With a 30+ year career in data warehousing, BI and advanced analytics under his belt, Bill has become a leader in the field of big data and data science – and, not to mention, a popular social media influencer. Having previously worked in senior leadership at DellEMC and Yahoo!, Bill is now an executive fellow and professor at the University of San Francisco School of Management as well as an honorary professor at the National University of Ireland-Galway.
I’m so excited to welcome Bill as my guest on this week’s episode of Experiencing Data. When I first began specializing my consulting in the area of data products, Bill was one of the first leaders that I specifically noticed was leveraging design thinking on a regular basis in his work. In this long overdue episode, we dug into some examples of how he’s using it with teams today. Bill sees design as a process of empowering humans to collaborate with one another, and he also shares insights from his new book, “The? Economics of Data, Analytics and Digital Transformation.”
In total, we covered:
There’s certainly a UI aspect of design, which is to build products that are more conducive for the user to interact with – products that are more natural, more intuitive … But I also think about design from an empowerment perspective. When I consider design-thinking techniques, I think about how I can empower the wide variety of stakeholders that I need to service with my data science. I’m looking to identify and uncover those variables and metrics that might be better predictors of performance. To me, at the very beginning of the design process, it’s about empowering everybody to have ideas. – Bill (2:25)
Envisioning workshops are designed to let people realize that there are people all across the organization who bring very different perspectives to a problem. When you combine those perspectives, you have an illuminating thing. Now let’s be honest: many large organizations don’t do this well at all. And the reason why is not because they’re not smart, it’s because in many cases, senior executives aren’t willing to let go. Design thinking isn’t empowering the senior executives. In many cases, it’s about empowering those frontline employees … If you have a culture where the senior executives have to be the smartest people in the room, design is doomed. – Bill (10:15)
Organizational charts are the great destroyer of creativity because you put people in boxes. We talk about data silos, but we create these human silos where people can’t go out … Screw boxes. We want to create swirls – we want to create empowered te