Before I start out, I must say that this post was inspired by Fred Lardaro. In a comment he made on my post yesterday, he talked about data strategy and operating models working like military operations. It got me thinking and I asked myself the question “what if the SAS (Special Air Service – UK Elite Special Forces Tier 1 Operators) were the folks creating your data strategy and making it real through an operating model to support the business strategy outcomes?”

So, this article was born and Fred really posed some sensible ideas around whether a military led style data strategy and operating model would have a better outcome and be more successful than they are now.

So, Fred, thank you for your input and for giving me this inspiration.

In the world of high-stakes military operations, there are a few Special Forces Operatives that are as revered as the SAS. There there are others like the SBS, Delta Force and of course the Seal Teams, but, maybe it’s because I’m British, and I have seen first-hand on TV (when I was 10 years old), how the SAS led and executed freeing the hostages in the Iranian Embassy.

Even then I remember how they abseiled down the façade of the building, with their razor-sharp focus, strategic agility, and unwavering commitment to achieving that mission. What I think sets them apart is not just their skill set, but, what really sets them apart is their operating model, which is a finely tuned system where every action, resource, and decision aligns with their overarching mission. That 10 year old boy sat their in awe of their superiority and as I grew up I read more and more about them.

So, when I think about businesses today, the competitive environment they are in, is no less challenging. Like the SAS missions, companies today must navigate complex markets, shifting customer needs, and rapid technological change, all of this while keeping an eye on the bottom line. Yeah you may say, but they have been doing this for a long time! Sure they have, and so have the SAS, but the terrain, the warfare, the technology and the opponent keeps advancing every year. If they don’t change their tactics, they die. If companies don’t change their tactics, then they too will die.

I was listening to a CIO virtual conference yesterday, and one of the speakers mentioned a really interesting stat:

Due to all of the ongoing advances in data, tech, AI etc. 75% of the S&P 500 will not exist by 2027. According to a survey done by McKinsey.

It’s that stark a reality!

So, is there a secret to thriving in the current changing landscape?

Yes, there is.

In my view adopting an data operating model that mirrors the SAS approach, where every data initiative and resource is purposefully aligned with the company’s strategic vision and mission, is key.

So where do we begin. I’ve broken it down into 5 areas that will help you determine what you ned to do in using data to drive your business objectives. Dependent on who the owner of data is in your org, this will be relevant to the CIO/CDO/CFO/COO etc.

The SAS never embarks on a mission without a clear and well-defined objective. Every action they take is in service of that mission. Similarly, a data operating model must start with a clearly defined business purpose. What are you trying to achieve? Is it to drive revenue growth through personalised customer experiences, improve operational efficiency, or open new market opportunities?

Just as the SAS tailors their tactics to fit the mission, your data operating model should be tailored to support the overarching business strategy. Without this alignment, data efforts risk becoming disjointed and directionless.

In the field, the SAS operates with a high level of agility. They can change tactics at a moment’s notice based on the intelligence they receive and the changing dynamics of their mission. For organisations, this means having a data operating model that is flexible and adaptable, capable of pivoting quickly as new business challenges and opportunities arise.

This could mean rapidly deploying new analytics capabilities to seize a market opportunity or scaling back certain data initiatives to focus resources where they’ll deliver the most impact. Agility ensures that your data efforts remain aligned with the business mission, no matter how the external environment shifts. This is how the path looks: Business Strategy (Level 1) -> Data Strategy (level 2) -> Operating Model (Level 3). How they relate is how they keep in sync with each other when there is a change.

The SAS is known for deploying the right resources—people, tools, and tactics—exactly where they are needed to achieve the best possible outcome. This precision is what makes them so effective. Similarly, a data operating model should ensure that resources are deployed in areas that directly contribute to business value.

This means allocating the right resources to high-impact projects, whether it’s optimising the supply chain, enhancing customer segmentation, or enabling better decision-making at the executive level. Every resource should be strategically deployed to maximise value creation, just as every SAS operative and piece of equipment is used to fulfil their mission.

The SAS measures success not by the number of missions they undertake but by the successful completion of their objectives. A data operating model should adopt the same mindset, focusing not on the quantity of data initiatives but on their impact.

What measurable business outcomes are you driving? Are your data efforts contributing to increased revenue, reduced costs, or improved customer satisfaction? The success of your data operating model should be measured by its ability to deliver tangible business results, much like the SAS evaluates their missions based on the achievement of strategic objectives.

SAS operations are characterised by a unified command structure, where every team member understands their role in achieving the mission. For a business, this means ensuring that every part of the organisation, data teams, business units, and leadership, is aligned with the data strategy and understands how it supports the broader business mission.

When everyone from the C-suite to front-line employees understands how data is being used to drive business success, it fosters a culture of collaboration and purpose. It ensures that all efforts are pulling in the same direction, just as an SAS unit moves as one cohesive force towards their objective.

I love the SAS motto, “Who Dares Wins”! It is THE philosophy that underpins their success. It speaks to the courage to take decisive action, the willingness to adapt in the face of uncertainty, and the relentless pursuit of the mission, no matter the odds. For business leaders to day it is the whole VUCA world – volatility, uncertainty, complexity, and ambiguity.

It’s a BIG nudge that helps companies focus on today’s competitive environment, and a reminder that it requires more than just a well-drafted data strategy. It demands the audacity to build a data operating model that dares to align every resource, every decision, and every action with your business’s boldest ambitions.

What does this mean?

It means not shying away from the complex task of reshaping how your organisation leverages data. It means being willing to question established norms such as group think, to question those embedded silos, and to empower your teams to act on data with speed and precision. Just as the SAS achieve their objectives through their fearless, calculated approach, so too must your data strategy be daring, unafraid to innovate, to pivot, and to execute with precision.

“Who Dares Wins” is not just a motto; it’s a call to action that every SAS operator wears with pride. It’s about leading your business into the future with the same courage and clarity of purpose that defines the SAS. If you dare to transform your data operating model with this mindset, you’re not just preparing to survive, you’re positioning your organisation to win.

So, my question is: are you ready to operate like the SAS?