Issue link: https://resources.esri.ca/i/1313392
15 | GEOSPATIAL STRATEGY ESSENTIALS FOR MANAGERS MATTHEW LEWIN Literacy What makes an organization geospatially proficient ultimately comes down to utilization. It isn't just about having a documented strategy, high-tech software and experts on staff. Being smart requires people to adopt and use geospatial tools and know-how to draw insights from data and solve real business problems. The more broadly and more creatively these capabilities are applied, the better. Leading organizations are good at leveraging geospatial capabilities in many ways and applying them across many business functions. The breadth and diversity of their geospatial capabilities is key to their success. These organizations are highly literate in terms of the application of geospatial capabilities to their businesses. Essential Literacy practices of leading organizations include: • Patterns of use: Broad adoption of geospatial technology, including traditional use cases such as mapping and data management, and advanced use cases such as location analytics, real-time monitoring and stakeholder engagement • Business capabilities: Support a wide range of traditional and non-traditional business functions (i.e., not limited to a few conventional user communities) How to Join the Leaders' Circle As you scanned this chapter, you probably thought about where your organization lands in terms of location intelligence proficiency. And you might be wondering: how can we join the leaders' circle? The first step is to run a comparative diagnostic. How does your organization compare to the geospatial leaders in your industry? What are your strengths and weaknesses in terms of the essential practices identified in the study? What improvements do you need to close the gap? The answers to these questions will help you focus your efforts and take actions that benefit your bottom line. Beyond that, consider your major challenges. The IDC study indicated that for lagging organizations, difficult technology implementation, lack of business integration and a lack of geospatial skills are among the primary barriers to success. Work to overcome these by developing a focused geospatial strategy. Some of these are complex and all are inter-related. Addressing them requires an approach that focuses closely on the integration of people, process and technology. Remember, leadership is a journey. But those that make the leap reap the rewards. Be honest about your organization's level of geospatial proficiency and work to address the gaps. By homing in on what leaders do well and adapting these practices to your organization, you can put your business on top.