https://xkcd.com/2180/

A Pioneer, Settler and Town Planner walk into a bar..

How do you arrive at the right data for your organisation? How do you develop the right measurements for alignment and performance? We flirted with mental models in our previous post and it’s handy again here. By the end of this post, we hope to have presented a different lens on your data organisation, one that helps you answer these questions and also gives you reason to revise how you view performance in your data organisation.

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Separation of Concerns

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

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Data Practitioners – Good to Great

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

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Keymaker

I was more than a little intrigued recently when the need for a key management system cropped up for one of our Data capabilities. Key management solutions tend to be a particularly obscure part of the data world, hidden away, taken for granted in companies with established and complex datawarehousing solutions, and rarely needed in young companies. In Data, mentions of keys tend to elicit thoughts of primary keys, foreign

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neverland; a story of organisational maturity

A couple of months ago, I suggested to my best friend that I have her kids over for a sleepover for the Labour day long weekend. “It’ll be great, our kids will finally spend more time with each other and they’ll actually grow up knowing one another”. Pragmatically, I suggested we not lock anything in as we couldn’t predict what Covid restrictions might land in good old Melbourne. I think

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Le Bon Ton & Data Value Creation

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

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The Resources, Processes and Values (RPV) Mystery

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

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Organisation’s Capability, RPV & Becoming Data Driven

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

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