic distribution and operational bases. **4. What is the vision of the future (To-Be state)?**   Define the future state. Will systems be consolidated? Will the organisation leverage outsourcing or local growth? Identify new locations for growth. **5. What are the blockers and obstacles?**   Identify challenges. What hinders achieving strategic aims? Are systems outdated? Is there internal conflict or competing KPIs? Evaluate readiness for change. **6. What is needed to achieve the To-Be state?**   Determine necessary resources. Is a new CRM or ERP system needed? Is change management required? Identify capabilities and resources needed to reach the To-Be state. **7. What is it worth to the business if the To-Be state is achieved?**   Build the business case. Quantify financial and productivity benefits. Calculate potential return on investment and improvements in key performance metrics. By applying these questions, businesses can navigate change and transformation with greater clarity and effectiveness, ensuring alignment and focus on common objectives. Let's start a conversation about how I can leverage this strategic framework and my background to drive transformative growth and success for your organisation! #VeteranTalent #ChangeManagement #StrategicLeadership #BusinessTransformation #OperationsManagement #LeadershipDevelopment #COO #CRO #Productivity #RevenueGrowth #BusinessDevelopment

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I’m just back from a rewarding couple of days at the BBC’s Data Science and Analytics conference, after a few years away. There were some familiar faces and some new ones. I can’t say more than that, or David T. will come to my house and kill me. (I’m pretty sure that’s how Chatham House rules work.) Here are some general reflections while it’s all still fresh in my memory. What’s New Media companies have had lots of data to play with since the industry went digital. Although no one addressed this point explicitly, I left with the impression that people are spending less time accessing and cleansing data, and more time making sense of it. I think this is down to the migration from on-prem data centers to the cloud, with all three hyperscalers offering data science-specific solutions. We have also benefited from the advent of ready-made data stacks from the likes of Snowflake and Databricks. They may actually be solving a real business problem. Who knew? What’s Old Although the tooling has improved, the problems that we’re trying to solve are the same as always. There was lots of talk of customer acquisition and retention, and how to optimize user value. We never really came to a conclusion on what the right number of customer segments is, and I feel like I’ve been engaged in that debate since the very beginning of my career. With more technology we can take a more sophisticated approach to these challenges, but a media business is still a media business. What Surprised I walked in assuming (or fearing?) that we’d be talking about GenAI at the expense of all else for the whole conference. It did come up, and I saw some cool use cases. However, the topic didn’t dominate the proceedings. My takeaway is that a lot of the buzz is coming from non-technical stakeholders who are experiencing AI for the first time in this newly accessible format. For seasoned data practitioners, it’s just another tool at their disposal.

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The most offensive thing I've heard said as a data leader? ❝We're data driven❞ 🤬 It came from a senior business manager - and more than once... I nearly spat my coffee out! ☕️ I'm always drinking coffee so that's no surprise. The problem with this statement? I was the Head of Data and I would have been the LAST one in the room to ever say we were data driven! We were a small data team and always striving to do our best. But we had a long way to go towards what I consider being data driven. But this is something I hear all the time... Companies with low data maturity levels, no data culture to speak of, nothing that would even remotely resemble a data strategy, calling themselves data driven! Dig a little deeper? Oh, you have some dashboards you occasionally look at.... Big whoop. 🙄 Data driven is not something you 'are' it's something you 'do'. It's an activity that requires constant vigilance and protection. It's not something you're always going to be perfect at, but that is ok. But it is far harder to achieve and practice than most people appreciate. In fact, I would say that only a small fraction of companies are truly data driven. And most of those will be highly mature, digital native tech companies. The problem is that "data driven" is a highly misunderstood buzzword. Don't even get me started on the 'data driven' vs 'data informed' argument (it's just semantics so give it a rest) As data leaders we need to be honest with ourselves and our non-data colleagues. Hearing them call the business 'data driven' might stroke our egos... but when you know this isn't true... then it is on YOU to educate. ------------ Speaking of great content, check out my fee weekly newsletter: Strategies for Effective Data Leadership. Next publication is all about How to be an effective data advocate. You won't want to miss is. You'll find it in the arguments ⬇️

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Interesting piece about the journey of data. I'm sure it would be useful for organisations who want to be data led start with these steps.

