{"id":539858,"date":"2025-05-26T07:13:55","date_gmt":"2025-05-26T07:13:55","guid":{"rendered":"https:\/\/www.capgemini.com\/co-es\/?p=539858&#038;preview=true&#038;preview_id=539858"},"modified":"2025-05-26T07:14:16","modified_gmt":"2025-05-26T07:14:16","slug":"towards-a-data-driven-government-why-we-shouldnt-get-too-hung-up-on-data-culture","status":"publish","type":"post","link":"https:\/\/www.capgemini.com\/co-es\/insights\/expert-perspectives\/towards-a-data-driven-government-why-we-shouldnt-get-too-hung-up-on-data-culture\/","title":{"rendered":"Towards a data-driven government: why we might want to rethink \u201cdata culture\u201d"},"content":{"rendered":"\n<header class=\"wp-block-cg-blocks-hero-blogs header-hero-blogs\"><div class=\"container\"><div class=\"hero-blogs\"><div class=\"hero-blogs-content-wrapper\"><div class=\"row\"><div class=\"col-12\"><div class=\"header-title\"><h1>Towards a data-driven government: why we might want to rethink \u201cdata culture&#8221;<\/h1><\/div><\/div><\/div><\/div><div class=\"hero-blogs-bottom\"><div class=\"header-author\"><div class=\"author-img\"><img decoding=\"async\" src=\"https:\/\/www.capgemini.com\/co-es\/wp-content\/uploads\/sites\/25\/2025\/05\/Philipp-Fuerst-e1701353108464.jpg?w=200&amp;quality=10\" alt=\"Person with glasses on and no hair.\" loading=\"lazy\"\/><\/div><div class=\"author-name-date\"><h5 class=\"author-name\">Dr. Philipp Fuerst<\/h5><h5 class=\"blog-date\">14th December 2023<\/h5><\/div><\/div><div class=\"brand-image\"> <\/div><\/div><\/div><\/div><\/header>\n\n\n\n<section class=\"wp-block-cg-blocks-group undefined section section--article-content\"><div class=\"article-main-content\"><div class=\"container\"><div class=\"row\"><div class=\"col-12 col-md-1\"><nav class=\"article-social\"><ul class=\"social-nav\"><li class=\"ip-order-fb\"><a href=\"https:\/\/www.facebook.com\/sharer\/sharer.php?u=https:\/\/www.capgemini.com\/insights\/expert-perspectives\/how-to-safeguard-and-protect-our-global-forest-ecosystems\/\" target=\"_blank\" rel=\"noopener noreferrer\" title=\"abrir en una nueva ventana\"><i aria-hidden=\"true\" class=\"icon-fb\"><\/i><span class=\"sr-only\">Facebook<\/span><\/a><\/li><li class=\"ip-order-tw\"><a href=\"https:\/\/twitter.com\/intent\/tweet?url=https:\/\/www.capgemini.com\/insights\/expert-perspectives\/how-to-safeguard-and-protect-our-global-forest-ecosystems\/&amp;text=How%20to%20safeguard%20and%20protect%20our%20global%20forest%20ecosystems%3F%C2%A0\" target=\"_blank\" rel=\"noopener noreferrer\" title=\"abrir en una nueva ventana\"><i aria-hidden=\"true\" class=\"icon-tw\"><\/i><span class=\"sr-only\">Twitter<\/span><\/a><\/li><li class=\"ip-order-li\"><a href=\"https:\/\/www.linkedin.com\/shareArticle?url=https:\/\/www.capgemini.com\/insights\/expert-perspectives\/how-to-safeguard-and-protect-our-global-forest-ecosystems\/&amp;text=How%20to%20safeguard%20and%20protect%20our%20global%20forest%20ecosystems%3F%C2%A0\" target=\"_blank\" rel=\"noopener noreferrer\" title=\"abrir en una nueva ventana\"><i aria-hidden=\"true\" class=\"icon-li\"><\/i><span class=\"sr-only\">Linkedin<\/span><\/a><\/li><\/ul><\/nav><\/div><div class=\"col-12 col-md-11 col-lg-10\"><div class=\"article-text article-quote-text\">\n<h3 class=\"wp-block-heading has-black-color has-text-color\" id=\"h-data-culture-is-widely-believed-to-be-a-core-ingredient-for-fully-leveraging-the-promise-and-potential-of-data\">Data culture is widely believed to be a core ingredient for fully leveraging the promise and potential of data<\/h3>\n\n\n\n<p>Nowadays, it is commonly accepted that government agencies need to leverage data to boost their decision-making, increase operational efficiency, and offer better public services. It is just as widely believed that establishing an organization-wide \u201cdata culture\u201d is the key to achieving this.<\/p>\n\n\n\n<p>The <a href=\"https:\/\/www.oecd.org\/governance\/digital-government\/toolkit\/12principles\/\" target=\"_blank\" rel=\"noreferrer noopener\">OECD<\/a>, for example, identifies the \u201ccreation of a data-driven culture in the public sector\u201d as one of twelve core principles \u201cto support the development and implementation of digital government strategies\u201d. Calls to establish a data culture also feature prominently in several national data strategies. The <a href=\"https:\/\/www.gov.uk\/government\/publications\/uk-national-data-strategy\/national-data-strategy\" target=\"_blank\" rel=\"noreferrer noopener\">UK\u2019s national data strategy<\/a> attributes the \u201cchronic underuse of data and a woeful lack of understanding of its value\u201d to a \u201clack of a mature data culture across government and the wider public sector\u201d. Similarly, the new <a href=\"https:\/\/www.bmi.bund.de\/SharedDocs\/downloads\/DE\/veroeffentlichungen\/2023\/datenstrategie.pdf?