Monitoring, measuring and assessing culture is becoming imperative for businesses. Developing policies encouraging transparency through ‘big data’ can lead to an increasing level of trust and motivation. This can also lead to an increase in collaboration as employees see where they can improve, who’s doing that well, and provide more guidance on good-practice overall.
A successful use of ‘big data’ can be seen in the CIIA’s case study on a hospital. NHS: Clydebank’s Golden Jubilee hospital provides screens on the wall displaying data, collating more than 300 measures of quality of care, from complaints to compassion. The data is interactive and is accessible by every staff member, from ward to board level. The transparency of the data helped to motivate people to improve.
The danger wth the use of big data to measure and manage culture is the loss of the human element. We believe strongly that quantitative data alone is not enough to measure culture. You must also collect qualitative data, from speaking to real people within the organisation. There are nuances in human interaction that, as of yet, we can’t capture through quantitative data.
Big data certainly provides new advancements in measuring culture. However, it is essential not to lose the all important human interactions that can’t be effectively measured through technology.