By examining the role of the board in an organisation's data use, researchers have discovered the collective mindsets and attitudes of the board hold more import than specific skill sets.
The problem
Advances in data analytics and technology seem to hold so much promise when it comes to many problems, whether that’s gaining a competitive advantage in the market or making a positive societal impact. However, poor outcomes are common.
The research
Picking up on an observation by Dr Stuart Black—that many established organisations shy away from using data for these more strategic purposes—Professor Davern and his colleagues investigated the unstudied role of the board in an organisation’s data use.
They found that the collective attitudes and mindsets of the board played a decisive role in whether an organisation sought to use data for strategic purposes, significantly more important than any board member’s direct data experience or the wider organisational context. Contrary to conventional wisdom, board-level skills and experience in data analytics and technology was not a core requirement for adopting data-oriented strategies.
The impact
The research is valuable for board members, top management teams and more junior change agents who want to create the conditions for sustained success in using data to solve business problems.
Department: Accounting
Area: Processes and Practice; Products and Enterprises
Researchers
Sustainable Development Goals
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