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A new approach to providing capabilities to meet evolving user needs in a changing world.

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🌟 Mastering Stakeholder Management: It's Not About Being the Loudest 🌟 Stakeholder management is often seen as a game of who can speak the loudest in the room, but let me tell you, it's much more than that. It's about understanding, empathy, and effective communication. Contrary to popular belief, being the loudest voice doesn't necessarily mean you're the best stakeholder manager. In fact, some of the most effective stakeholder managers are those who listen more than they speak. For those of us who are quiet or reserved by nature, stakeholder management can feel like a daunting task. But fear not! Here are a few pieces of advice: 1️⃣ Listen Intently: Your quiet nature can be your greatest asset. Take the time to truly listen to your stakeholders' needs, concerns, and feedback. This will not only build trust but also help you tailor your approach to better meet their expectations. 2️⃣ Communicate Thoughtfully: When you do speak up, make sure your words count. Be clear, concise, and confident in expressing your ideas and insights. Your stakeholders will appreciate your thoughtful contributions. 3️⃣ Build Relationships: Make meaningful connections with your stakeholders beyond the boardroom. Take the time to get to know them on a personal level and understand their perspectives. Building strong relationships will make stakeholder management feel more like a collaborative effort than a daunting task. Remember, effective stakeholder management is about building bridges, not walls. Embrace your quiet nature and let your actions speak louder than words. Together, we can create positive and impactful relationships with our stakeholders. 💼🤝 #StakeholderManagement #QuietLeadership #EffectiveCommunication

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I have had the great pleasure of speaking to a number of senior data SMEs in the FS sector recently on some of our common strategies and pain points, and would you believe it ( 🙄 ) there seems to be some prevailing themes... Will separate these out as there is quite a bit to discuss! 1. Standardisation is key - For the most part we all collect huge quantities of data across our businesses, and more and more often our organisations are moving to more "federated" or "de-centralised" strategies where local business lines have ownership of their content. However without a central governing body or guidance we will inevitably build more (but possibly smaller) silos - which is often what we were trying to avoid in the first place - and endlessly fractured data leading us to compare apples and pears when we think we are looking at sales. By contrast, if we step back and look at our overall data landscape you may notice that within a single business much of the content is actually quite similar across business lines. For example in insurance there is always a policy, there is always a single customer and their details, there are more often than not claims on that policy, etc etc and that is true regardless of which brand or product we are reviewing. Imagine if those locally-owned data assets all used the same, or strikingly similar data model. Not only will it make downstream processes more efficient, it will minimise the time cost of complying with governance requirements (e.g. cookie-cutter paperwork), improve the time to market for analytical insights, drive value, enable modellers and analysts to move between assets without the need to spend weeks learning the new data model, and make sure that our data consumers actually have trust in the numbers they are looking at! Isn't that what we spend our 9-5 doing anyway?? Food for thought.... Subject 2. coming shortly 😀

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Dashboards are dead. I read this statement in a targeted ad, and it made me stop and think. Sure, it is a provocative declaration by design - but it touches on the real frustrations that many users and organisations have with dashboard projects that fail to deliver value. Why do dashboards fail? I wrote a Medium article on this topic drawing from my lived experiences in the public sector. In short, I believe that great data viz advances the decision making process. However, we need to ensure that it addresses the right question! Check out the full article below and let me know your thoughts! #dashboards #datavisualisation #DataFam #dataviz #NHS

