If your strategic plan is based on data, have you considered the consequences?
source: accenture https://www.accenture.com/_acnmedia/PDF-108/Accenture-closing-data-value-gap-fixed.pdf
Several generations ago, the incentives in your organisation mean that those who collected and analysed old data created bias.
Such bias occurred as people in the system favoured specific incentives, rewards and recommendations.
The decisions made created certain processes and rules to hide the maintenance of those incentives and biases.
The biases worked to favour certain (the same) groups and outcomes, which have, over time, become part of the culture, reinforcing the processes and rules.
How do you know, today, what bias there is in your strategic plan. What framing and blindness are created because of the ghosts in your system?
If you cannot see, touch and feel equality and balance in gender, race and neuro-diversity, it is likely that the bias is still there. Whilst it might feel good to get to a target, that does not mean the systems, rules and processes are not without those same biases. It took generations to build in; it takes far more effort than a target to bring about better decisions.
How do you know your data set has the views of everyone who is critical to your business today and in the future? How do you know the tools you use provide equal weight to everyone to make our business thrive? How do you know if the recommendation was written before the analysis? How do your incentives create a new bias?
Is the consequence of your beautiful strategic data-led plan that you get precisely what the biased data wants.
In any framework where data leads to decisions, strategy or automation, first understand how you might be reinforcing something you are trying to eliminate.
Several generations ago, the incentives in your organisation mean that those who collected and analysed old data created bias.
Such bias occurred as people in the system favoured specific incentives, rewards and recommendations.
The decisions made created certain processes and rules to hide the maintenance of those incentives and biases.
The biases worked to favour certain (the same) groups and outcomes, which have, over time, become part of the culture, reinforcing the processes and rules.