Data strategy pressure cooker workshop

During our one-day data strategy pressure cooker workshop, various stakeholders gathered around the table. The aim was to scope the data issue and align the different visions.

Approach

During the workshop, participants assessed where War Child currently stands and where they want to be in a year. They did this for the various components of our data strategy model. For each component, they indicated the extent to which War Child was engaged with it. They did this on a 5-point data scale:

1. unaware
2. aware
3. reactive
4. proactive
5. optimised

The stakeholders discussed their vision for each component with each other. Our consultants moderated the conversation. For each component of the data strategy model, we sought agreement on both the current and desired situation on the 5-point data scale.

At the end of the session, our data strategy consultants summarised the insights in a report.

Result

We formulated the data ambition as follows: War Child aims to develop a user-friendly set of tools that allows data to be efficiently analysed and made available to various stakeholders, based on evidence-based methods.

In addition to a summary of the workshop, our report included concrete recommendations for moving from the current to the desired situation. We addressed each component of the data strategy model and proposed actions in order of priority.

Two of our recommendations:

• During the workshop, it became clear that participants wanted to see every aspect of a data strategy at a proactive maturity level within a year. This means that a clear plan needs to be developed and implemented for each element of the model. This includes implementing solutions, defining roles and responsibilities, and structurally managing and maintaining the data strategy. Additionally, everyone should be aware of and have a consistent understanding of it. Achieving this within a year is very ambitious. We admired the team's enthusiasm but advised a phased approach.

• We advised to create an overview (RACI or similar) of data governance roles and responsibilities and document it. They should job titles instead of names to ensure continuity. Along with this overview, we recommended that the team identify potential gaps (gap analysis) and discuss these with the management team. Based on this, they can collaboratively identify possible solutions (e.g., establishing a central data team).

War Child now has the tools to formulate a data strategy and implement solutions that contribute to achieving organisational goals. As a strategic data partner, we can fully lead War Child's project, from strategy to implementation.

This pressure cooker was arranged through our foundation, the Digital Power Datahub.

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