James Bell
General Manager, Robinson Ryan
Data management professionals are under ever-increasing pressure in 2024 to justify data business cases and demonstrate business value. This pressure will only grow as attention shifts to how we can create real value at the intersection of AI, technology, analytics, and data.
In this rapidly evolving world, it is often the case that data professionals focus too heavily on developing technical skills to differentiate themselves—mastering architecture, analytics and AI through constantly changing technology landscapes. While these skills undoubtedly add value, a common oversight is the critical need to invest in developing human skills. Specifically, the ability to communicate, influence, and gain business buy-in—skills that are necessary not only for successfully pitching a project, but for seeing it through to completion and creating lasting change.
You could have the most technically brilliant data solution to a core business problem, but if you can’t get other people to get on the bus with you or champion your cause in the marketplace of ideas within your organisation, you are missing one of the critical requirements for success in your role and your team, peers, and organisation will miss the opportunity to see improvement in core business functions.
While certifications like the Certified Data Management Professional (CDMP) remain highly sought after—the reality is that even the most basic data transformation projects will fail to get off the ground or stall without sufficient business buy-in. Worse, they may fail after significant time and resource investment, as people can often revert to old habits when they lack a clear understanding of the reasons for change and their role in sustaining it.
Having worked across diverse sectors for over a couple of decades, it has been my experience that the most influential and successful data professionals are those that invest in developing their human skills. Being able to translate complex data concepts into actionable insights that resonate with non-technical stakeholders is essential for project success and sustainability. These skills are crucial for influencing business strategies, building trust with executives, and ensuring that data initiatives align with the broader goals of the organisation. This is even more important when considering the rise of AI and data-driven decision-making that is now front and centre in the minds of business leaders around the world. Having the technical know-how is just the foundation. Real impact comes from the ability to present that technical expertise in a way that secures buy-in and makes change happen.
For data professionals, the challenge is clear: mastering technical skills is just not enough. The key to lasting success lies in augmenting technical aptitude and ability with charisma, empathy, and storytelling that ensure projects get funded, implemented, and sustained. As data becomes an increasingly critical asset, the ability to frame its importance in a business context will separate the good from the great, with the true game-changers being those that can communicate the value of good data management clearly to executives, guiding strategic decisions and fostering lasting organisational change.