__blob=publicationFile&amp;v=3\" target=\"_blank\" rel=\"noreferrer noopener\">German National Data Strategy<\/a> argues the goal of \u201cmore data usage\u201d is only obtainable through cultural change in the public sector and devotes an entire chapter to this idea.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-but-many-government-agencies-find-that-they-lack-a-data-culture\">\u2026but many government agencies find that they lack a data culture<\/h2>\n\n\n\n<p>Perhaps one of the key reasons why the notion of a data culture attracts widespread attention is that many government agencies find that they don\u2019t really have one. The absence of a data culture conveniently explains why the public sector is still struggling to fully leverage the promise and potential of data to achieve its mission-critical priorities.<\/p>\n\n\n\n<p>Indeed, recent evidence suggests that establishing a data culture is a challenge for all organizations, public and private. In a <a href=\"https:\/\/d1.awsstatic.com\/psc-digital\/2023\/gc-600\/cdo-agenda-2024\/cdo-agenda-2024.pdf\" target=\"_blank\" rel=\"noreferrer noopener\">survey<\/a> conducted by AWS and the Massachusetts Institute of Technology (MIT), CDOs were asked about their greatest challenges in achieving their objectives. The answer \u201cAbsence of data-driven culture or data-driven decision-making\u201d ranked second and the related \u201cDifficulty in changing organizational behavior and attitudes\u201d first. The same survey also suggests that establishing a data culture is a particularly tough nut to crack, as CDOs reported that supporting \u201cdata-driven culture initiatives\u201d consumes most of their attention, along with data governance and enabling new business initiatives.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-what-is-data-culture-really\">What is data culture, really?<\/h2>\n\n\n\n<p>The proposition that \u201cdata culture\u201d is important usually elicits nodding heads, but rarely raised eyebrows. This is surprising because \u201cdata culture\u201d remains an elusive concept. Michael D. Watkins\u2019 observation in a <a href=\"https:\/\/hbr.org\/2013\/05\/what-is-organizational-culture\" target=\"_blank\" rel=\"noreferrer noopener\">Harvard Business Review<\/a> article on the broader notion of \u201corganizational culture\u201d holds true for \u201cdata culture\u201d as well: \u201cWhile there is universal agreement that (1) it exists, and (2) that it plays a crucial role in shaping behavior in organizations, there is little consensus on what organizational culture actually is\u201d.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-does-data-culture-eat-data-strategy-for-breakfast\"><strong>Does data culture eat data strategy for breakfast?<\/strong><\/h2>\n\n\n\n<p>Perhaps one of the reasons why \u201corganizational culture\u201d and \u201cdata culture\u201d, respectively are considered a master switch for organizational\/data behavior is the wide acceptance of the famous quote: \u201cCulture eats strategy for breakfast\u201d.<\/p>\n\n\n\n<p>There are two problems with the idea that \u201cculture eats strategy for breakfast.\u201d First, it is usually misattributed to management thinker Peter F. Drucker \u2013 but <a href=\"https:\/\/drucker.institute\/did-peter-drucker-say-that\/\" target=\"_blank\" rel=\"noreferrer noopener\">he never actually said it<\/a>. Second, the popularity of this adage seems to have given rise to the idea that for \u201cdata culture\u201d to be so powerful, it must be a broad, almost all-encompassing phenomenon. For instance, in a recent article in <a href=\"https:\/\/www.forbes.com\/sites\/forbestechcouncil\/2022\/06\/27\/data-culture-what-it-is-and-how-to-make-it-work\/\" target=\"_blank\" rel=\"noreferrer noopener\">Forbes<\/a>, data culture is defined as the \u201ccollective beliefs and behaviors of the people in the organization for leveraging data for improved business performance\u201d and <a href=\"https:\/\/www.mckinsey.com\/~\/media\/McKinsey\/Business%20Functions\/McKinsey%20Analytics\/Our%20ÎÚÑ»´«Ã½\/Why%20data%20culture%20matters\/Why-data-culture-matters.ashx\" target=\"_blank\" rel=\"noreferrer noopener\">McKinsey<\/a> relates it to the \u201cthe organizing principles, motivations, and approaches that undergird [organizations\u2019] data efforts\u201d.