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This is me, this weekend, as an Army Reservist, supporting a Regular Army workshop with maintenance tasks. Occasionally it comes up in conversations with my customers that I’m a Vehicle Mechanic in the Army Reserves. There’s always a genuine surprise and then there’s the questions. Mostly to do with me working in IT Software, as they don’t see how the skills for my civilian role align with my Military role. For those Reservists that don’t have roles that align fully with the skills in their Civilian role, it could be that they have great learning agility or a real interest for the subject. They may enjoy the challenge of something new or that might just be the closest Reserve unit to where they live. Whatever the reason, being a Reservist also gives you a wide range of soft skills, that not only help to grow the individual but also further a career in any industry. After all, how many businesses don’t look for employees that are dependable, innovative, great collaborators and show the initiative and confidence of a great leader?? #REME #Armyreserves

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There are many reasons you might want to survey your organisation, your customers, or your suppliers. Whatever your motivation and goals... careful planning, design, and execution is key to maximising the opportunity the investment affords. Sign up and join us on Thursday at 4pm (BST) for our short, insightful session on "How to deliver a successful survey project". (20 mins + Q&A)

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Since 2021, the UK's defence procurement system has been undergoing major changes to tackle cost overruns, delays, and inefficiencies. These proposed changes include: 🔹 Prioritising Export Potential 🔹 Spiral Development 🔹 Closer Industry Relations 🔹 Strategic Leadership Roles Our recent LinkedIn poll reveals that 57% of professionals believe Strategic Leadership will make the biggest impact, highlighting the need for clear direction and informed decision-making. How do you think these changes will shape the future of defence procurement? Join the conversation and share your thoughts! 👉 Read the full blog on iO Associates - UK/EU website, to see the poll results and insights, click the link in the comments. #DefenceProcurement #DefenceReform #IndustryInsights #LeadershipInDefence

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Data Futures is coming, so you might be feeling a tad overwhelmed. That's why Alex Leigh & I have put together ConnectED's interactive workshops. They'll help break down exactly what you need to do to be prepared. Day 1: In-Person Session (4 hours) Data Governance Foundations: Build a solid understanding of best practices for managing your HE data effectively. ✨ Process Accountability: Define clear roles and responsibilities, ensuring everyone's on the same data-driven page. Data Landscape Mapping: Align Data Futures requirements with your existing data sources. No more confusion! Day 2: Virtual Deep Dive (4 hours) Data Futures Item Deconstruction: We'll dissect 5 key items, helping you understand the specifics and translate them into actionable plans for data collection and quality. Quality Measures Defined: Establish clear-cut indicators to keep your data squeaky clean and reliable throughout the year. ✨ DQIL Mastery: Unleash the power of the Data Quality Issue Log for proactive issue identification and resolution. Ready to transform Data Futures from challenge to opportunity? See more here: https://lnkd.in/e4RUHzUW #DataFutures #HEData #HESADataFutures #ConnectED #DataGovernance #QualityMatters #Workshops #LetsGetDataDriven

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"𝗡𝗼𝘁 𝗮𝗹𝗹 𝗯𝗮𝗿 𝗰𝗵𝗮𝗿𝘁𝘀 𝗮𝗿𝗲 𝗰𝗿𝗲𝗮𝘁𝗲𝗱 𝗲𝗾𝘂𝗮𝗹" That's a quote from this (https://lnkd.in/ep-adcvq) article, about how the UK General Election is being muddied by political parties pushing misleading data. This isn't a swipe at any particular party (because they're all at it), this is a post about being ethical with data & a warning to my UK followers that they should pay full attention to what they read. If you produce analysis or visualisations that assist people in decision making you have a responsibility to: - Present data honestly and accurately, without distortion or manipulation - Avoid misleading practices like cherry-picking data, deceptive scales, or biased colour usage - Provide proper context and avoid conveying misleading messages - Ensure visualisations are clear, comprehensible, and maximise understanding - Make hidden aspects visible, such as uncertainties & impacts - Avoid bias in data collection, analysis, and visualisation processes  - Represent data fairly and inclusively, without reinforcing stereotypes or prejudices  - Recognise the power of visuals in shaping perceptions and decision-making - Enable well-informed decisions through trust and credibility 𝗘𝘃𝗲𝗿𝘆 𝘃𝗶𝘀𝘂𝗮𝗹𝗶𝘀𝗮𝘁𝗶𝗼𝗻 𝗶𝗻 𝘁𝗵𝗶𝘀 𝗮𝗿𝘁𝗶𝗰𝗹𝗲 𝗶𝘀 𝗴𝘂𝗶𝗹𝘁𝘆 𝗼𝗳 𝗯𝗿𝗲𝗮𝗸𝗶𝗻𝗴 𝘁𝗵𝗲𝘀𝗲 𝗿𝘂𝗹𝗲𝘀 Shame on our political parties for this. Lastly as data professionals we have a responsibility to: - Support fair processes and challenge unethical analytical behaviour Bravo to BBC News for calling this behaviour out. 👏 #data #dataviz #datavisualisation

