data.world’s Post

A fantastic #HonestNoBS Dinner in Boston during CDOIQ. The takeaways: 👍 What’s working  - Easy to get ideas of new ways to drive value with data  - Knowing the business of the business  - AI hype is helping because it can be seen as a catalyst to focus on data and focus on the stuff we care about. But also a distraction  - In addition to Business Reviews, let’s have Business Forwards. Need to talk about what’s going forward - OODA loop: Observe Orient Decide Act  - Make the execs look better. But how do we find that out faster?  - Executives being specific about what they care about. Sometimes it happens if they get into an embarrassing situation because they lacked specific information - Asking: What do you know and don’t know about X? What can you know?  - Never waste a crisis. Something goes wrong. Take advantage - Investing in metadata, protocols, standards within an industry. Describe how to exchange the data that is generated automatically.  Why? Cost reduction. Also if you share bad data, then you look bad - Have the data workshop during the executive planning. Not just OKRs but also art of the possible and the hypothesis we want to test  - Focus on data processing, shift left. Analytics is post processing. However, native tech companies' learnings are not always applicable to everyone - Let business build their own thing, and have them follow a process - Data lineage 👎 What’s not working.  - Activating and executing the ideas to drive value - Change is hard. Are people afraid of change because of accountability? No one wants to be responsible if it goes bad  - Culture is hard. Divide between tech and biz - Buy in is hard, even if the ideas are good and show apparent value  - People are scared. The data they have today is the constant. People who can’t reproduce the number twice, are accountable - There is no clear vision/north star. Where do we want to go? “Our direction was directionless” - Data strategy lacking visibility of business strategy “We have a new strategy. It includes AI. But not data”  - A culture of “print the dashboard”/“report as pdf”. We should understand why that ask? Lack of trust. Want it printed because they want the evidence in case the numbers change. Need to meet people where they are.  - Clear high level mission of the organizations but it may not connect with the “rank and file” - People don’t know what they are looking for - Not being open minded. On metrics: I don’t care if it’s wrong. I want a discussion.  - Defining what X means - One mistake now the perception is that all data is bad - Hide behind industry norms "No one does this well" so why do you want to be in second place? - Implement transaction systems and the biz doesn’t even know what’s in the system - Putting tech in before identifying the problem - Blueprints aren't valuable until the bridges fall down, and you don’t want to be on the bridge when it falls down. Favorite quote: “Sometimes buying in requires letting go”