{"id":9932,"date":"2026-02-06T11:26:07","date_gmt":"2026-02-06T11:26:07","guid":{"rendered":"https:\/\/weareoakland.com\/?p=9932"},"modified":"2026-03-10T15:37:39","modified_gmt":"2026-03-10T15:37:39","slug":"roadmap-for-data-ai-success","status":"publish","type":"post","link":"https:\/\/weareoakland.com\/blog\/roadmap-for-data-ai-success\/","title":{"rendered":"How to Build a Roadmap for Data & AI Success\u00a0"},"content":{"rendered":"\n

Who did we have on the panel?<\/h2>\n\n\n\n
\"\"<\/figure>\n\n\n\n

Defining your future is a strategy challenge, not a technology one<\/h2>\n\n\n\n

The session kicked off by talking about what it means to \u2018define your future\u2019. Joe stated that we\u2019re fundamentally looking at data strategy<\/span><\/a> – I.E. how an organisation should look to unlock value from data, automation, and AI. While technologies are more powerful and accessible than ever, value doesn\u2019t emerge by chance.<\/p>\n\n\n\n

It\u2019s not enough to simply \u2018get started\u2019 with tools, because impact is rarely delivered without a clear plan. That\u2019s where strategy comes in. It provides direction<\/strong>, prioritisation<\/strong>, and credibility<\/strong>, three elements at the core of moving any organisation forward. So wherever yours is on its maturity journey, value should be the primary driver.<\/p>\n\n\n\n

\n

\u201cThe context around defining your future is that we live in an incredibly exciting era in the field of data automation and AI. <\/p>\n\n\n\n

\u201cWe’ve never had more technologies available to us. We\u2019ve never had more skills and awareness of this. There\u2019s never been more opportunity. <\/p>\n\n\n\n

\u201cBut that comes with a double-edged sword – there\u2019s also disruption. We know that our business models need to change and we need to bring our people along on that change curve. <\/p>\n\n\n\n

\u201cSo when I say \u2018define your future\u2019 I\u2019m really talking about strategy – and how we drive value from data and AI.\u201d<\/p>\n\n\n\n

Joe Horgan, Principal Consultant – Data Strategy and Digital Transformation at Oakland Everything Data<\/strong><\/p>\n\n\n\n

\n
Our artificial intelligence services<\/span><\/a><\/div>\n<\/div>\n<\/blockquote>\n\n\n\n

Value can\u2019t be broadly defined – it\u2019s context specific <\/h2>\n\n\n\n

There\u2019s no one size fits all or universal definition of value in data and AI. What matters depends on an organisation\u2019s purpose, industry, and strategic goals. <\/p>\n\n\n\n

For instance, financial regulators focus on risk, harm prevention, service quality, and scale, whereas financial organisations prioritise fraud, risk, and customer insight. Universities emphasise student experience and research impact, which differs from the focus on asset optimisation, predictive maintenance, and digital twins in utilities<\/span><\/a>.<\/p>\n\n\n\n

\n
\n
\n

\u201cThings don\u2019t happen by chance. If you don\u2019t have a clear plan and vision, it\u2019s going to be really hard to get that value. <\/p>\n\n\n\n

“Wherever you are on that journey – whether you\u2019ve already got some kind of strategy in place around data automation and AI or you\u2019re just starting to think about having one – value should always be the first consideration that drives the development of the strategy and the definition of your future.\u201d<\/p>\n\n\n\n

Joe Horgan<\/strong><\/p>\n<\/blockquote>\n<\/div>\n\n\n\n

\n

What it comes down to is that value can\u2019t be copied or commoditised. <\/p>\n\n\n\n

Each organisation must define what success looks like for itself. At Oakland, our data consulting always starts with asking the client \u2018what does value look like for you?\u2019 – and we\u2019ve learnt that the answer can be radically different in different places.<\/p>\n<\/div>\n<\/div>\n\n\n\n

\"Infographic<\/figure>\n\n\n\n
\n
\n

Defining data value<\/h3>\n\n\n\n

For instance, we worked with the UK\u2019s regulator in charge of upholding the public\u2019s information and data privacy rights, the ICO on an exciting data strategy project<\/span><\/a> where they needed to set an example for the industry. <\/p>\n\n\n\n

But that\u2019s totally different to where our financial services clients want our focus, which may be around predicting the risks of fraud or understanding new market segments. <\/p>\n\n\n\n

And that\u2019s different again for our water utilities clients, one of whom we\u2019ve supported with a strategy on how they improve predictive maintenance and better manage issues like leakage<\/span><\/a>.<\/p>\n\n\n\n

\n
View our data strategy case studies<\/span><\/a><\/div>\n<\/div>\n<\/div>\n\n\n\n
\n
\n

\u201cValue is not a tradable commodity. It\u2019s not just something you can stack up generically in a corner. <\/p>\n\n\n\n

“Value only has meaning in your organisation in the context of what your organisation is trying to achieve, its purpose, and its strategy.\u201d<\/p>\n\n\n\n

Joe Horgan<\/strong><\/p>\n<\/blockquote>\n<\/div>\n<\/div>\n\n\n\n

How to make meaningful change for data and AI success<\/h2>\n\n\n\n

Rather than merely \u2018aligning\u2019 data and AI initiatives to business strategy, organisations should aim to actively drive strategy through data and AI. Increasingly, these capabilities are at the foundation of wider business activities, like digital transformation, customer experience, and operating models. But you can\u2019t get these off the ground without two important elements: organisational outcomes<\/strong>, which require clarity and planning, and leadership and investment reality<\/strong>.<\/p>\n\n\n\n

\n
\n

Organisational outcomes<\/strong><\/p>\n\n\n\n

These may look like:<\/p>\n\n\n\n