From when I first saw it and each time it pops up after that, I admired the brilliance of the above infographic. It explains the concept in such a clear concise way. A couple years back, when I put forward the below image to depict the components of our data processing, it felt risky (as it could either be perceived as childish, or worse, undermining). But — it turns out
All organisations collect data. Some have more, some have less. The right data sets can be a great compass for organisations. As humans, we have been collecting data since the olden days (as my 8yo daughter would say). Yet the science (and art!) of interpreting, contextualising and accessing data, especially when it’s cross-domain (business functions) is relatively new. E.g. the below DIKAR model only came out in 1996. Businesses are
How does your company invest in data? Were there multiple workshops with the people who will be using the information day in day out? A couple years ago, I renovated my kitchen. In the design process, the architect told me the optimum triangle between fridge, stove and sink. He told me the right width for comfortable distance for walking path between the fridge and my island bench. He prescribed the
Data flows in businesses the way blood flows in human bodies. Or, streamflow of water. It is pervasive and multifaceted. Thus, there are various entry points to the practice of data and a vast array of specialisations one can choose to master. Some spend years learning the art of transforming data, or jobs orchestration, or puzzling data integration for maximum reuse, or creating an engaging data visualisation, so on and so
What is the Theory of Constraint and why we should not ignore it.
I went to Le Bon Ton tonight and the 3 of us were seated in the courtyard. As it’s summer, sun was still up despite my watch telling me it’s almost 8pm. Oddly fresh beautiful weather, with the fairy light hanging and lots of greens all around us; it’s no wonder the big venue was packed. There were so many large groups of friends having their catch ups.The menu had
Something was still bugging me even after yesterday’s write up. There is an underlying question I wasn’t aware of asking, which was addressed in the first few sentences of this article: Why transforming an organisation is difficult: resources, processes, values and the migration of skills; i.e.: Part of the answer lies in the observation that over time, what an organisation knows how to do migrates: its capacity lies initially in its resources (especially
Have you heard of the RPV (Resources, Processes and Values) framework? Perhaps attributed to his beautiful delivery, the late Clayton Christensen‘s explanation of such framework in the “How will you measure your life?” book he co-authored with James Allworth and Karen Dillon, is stuck in my head. “The Greek Tragedy of Outsourcing” section in chapter seven unpacked the tale of Dell and Asus. In the quest of maximising RoNA (Return