<\/p>\n\n\n\n<p>The issue with such broad definitions of data culture is that they set the bar for management very high. While changing an organization\u2019s collective beliefs, incentives and behaviors around data are indeed laudable ambitions, devising practical approaches that deliver on these goals <em>simultaneously<\/em> and <em>effectively<\/em> is a tall order.<\/p>\n\n\n\n<h2 class=\"wp-block-heading has-large-font-size\" id=\"h-data-culture-revisited-and-what-peter-f-drucker-really-said-about-culture-nbsp-nbsp-nbsp-nbsp\">\u201cData culture\u201d revisited (and what Peter F. Drucker really said about culture)&nbsp;&nbsp;&nbsp;&nbsp;<\/h2>\n\n\n\n<p>Peter F. Drucker believed that worrying about managing culture may result in a dead end. In a 1991 <a href=\"https:\/\/drucker.institute\/wp-content\/uploads\/2021\/09\/Drucker-1991-Dont-Change-Corporate-Culture-Use-It.pdf\" target=\"_blank\" rel=\"noreferrer noopener\">Wall Street Journal article<\/a> he wrote the following: \u201cChanging the corporate culture has become the latest management fad. Every business magazine carries articles about it [\u2026]. There is indeed a need to change deeply ingrained habits in a good many organizations [\u2026] But \u201cchanging culture\u201d is not going to produce them. Culture &#8211; no matter how defined &#8211; is singularly persistent.\u201d<\/p>\n\n\n\n<p>Fortunately, Peter F. Drucker did not stop there. He also provided a simple solution out of the cultural conundrum: \u201cIf you have to change habits, don\u2019t change culture. Change habits.\u201d<\/p>\n\n\n\n<p>Not everybody will agree with Peter F. Drucker\u2019s advice to discard the notion of (data) culture altogether. After all, changing an organization\u2019s values, beliefs, attitudes, and behavior around data seems necessary for its full-fledged \u201cdata-ization\u201d. However, Peter F. Drucker may still have a point: instead of attempting to change data culture at large or by trying to change mindsets in the hope behavioral change will follow, perhaps a bottom-up approach that starts with data habits is the key to success.<\/p>\n\n\n\n<h2 class=\"wp-block-heading has-large-font-size\" id=\"h-three-tactical-ideas-on-supporting-data-habits-in-the-public-sector-nbsp-nbsp\">Three tactical ideas on supporting data habits in the public sector&nbsp;&nbsp;<\/h2>\n\n\n\n<p>How then could organizations change the data habits of their employees? Peter F. Drucker had a few things to say this about this (which I encourage you to <a href=\"https:\/\/drucker.institute\/wp-content\/uploads\/2021\/09\/Drucker-1991-Dont-Change-Corporate-Culture-Use-It.pdf\" target=\"_blank\" rel=\"noreferrer noopener\">read<\/a>), but I would like to draw on James Clear\u2019s fascinating book <a href=\"https:\/\/jamesclear.com\/atomic-habits\" target=\"_blank\" rel=\"noreferrer noopener\">Atomic Habits<\/a>, which argues that the \u201cseed of every habit is a single, tiny decision\u201d and lays out the DNA for acquiring new habits:&nbsp; \u201cWhenever you want to change your behavior, you can simply ask yourself: How can I make it obvious? How can I make it attractive? How can I make it easy? How can I make it satisfying?\u201d<\/p>\n\n\n\n<p>As this is only a blog post, and a rather long one at that, I will not fully expand on these ideas, but close a with few parting thoughts on how to apply this to your public sector organization &#8211; and yourself, if you are a data-curious civil servant.<\/p>\n\n\n\n<p>Depending on your stage in your data journey, a tiny, but feasible change in your data habit could be, for instance, to make a rule that you read a piece of data journalism that has a bearing on your professional role and tasks or look at a data-related webinar at least every week or once a month \u2013 and reward yourself with your favorite treat upon task completion. Similarly, whenever you are assigned a new task, you might commit yourself to always ask yourself and research what type of data could help you or how similar organizations or peers leverage data, especially if your task revolves around better decision-making, driving efficiency, or improving government services. And if you don\u2019t find the answer, simply ask your Chief Data Officer for help if you have one. Your CDO will be thrilled to hear from you, I promise.