We are no longer in the Information Age… We're in the age of information management! Here's an interview on the current and future outlook for this digital transformation.
Is Big Data the new oil of the industry? Many experts agree with this and emphasize the importance of its application across all sectors, including construction, engineering, and architecture.
That's why we're posting a new interview on our blog, this time featuring Javier García Vizcaíno, director and mentor of the Master's Degree in Business Intelligence and Big Data on Structuralia.
Javier is mathematician and has extensive experience in various industries such as media, energy, construction, sports, and education. He has worked on projects in digital transformation, data analysis, and people transformation, as well as in the design of digital transformation plans, the identification of initiatives, and various innovation processes within the organization. In addition, he is an instructor at various institutions, including Structuralia.
With your extensive experience in digital transformation projects, data analysis, and workforce transformation… Could you briefly tell us about your current role at Acciona and your career path?
«I am currently the Director of Enterprise Applications at Take Action, a global group specializing in the development and management of sustainable infrastructure solutions, particularly in renewable energy. My team supports various organizational processes through the services and projects they carry out. Notable among these are the areas of Human Resources Management Systems, Financial and Accounting Systems, Document Management and Collaboration Platforms, the development of custom solutions in “modern” development environments, and business solutions based on technological enablers such as Blockchain or IoT, Business Intelligence and Advanced Analytics Platform.
Before joining Acciona, I worked for 15 years at media, where I have spent much of my professional career. During this time, I have also worked in other areas, such as the field of lenergy, the construction, the sports or the education, which has always been closely tied to projects related to digital transformation, data analysis, and people transformation.
In addition to this extensive career, I am also actively involved in teaching. On the one hand, as Director of the Master's Program in Business Intelligence and Big Data at Structuralia y I occasionally collaborate with other organizations and schools. I also serve as a mentor both internally at Acciona and through external programs«.
It is said that data is the oil of the 21st century. How have you experienced this trend toward companies increasingly focusing on data and analytics?
«It is true that the Data is becoming the "oil" that fuels the digital transformation of businesses. In fact, I believe we have reached a point where the problem is not so much collecting data as it is the ability to process it and turn it into knowledge.
From the perspective of technological, we have long had the necessary resources for data collection, as we can see in any data analysis dashboard in the field of Big Data.
On the other hand, with technological enablers such as the Internet of Things, we can to equip absolutely everything with sensors, resulting in a large amount of data available for processing.
We ourselves, with our mobile devices, generate a a large amount of traceable data. However, the real challenge lies in knowing what to do with them and, above all, monitoring them«.
On your LinkedIn profile, you state that “many digital transformation projects fail because they focus on technology.”. What should that picture look like in the context of people's digital transformation?
«Technology is often confused with the process of digital transformation. We must not lose sight of the fact that the Technology is the means, not the ultimate goal of these processes.
We must use the technology as an enabler, While keeping in mind that in these processes, there are factors that contribute to their success. On the one hand, there is the transformation of the company’s processes, which must put the customer at the center, and on the other, the analysis of how we must change those processes to achieve this goal.
However, some key elements are often left out of the equation, such as people. When defining a new culture, we must recognize that automating or digitizing a process is not the same as transforming it.
That is precisely where the success of companies that have been able to transform people lies creating a new culture«.
In addition to being a trainer, you have served as a mentor at various institutions, such as the Princess of Girona Foundation. How did this aspect of your career come about, and what has it brought you?
«When I started my professional career, I was fortunate to have the guidance of a mentor, which enriched me immensely. As a result, I decided at the time that once I had the right experience and knowledge, I'd like to be able to mentor others.
I started a program at the Princess of Girona Foundation and in the very Take Action with the goal of tapping into the talent of older workers, which is such a hot topic these days. I think it’s a journey well worth taking, not only because of what you can offer but also because of what you can learn about the needs of younger generations, which may differ from those of previous generations.
For example, these days, financial compensation is no longer a distinguishing factor. Emotional compensation is gaining ground, with considerations such as the appeal of projects, the organization’s culture of collaboration, the combination of different work styles, etc.«.
According to a study conducted by Mercer, data analysis roles are the hardest to fill and retain. Does this truly reflect companies' commitment to a data-driven approach?
«Yes, I completely agree. In fact, it's something I've experienced firsthand. When it comes to recruiting talent from the market to join our teams, we find that these are highly sought-after candidates, so It's hard to find qualified candidates at an affordable price.
In addition, Talent retention is a problem, precisely because of the bubble surrounding these types of profiles that we're currently experiencing. If attracting talent is a problem, at least we have some leeway when it comes to retention.
We can encourage this by doing what I've mentioned—offering attractive projects to employees and combining autonomy in projects with the opportunity to be part of the solution, among many other things. In short, it's about enrich the career paths of these professionals »rather than recruiting talent at any cost.".
According to a 2021 report by Allied Market Research, titled «Big Data Analytics in the Retail Market: Insights – 2027», The global data analytics market is expected to reach 25,000 million by 2028. That means there are many professionals ready to take the reins. What is your view of the new generations of analysts?
«These new generations have that a strong desire to work with data, which helps them draw conclusions about many events based on existing data.
Furthermore, it is not only necessary to have mathematical or analytical skills, It is essential to understand and internalize the purpose of analyzing data, linking it to business needs.
That is precisely where the the great potential of these profiles, be valuable to the organization, be able to combine the scientific analysis and business reality.
In this regard, profiles such as the data scientist They are running as anot one of the most popular on the market, precisely because it offers the best of both worlds, explaining the reality of the data.
Unfortunately, we live in a digital economy where theThe cycles are getting faster and faster and it is needed interpret the information as quickly as possible putting it into context almost in real time.
There are mechanisms such as the data storytelling that allow you to explain the nature of the data and the various insights you can draw from it without getting bogged down in technical details that many people don't need to know, but who must make decisions based on that information.
There is a wide range of tools available that allow you to do many things, as well as training programs and methodologies that put this philosophy into practice.
As a result, demand for this type of training and specialization is growing. We'll see soon »this type of profile in all organizations".
In closing… ¿CWhat do you think are the challenges your industry will face in the coming years?
«When it comes to data, I don't think they'll exist on their own. In other words, in an economy where everything is connected to everything else and where, ultimately, technological enablers emerge that allow us to extract information from any element, data will be the lubricant that allows those the cogs of the digital economy run at full capacity.
I see no other way than to embed a data-driven culture within organizations. In the most traditional ones It will cost them more, and they'll have to find the right talent and those who are digital natives, It's in their DNA, so they'll find it easier to navigate this environment.
However, where I really see the biggest challenge is in the data monetization. Google, for example, is a good example, since it has built a profitable business thanks to the information gathered through its various services. Amazon is another example; by analyzing transactions, it has been able to capitalize on the various types of consumer data it collects.
»Therefore, companies that have access to the data will be able to monetize it both directly—by selling data to third parties—and by creating customer profiles and identifying new business opportunities.".
From Structuralia We would like to thank Javier for giving us the opportunity to conduct this interview, in which we were able to learn about his career and his involvement in day-to-day data analysis, as well as the advancements in the Digital Transformation and Big Data sectors, where he plays a leading role.
