► What is your methodology for identifying trends or patterns in data? “We almost always start with exploratory data analysis. Looking at the data through descriptive statistics, different types of plots, and initial analysis. It lets us map the size and shape of the data and figure out how we might do more complex analysis. They almost always have an interesting story, either about why they’re unique or about what glitched in the system to produce them.” ► Can you share an example of a time when your analysis revealed something unexpected? How did you approach it? “Looking at junior officer retention, many leaders assume that OPTEMPO and compensation are going to be a driving factor. Our analysis has shown that a lack of career agency and mismatched talent to job alignment were the principal issues.” ► How would you analyze the success of a new product or campaign?
“Determining ROI is difficult, even when we have good metrics. If we start with a clearly stated value proposition, though, the metrics will go from there. ‘This product will save time’ in automation turns into how many minutes on mission this product saves the affected population. ‘This product will result in expanded awareness’ in messaging turns into an analysis of the populations being reached and what their engagement and conversion rates are. It doesn’t have to be complicated, but it does have to be contextually relevant, and we have a lot of cases of bad metrics.” ► How do you present data-based analysis to non- technical leaders? “I picked up this trick from one of my teammates who gives a brilliant class on data storytelling. We use story plot diagrams to map out our briefings. Analysts are always in danger of falling in love with their analysis, and even if it’s a brilliant application of a particular technique, most leaders don’t want to know about it. They want the so-what, the bottom-line, why they should care.”
► How do you use data visualization to gain buy-in on your efforts? “A picture is worth a thousand words. The visuals we use to tell our data stories are incredibly important and can provide context to us saying ‘we have a 50% increase’ which could mean going from 2 to 3 or 156 to 234, depending on the sample size. Geographic plots can help leaders understand if they have pervasive problems or problems localized to a region, plotting data over time shows whether a reported figure is a new problem or a long-standing process problem.”
► Why do you think the military struggles with data literacy? What can we do about it? “We’re making a lot of headway, but there’s a number of cultural issues we have to overcome to get the military on board with being data literate. When commanders and leaders realize that data is business and not technology, we make headway.” The epilogue on this short story is that Kris’s book and her research are now being weaved into our curriculum, helping to shape the next generation of business leaders as data-informed decision makers. This speaks volumes, not just to the importance of her work, but the accessibility of her knowledge and her willingness to share her expertise broadly. Something that makes her a little more than your average Army colonel.
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NATSEC@WORK Powererd by ClearanceJobs | MAY 2025
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