The Data Fluency Framework - Data Fluency: Empowering Your Organization with Effective Data Communication - page 30

Efficient, accurate communication —Miscommunication and misun-
derstanding about the meaning of data is one of the hidden barriers to
progress in many organizations. When everyone is on the same page
as to the meaning of the data, the discussions are about the content
and ideas, not deciphering the language.

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Alignment and accountability —Clear communication about key
metrics gives everyone in an organization an understanding of pri-
orities and how their actions influence those priorities. Furthermore,
when things are measured in well-understood ways, it is much easier
to hold people accountable to those measures. As management guru
Peter Drucker said, “What's measured improves.”

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Learning culture —Discussions around data frequently raise more
questions than they answer. In an organization in which data com-
munication works effectively, new, better questions are raised. These
questions lead to deeper knowledge, more insights, and hopefully
greater productivity.

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HOw TO USE THIS FRAMEwORk

This topic is for the executive and the business analyst, for the most data-savvy
head of operations and the most data-phobic marketer. Creating an organiza-
tion that can converse using a common data language is the responsibility of
front-line staff as well as the organizational leaders. The introduction explained
which chapters are the best places to start given your role. Now with the
framework details in mind, you can understand some of the immediate benefits
that can be achieved through speciic chapters in this topic.

Evaluate strengths and weaknesses — “Data Fluency Inventory”
defines a data fluency inventory for determining where your organiza-
tion is in its journey to data fluency. This survey instrument points out
the areas where you have room for improvement and points you to
the parts of the topic where there is specific guidance.

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Define an organizational plan —The chapters focused on organi-
zational capabilities (the bottom row of the framework) give leaders
a roadmap for getting in place the pieces necessary to support your
staff. Chapter 6 is for the CEO or department head who wants to define

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