In our view,this corporate inertia can be chalked up to a three-pronged misalignment.解决这些问题需要进行战略调整，以调整公司的激励和责任结构，people and data sets.
Follow the money
You need to incentivize cross-team cooperation.大多数企业组织成团队，每项任务要么优化自己的损益表，要么培育自己的一套关键绩效指标。理论上，this division of labor should drive efficiencies through specialization,但实际上，最终结果往往转向巴尔干化。
为了避免P&L-oriented团队的陷阱,企业利益相关者必须详细说明data-driven approach will support the company's long-term customer-centric objectives.This is what the leadership team at luxury design marketplace 1stdibs did when the company evolved from an aggregated "storefront" lead-generation business,whose revenue depended almost exclusively on a Craigslist-like advertising model,to an e-commerce platform that leveraged centralized data as a single source of truth to successfully create and drive three distinct revenue streams.
Combat the fear of obsolescence
Aligning teams' accountability structures can cause anxiety among employees.人们害怕广泛的组织变革是很自然的；they might fear becoming irrelevant,or not having the right skills,or losing authority premised on P&L-oriented domains.It's up to leadership to allay these fears.
做到这一点的最好方法之一是投资于向员工传授新技能。It will prevent fear-stricken employees from ignoring—or even actively undermining—mandated organizational changes;培养员工认同；最终创造一个更强大的，更高效的劳动力。
AT&T采取了这种方法。After discovering that nearly half of its 250,000 employees lacked the technical skills to move the company forward,它为未来准备投资了10亿美元，according to a report from CNBC.The multiyear initiative includes online courses;partnerships with learning management systems and universities;and an internal career center.By 2020,the report said,AT&T plans to have retrained around 100,000 employees in a way that facilitates the company's ongoing evolution.
为了有效，developing new skill sets must be embedded within a larger organizational commitment to growth and learning,and a company culture that accommodates this cycle of self-improvement.
Encourage data sharing and integration
即使是在一个小组织里，data scientists typically spend 80 percent of their time bringing disparate data sets together and only 20 percent of their time performing actual insights-producing analyses.在企业规模上，this gap tends to be even wider.
如果团队不愿意或不能彼此共享其专有数据集，企业的分析专业人员将被迫花费大量时间搜索他们需要的信息。Furthermore,inadequate data sharing opens the door to analytical inconsistencies that further reinforce organizational (and data) silos.
将多种内部叙述结合起来是益百利最近在整个组织范围内进行技术整合的主要动力，according to a case study from software company Okta.For years,the credit reporting agency relied on six different identity management tools from five different providers,creating confusion and ample opportunity for operational inconsistency.Two-and-a-half years ago,研究表明：Experian adopted a single cloud-based tool,and has since connected all of its internal systems,确保其16000名员工中的每一位始终使用与其同事相同的信息。这次合并每年为公司节省了100多万美元，the study noted.
For many enterprises,emulating Experian's success will require changing the way stakeholders think about and use data: Enterprise leadership should make it abundantly clear that its intention is not to use analytics as a "report card," but as a "lesson plan."
In keeping with a self-improvement-friendly company culture,企业必须将数据分析作为一种工具，使团队能够理解并从错误中吸取教训，and deploy those insights the next time around.When data becomes a mechanism of improvement rather than judgment,团队更愿意与同事分享他们掌握的信息。
In the end,在可预见的未来，能够将数据驱动的决策与企业规模无缝结合的组织将很好地占据其行业的主导地位。