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Are we entering the dawn of shadow data? Seeing lots of posts recently talking up data as the saviour of all things. But it has one big problem which enthusiasts are less keen to talk about. It is just data. Data doesn't do anything. It's just data. Sure you can collect it, process it, share it and ship it around. You can even use it to help you make (better) decisions. However, if you want to do any of that. You'll need what was once known as a computer program. Assuming that calligraphy and pigeons aren't for you, you'll need to use applications and services to make use of the data you have, or the data you're going to try to get hold of. So. If you're now masquerading as a 'Data (or AI, or ML) Expert'. You might want to consider that you're adding or changing applications to an existing estate. So you need to work with the people who already look after the apps and services. If you're a leader who believes that data is the center of your organisation. You'll be well advised to understand that data isn't magic. It needs apps and services to be useful. You surely don't currently allow apps and services to govern high level roadmaps? So why let very specialised, often low level, apps and services govern it now that they're called 'data'?

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We know that SEND data is becoming more and more granular and the requirements for Local Authorities to evidence improvements is continually increasing. I am excited to share the launch of a new SEND data tool that I have worked closely with those at Public Alchemy to develop. This is a completely free resource which is going to, with your support, evolve over the next 12 months. The idea of this benchmarking tool is to assist Local Authorities in comparing their area against both regional and national benchmarks. Our vision isn’t to create competitiveness but instead to aid a collaborative National approach, recognising local areas that are particularly excelling and facilitating those conversations around the sharing of best practice. Following the release of the 2024 SEN2 data you will see this tool expand to include a multitude of additional factors. Are there other national data sets that would help your local Authority? Do you have some barriers within your authority that you are struggling to overcome regarding data and performance dashboards? Of course this isn’t all that Public Alchemy offer. I’d encourage all SEND leaders to review their website. Having worked really closely with them across both the Delivering Better Values programme and this SEND benchmarking tool I can certainly advocate for their knowledge, skills and vision for improvements. If you would welcome an initial discussion around this please do not hesitate to contact me.

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If you a SEND Officer, SENCO, SEND Case Manager, SEND Tribunal Officer or anyone else who works in Special Educational Needs please keep reading! You have done it, you’ve made it to the to the end of another week! This week you may have been told what you are doing is not good enough, you may have received complaints because you’ve not met a deadline, your mountain of unresolved work has grown to heights comparative to Everest and you really can’t see how you are going to navigate down the cliff face to safer ground. You need to realise that you HAVE made a difference this week! You HAVE impacted positively on someone’s life and you HAVE improved the life chances of at least one child or young person. We know that the last few years has seen the narrative around our roles become less positive. We HAVE to change that narrative and recognise the fantastic work you all do each and every day. Public-Alchemy has a vision that aspires to change all of this and your help is needed. Public-Alchemy has developed a data dashboard to compare both regional and national data sets but we all know this doesn’t tell the whole story. How can we use your skills, knowledge and expertise to develop this and utilise metrics that would enhance your value on a day to day basis. The team at Public-Alchemy are keen to hear from you with any creative ideas. Whether that is today, tomorrow or in three months time the change process has started. Can I ask that you like / follow their page and share between your networks? Together, one day at a time, let’s make this happen!

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