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To meet these expectations, D&A leaders need to rewire their organizational culture for an AI-infused future — starting now!  \nOpportunities and Challenges  \n■ How should you prioritize data and analytics (D&A) investment size, mix and sequence in order to drive the greatest business impact?  \n■ How do you get started with a data literacy campaign, which is a new challenge for senior D&A leaders committed to creating a data-driven culture across the workforce?  \n■ How can you leverage the best of “centralize all” and “everything at the edge” organizational models with hybrid models exploiting new data sources, new techniques and new ecosystems?  \n■ How can you make the work of D&A governance business-driven and relevant, and how do you“make it stick”?  \n■ How do you extract sustainable and repetitive business value from growing investment in artificial intelligence (AI) capabilities?  \nWhat You Need to Know  \n■ It is essential to embed the work of D&A in a business context and you should stop talking about data, analytics, AI and technology, which shifts the focus from outcomes to technology.  \n■ You will need to describe your D&A value proposition upfront and sell it directly to all stakeholders.  \n■ Championing data literacy and crafting a clear case for change should come before pursuing implementations.  \n■ Adopting a portfolio approach will help to prioritize your various D&A investments.  \n■ Working with your peer business leaders will make sure you put the most important work of D&A in the most appropriate place in the organization.  \n■ Data and analytics governance should start with a focus on the least amount of data with the biggest business impact.  \nInsight from the Analyst  \nRewire Your Organizations’ Culture for an AI-Augmented Future  \n Andrew White — Gartner Distinguished VP Analyst  \nSimply put, we have more data than we know what to do with; we have limited budgets, time and resources; we struggle to find (and keep) the right talent; and AI and machine learning are being applied to drive business value. Technology vendors offer a wonderment of new solutions to problems we might not even know about. All the while boards of directors, CEOs and CIOs want more value and they want it yesterday. Does it ever change?  \nDespite the conditions we face, 2020 is a pivotal year with data and analytics. D&A and AI may have already peaked in terms of topical hype. As such, it is time to get down to business and start to take the actions that will put in place sustainable, repeatable behaviors that deliver on the promises made.  \nCulture is seen as the greatest challenge to D&A success as far as CDOs and other senior data and analytics leaders are concerned.  \nDespite the promise of AI and ML, the greatest challenge of all is not data, or process, or  \ntechnology — it is culture. Such technologies have promised automation galore and insight discovery at the flip of a switch. But culture continues to impede our ability to achieve the promise of a data-driven enterprise with automation galore and insight discovery at our fingertips. But business value is not yet rolling in. D&A leaders need to put critical touchstones in place today to ensure the right decisions are taken, in the right way, at the right time, and for the right outcome (see the Evidence section) . This is the focus of this research. We highlight the critical touchstones you need to set up now in order to help rewire your culture so that you cannot just live in our  \ncollective AI-augmented future, but thrive in it too.  \nAI may be everywhere soon, but some preparation is needed to get value from it. That starts now! Kind regards,  \nAndrew White  \nPage 2","cbCaic4x9kt7YcV6","https://ap.wps.com/l/cbCaic4x9kt7YcV6","pdf",131610,"English","# Opportunities and Challenges\n## Prioritizing D&A investment\n## Launching data literacy campaigns\n## Hybrid operating models\n## Making governance stick\n## Extracting repeatable AI value\n# What You Need to Know\n## Embed D&A in business context\n## Sell the D&A value proposition\n## Champion data literacy and change case\n## Use a portfolio approach\n## Collaborate with peer business leaders\n## Start governance with maximum impact data\n# Research Highlights\n## Leadership and Culture: Build the Resilient Organization\n## Data-driven is not automated decisions","[{\"question\":\"How should data and analytics governance be designed to be business-driven and durable?\",\"answer\":\"Governance should focus on the least amount of data with the biggest business impact and ensure decisions are taken in the right way, at the right time, and for the right outcome. The goal is to make governance relevant and able to “stick” in practice.\"}]","Data and Analytics Leaders - Rewire Your Culture for an AI-Augmented Future - Analyst Insights | PDF",1789339906,6]