Rewired, 2nd Edition

CHAPTER 24Start with the value, then get the data

The leadership team at BigPharmaCo is going through the usual rant about data. They have just finished listening to a fascinating presentation about the potential of AI in drug discovery, clinical development, and more effective engagement of healthcare providers.

The first objection from the group is predictable, “This is all very inspiring, but our data is all over the place. Don’t we first need to get our data in order?”

The head of IT has been on the receiving end of these criticisms for years. She agrees and adds, “The company never gave me the necessary investments to fix it because you all don’t see an explicit ROI.”

And the CFO chimes in, “I am ready to invest in anything that has a business case and a clear owner accountable for it.”

Sound familiar?

A version of this conversation happens in many companies. At one level, this is a positive development—everyone is all in on fixing their data so they can get value from it. But it’s also the route to a dead end (or to a very long and expensive journey). That’s because the data landscape at most companies is so complex that you could spend a lifetime getting it into shape before it’s ready to use.

Leadership often believes that success with AI starts with data, but it does not. It starts with being clear about which business problems (or opportunities) are worth solving and then working on the solutions to address these problems and the data required to power them.

If ...