<\/p>\n\n\n\n<p>On an organizational level, good technology is key to making data habits obvious, attractive, easy, and satisfying. Here, the role of rigorous data governance, solid data management, and a powerful data platform can hardly be overstated, so things like data access, visualization, and analysis are not a headache, but are convenient and only just a few clicks away. I wrote a bit more on this in a point of view called <a href=\"https:\/\/prod.ucwe.capgemini.com\/wp-content\/uploads\/2023\/11\/GDR-POV_final.pdf\" target=\"_blank\" rel=\"noreferrer noopener\">Leveraging data is a superpower<\/a>&nbsp;. Again, the idea is that when the emergence of data habits is practically enabled \u2013 and the value of leveraging data is showcased in individual use cases and LOBs \u2013 it is much more likely that the beliefs and attitudes regarding data in the organization at large will gradually change and set in motion a positive feedback loop, not vice versa.&nbsp;<\/p>\n\n\n\n<p>This blog is the first installment of series on data readiness in public organizations, please stay tuned for the next one. And if you are interested to learn more about how we at <a href=\"https:\/\/www.capgemini.com\" target=\"_blank\" rel=\"noreferrer noopener\">ÎÚÑ»´«Ã½<\/a> can help your public sector organization develop data habits or have feedback or questions on this blog post, please feel free to get in touch with me at <a href=\"mailto:%20philipp.fuerst@capgemini.coma\" target=\"_blank\" rel=\"noreferrer noopener\">philipp.fuerst@capgemini.com<\/a>.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/section>\n\n\n\n<section class=\"wp-block-cg-blocks-wrapper-people-slider section section--expert-slider wrapper-people-slider undefined\"><div class=\"container\"><div class=\"content-title\"><\/div><\/div><div class=\"slider slider-boxed\"><div class=\"container\"><div class=\"slider-window\"><div class=\"slider-list\">\t\t<div class=\"slide\">\n\t\t\t<div class=\"box\">\n\t\t\t\t<div class=\"row\">\n\t\t\t\t\t<div class=\"col-md-6 col-lg-4 box-img-wrapper\">\n\t\t\t\t\t\t<img decoding=\"async\" loading=\"lazy\" src=\"https:\/\/www.capgemini.com\/co-es\/wp-content\/uploads\/sites\/25\/2025\/05\/Philipp-Fuerst-e1701353108464.jpg\" alt=\"Person with glasses on and no hair.\"\/>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t<div class=\"col-md-6 col-lg-8 box-inner\">\n\t\t\t\t\t\t<div class=\"row title-social-media-header\">\n\t\t\t\t\t\t\t<div class=\"col-md-12 col-lg-6 mbl-social-icon\">\n\t\t\t\t\t\t\t\t<ul class=\"social-nav\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li><a aria-label=\"Linkedin\" target=\"_blank\" href=\"https:\/\/www.linkedin.com\/in\/philipp-fuerst-phd-9495785\/\"><i aria-hidden=\"true\" class=\"icon-li\"><\/i><\/a><\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<div class=\"col-md-12 col-lg-6 box-container\">\n\t\t\t\t\t\t\t\t<div class=\"box-title\">\n\t\t\t\t\t\t\t\t\t<h3 class=\"people-profile-title\">Dr. Philipp Fuerst<\/h3>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>VP Data-Driven Government &amp; Offer Leader, Global Public Sector<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<div class=\"col-md-12 col-lg-6 social-box-container dkt-social-icon\">\n\t\t\t\t\t\t\t\t<ul class=\"social-nav\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li><a aria-label=\"Linkedin\" target=\"_blank\" href=\"https:\/\/www.linkedin.com\/in\/philipp-fuerst-phd-9495785\/\"><i aria-hidden=\"true\" class=\"icon-li\"><\/i><\/a><\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"people-info\">\u201cGovernment CIOs and IT experts barely need convincing of the benefits of interoperability. What has been missing is explicit guidance on the necessary non-technical requirements. The Interoperable Europe Act helps with exactly that. What\u2019s more, with a critical mass of collaborators, individual public sector agencies will find that their investments into interoperable and sharable solutions will result in much bigger returns.\u201d<\/div>\n\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div><\/div><\/div><div class=\"slider-nav\"><button class=\"slider-prev inactive\" aria-label=\"Slider-previous\" tabindex=\"-1\"><\/button><ul class=\"slider-paginator\"><\/ul><button class=\"slider-next\" aria-label=\"Slider-next\"><\/button><\/div><\/div><\/section>\n","protected":false},"excerpt":{"rendered":"<p>Towards a data-driven government: why we might want to rethink \u201cdata 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