Data literacy and the choices of new managers!

Now that different organizations, ministries, departments and executive agencies are once again standing on the threshold of selecting new managers and leaders, the question is seriously raised: are the future generation of managers of the country truly data literate, and more importantly, how many managers are required to be data literate? In the current situation, the president-elect faces a difficult choice, as he must select managers for executive positions who have the necessary capabilities and ability to fulfill his campaign promises. But in today’s world, being familiar with data and benefiting from data literacy is no longer just a secondary characteristic of a capable manager, but is considered a necessity for management and governance in the digital age. Therefore, from agriculture and justice to economy and information technology, decisions that are absolutely made with the intention of compassion and collective good, but without attention to data, may bring unexpected and irreparable damage.

But what is data literacy and why is it important?

In the conventional and traditional management approach, it is said that a good manager should be able to make decisions in different situations and be able to defend his decisions. A good manager is able to identify major problems and design short-term and long-term plans to address them. He should also be able to oversee the implementation of his plans. While all of these functions are positive and desirable; the fact is that data literacy can help managers accomplish many of these tasks.

Of course, it is not the decision-making ability alone that is important, it is the decision-making ability that is important. Because a manager who makes decisions based on data and information rather than on the spur of the moment and taste decisions will ultimately be more successful in persuading others and getting the public and colleagues on board. A manager who examines the data to identify the organization’s main problems and devises solutions to those problems, rather than relying on his prior knowledge and personal experience, will ultimately avoid many possible mistakes.

In today’s world, data is generated and stored at an incredible rate and volume, and despite new technologies, analyzing and using data is not as expensive, time-consuming, and far-fetched as it was in the past. Forecasts show that by 2025, the amount of data created will increase to 180 ZB (https://www.statista.com/statistics/871513/worldwide-data-created/). Therefore, if a manager can use data to solve problems and perform his duties, he will be successful. Data literacy also means being able to understand data and communicate with it effectively, so that people can answer important questions based on data and use them effectively.

Every government manager has to make decisions on numerous issues during the day, and in many cases, the individual’s knowledge is limited, and even with the help of consultants, the results and consequences of each decision are unclear. By using data analysis tools correctly, managers can avoid making many wrong and costly decisions for their organizations and society. Data literacy and the resulting data-based decisions also bring the benefits of more transparent government administration and wider public evaluation, criticism and participation. Of course, this does not mean that data can prevent all disagreements and disputes, but data-based decisions can change the basis of differences from the tastes and ideas of different groups to disputes over specific realities. In these cases, the efforts of opposing groups will focus on identifying weaknesses and shortcomings in collection and analysis, and managers with more skills to distinguish between correct information and false information can ultimately make better decisions.

What should the president do?

Is it enough to focus solely on the data literacy status when selecting managers to move towards data-based decision-making and data-based management? Although the presence of skilled and capable human resources plays an important role; the fact is that it is impossible to change from traditional management methods to data-based government processes. To achieve this goal, not only legal and administrative reforms are required, but also the preparation of new equipment and technologies, and even the creation of a new organizational culture. All these things will become possible if the President selects data-based government processes as one of the main tasks of the new government and oversees its implementation, as in many advanced countries in the world, this issue is managed by a close body appointed to the President.

For example, in the United States, the implementation and oversight of many laws and regulations related to a digitalized federal government are delegated to the Office of Management and Budget (OMB), which is part of the Executive Office of the President and has the power to change budgets proportional to the performance of organizations. In South Korea, one of the leading countries in e-government, the Ministry of the Interior and Safety is responsible for many e-government-related responsibilities. In China, a government committee oversees the work of ministries and executive agencies and is responsible for the use of data capabilities in government management.

In these countries, the publication of specific slogans has helped to define the overall policy, with the role of data in economic development, reducing administrative corruption and increasing citizen participation becoming prominent. Presidents are also trying to pay close attention to issues related to digital government, which has a significant impact on the implementation of laws and changes managers’ views on using digital transformation capabilities to improve government efficiency. In any case, presidents of various countries will inevitably need the help of managers at all levels in the implementation of their duties and plans. It is these managers who ultimately change the image of the government in the public’s mind with their positive or negative performance. Therefore, if the new government wants to make major changes in government structure and performance, it must first determine which governance and management style to follow?