To be a leader in health and human services, it is vital (and responsible) to analyze and apply all resources that may lead to improved care, outcomes and collaboration. Traditionally, organizations in the health and human services field have been “data poor,” a problem that has hindered strategic decision-making. Now, as a result of technological advancements and greater interoperability, organizations are producing an abundance of data that is once again limiting their ability to make decisions.
To handle this data as a corporate asset, businesses first need to develop a data strategy. To do so, executives should understand how “data mature” their organization is. The four stages of data maturity include:
Once your organization’s level of data maturity has been assessed and identified, you can begin to develop a strategy that will support data management. This data-rich and technology-enabled strategy will be at the core of your organizations operation, effectively providing a competitive advantaging and leading to eventual success. Moreover, according to Ravi Ganesan, Chief Executive Officer of Core Solutions, Inc., “Data informed decision making means you must take action. You have to use the data, and you must empower the staff to do so also.”