Productive Dissent Is Central to Innovation – Philips Data Delivery Team Leader for Analytics, Insights, and Automation

Shruti Sharma, Data Delivery Team Leader for Analytics, Insights, and Automation at Philips, speaks with Todd Foley, Chief Digital Officer and CISO at Lydonia, in a video interview about her journey as a data professional, engaging with the business, the need for having a common data vocabulary, and maintaining cohesive and high performing teams in a volatile industry.

Sharma describes her role at Philips as supporting commercial operations, particularly in North America, through reporting and analytics. She emphasizes that her team’s work forms the foundational layer enabling the business to make more informed decisions by providing reliable and actionable insights.

According to Sharma, the success of analytics and data initiatives depends on a collaborative effort involving various contributors across the organization. She highlights the interconnected nature of the data ecosystem, where aspects like data, code, and people work collectively to ensure the growth and effectiveness of analytics.

Further, Sharma reveals that her journey into the field of data and technology began unconventionally, with a foundation in cellular biochemistry, where she earned a PhD. Driven by a desire to create meaningful impact and push the boundaries of knowledge, she initially spent a decade immersed in life sciences research, focusing on areas such as protein folding and membrane transfer.

However, the slower pace of academic research led her to seek a field with a quicker turnaround for results. Her exposure to analytics proved transformative. At Philips, Sharma has traversed the entire data and product continuum, starting as an application developer, advancing through data modeling, and eventually upskilling in data science. Her experience spans contributing to and leading diverse teams across various aspects of data-driven efforts. She emphasizes the value of curiosity and intellectual humility, embracing a “rookie mindset” to approach problems with openness and a willingness to learn.

Speaking about building relationships with the business, Sharma emphasizes the critical importance of building trust both within teams and with stakeholders across all levels of an organization. She highlights that trust, once broken, is difficult and time-consuming to rebuild. To foster trust, Sharma recommends openness and transparency, creating visibility around processes, decisions, and roadmaps. This allows stakeholders to understand the context behind actions and decisions better.

She also advocates for proactive communication, especially when mistakes occur. By openly acknowledging errors and providing updates on corrective actions, teams can demonstrate accountability and build stronger relationships. Sharma notes that business partners often appreciate this candor, as it contrasts with the discomfort of not knowing what happens behind the scenes. For her, admitting mistakes and addressing them head-on serves as an opportunity to strengthen trust, reinforcing that the greatest misstep is avoiding action altogether.

Speaking of differing interpretations of data, Sharma emphasized that while data serves as the foundation for decision-making, it doesn’t inherently build trust, as discrepancies and varying interpretations can arise. She highlights the importance of recognizing data as a reflection of real-world dynamics rather than solely focusing on refining it. By understanding the root causes of discrepancies, teams can gain valuable insights.

Sharma also underscores the need for creating transparency through practices such as tracking data lineage and clearly defining KPIs and terminology. She points out that different teams, like marketing and operations, may have valid reasons for using distinct terminologies and metrics, which can result in differing numbers. Establishing a shared vocabulary and engaging with the context behind the data fosters better collaboration and prevents misalignment.

When asked about her approach to maintaining cohesive and high-performing teams despite the volatility in the data and analytics space, Sharma highlights the importance of fostering psychological safety within teams. She believes that creating an environment where team members feel empowered, valued, and safe to express differing viewpoints is crucial for building high-performing teams. According to Sharma, innovation thrives on productive dissent, which requires leaders to actively encourage diverse perspectives and ensure that everyone feels heard.

To harness collective team wisdom, Sharma suggests differentiating between the phases of discussion and decision-making. During the discussion phase, team members are encouraged to share their ideas openly. Once the process shifts to decision-making, leaders must make firm choices, even when faced with imperfect options. She underscores that the responsibility for these decisions ultimately lies with the leader, who must either commit to making them work or pivot based on new insights or data.

CDO Magazine appreciates Shruti Sharma for sharing her insights with our global community.