People matter in reporting analytics automation

People matter in reporting analytics automation

One of the strange paradigms that has arisen in the past decade is the place of automation technology in business compared to how the workforce is meant to function. On one end of the argument, experts will assert that automation poses a grave threat to the workforce – in a wealth of industries – given its ability to supplant people who would otherwise be tasked with completing certain responsibilities.

The opposite end of the spectrum involves assertions that automation will actually improve the employment situation, as companies will be able to expand into new territories with less risk. Whichever thought process a company subscribes to, the unknown future of operations cannot cloud judgment when it comes to making decisions for today and the immediate months to come, especially regarding the automation-workforce connection. 

In many ways, the most effective automation strategies will blend people, processes and technology into one more comprehensive and streamlined management plan. Of all the examples of automation technology that needs to work in concert with employees, reporting analytics might be the best to build off of. The objective is to leverage the tools in a way that supports the business from the ground up – beginning with employees. 

Culture of analytics
Forbes contributor Bernard Marr recently explained some of the key matters business leaders should consider when trying to build a culture that effectively navigates big data strategies. Leaders will always need to ensure that their staff members are on the same page, understand objectives and engage with the reporting analytics tools involved in a way that yields optimal return on investment. 

Without a focus on the people who are tasked with overseeing the success of reporting analytics tools, how could a leader expect to enjoy optimal outcomes down the road? According to Marr, there are several signs that the corporate culture{ at a particular organization} is not yet ready to take on big data and other analytics programs, including the idea that the firm is not necessarily data driven, or at least not as much as other companies. 

Virtually every company is a data-driven business today, regardless of industry or sector. As information has long been the lifeblood of any organization, the song remains the same in the age of digital technologies. Marr also stated that some firms will balk at analytics because they are too expensive, when there are often options out there that can be afforded by most organizations. 

Furthermore, he pointed out that collecting too much data without any structured plan to sift the valuable from the wasteful can be a cultural issue that damages analytics strategies before they even begin to roll. Although his last argument might not seem to be a cultural hindrance at first, he affirmed that the belief that the firm is far behind the rest of the pack can be detrimental, and this obstacle is most prominent among employees. 

Efficient development
To change the culture of a company, decision-makers must work closely with all managers and employees, helping them through the more difficult aspects of training and preparation. To ensure that the firm is achieving the culture shift that yields a more prolific analytics capability, no staff member should be left out of the conversation, even when it comes to the planning stages. 

Using surveys, quizzes and questionnaires, leaders can get a better idea of what their workforce members need to be ready for the adoption and use of reporting analytics tools. This way, investments will not fall by the wayside, and the analytics tools will achieve their purpose of supporting staff members through their responsibilities. 

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