In today’s insights blog post, we have the privilege of speaking with Kyle Winterbottom, the CEO and founder of Orbition Group, as he shares his perspective on why data leaders who identify solely as ‘tech leaders’ may be selling themselves short.
Amidst all the discussions surrounding data and analytics (D&A), there lies a huge misconception that the data and analytics department it is primarily a technological endeavour. Kyle Winterbottom challenges this notion, asserting that the essence of D&A extends far beyond the realm of technology.
Kyle highlights the influence of prominent figures within the D&A community who often equate D&A with technology. With a following of hundreds of thousands, these influencers often share personal anecdotes about their journey of “breaking into tech,” inadvertently reinforcing the notion that D&A is synonymous with technology. However, Kyle argues that this perspective only exacerbates the challenges facing the D&A industry.
“It might be sexy to align yourself with the latest tech, but it’s always short-lived, as there is always something around the corner that will be launched and suddenly there’s a new shiny thing everyone wants. Many of the challenges I see data leaders facing are due to these tech hype-cycles.”
Drawing from his vast experience serving the senior data community, he maintains that while technology undoubtedly plays a crucial role in D&A, it is not the sole focus. Kyle highlights that individuals pursuing careers in D&A should not merely aspire to master tools and technologies but instead understand the broader purpose of their role. For analysts, in particular, the goal is not to work “in” tech but to leverage data to drive better business performance.
“I recognise that technology is an important and fundamental part and D&A success cannot be achieved without it, but it shouldn’t be the exclusive focus, and for many it is”.
Kyle, as passionate as ever, underscores the importance of aligning D&A efforts with tangible business value. He suggests that the failure to demonstrate such value often leads to the misallocation of resources and, ultimately, the reduction of D&A teams. To mitigate this risk, he advocates for a collective shift towards a more business-centric approach within the D&A ecosystem.
“Until D&A functions start showing real tangible value, their position will never be secure within the boardroom, which has influenced greatly this trend of uncertainty we’re seeing in the market. Data cannot be seen any longer as just a cost centre”.
Acknowledging the significance of technology in the D&A landscape, he reaffirms its importance while challenging the prevailing narrative that it constitutes the sole purpose of D&A within organisations. Instead, Kyle calls for a holistic understanding of D&A, where technology serves as an enabler rather than the primary focus.
In essence, Kyle’s perspective encourages professionals within the D&A community to embrace a broader vision—one that prioritises business outcomes over technological prowess. By reframing the conversation surrounding D&A, he believes that the industry can foster greater alignment with organisational objectives and drive sustainable value creation.
As the D&A landscape continues to evolve, Kyle’s insights serve as a compelling reminder of the need to transcend the confines of technology and embrace a more nuanced understanding of the role of data and analytics in shaping the future of business.
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