So I generally agree, and used to think exactly the same thing, but I think there's somewhat of a trap hidden in that mindset. If we put reporting and "telling people what's happening" at the base of a pyramid with something above it, we inevitably start seeing reporting as a stepping stone, as lower value work, or something to get done …
So I generally agree, and used to think exactly the same thing, but I think there's somewhat of a trap hidden in that mindset. If we put reporting and "telling people what's happening" at the base of a pyramid with something above it, we inevitably start seeing reporting as a stepping stone, as lower value work, or something to get done so we can get to the more important thing. It creates this sense that we're working towards something else, rather than reporting being the job. And if we do that, I think we end up in the place where we are today, where that work isn't seen as valuable as it should be. It's something we want to get past, not something we want to do.
Fair point, Benn. I like how a pyramid allocates progressively less space (time, resources, impact?) for each level as it goes from the basics (applicable for everyone) to things that matter for a much smaller group. What I don't like is the inherent message that things at the top are better / more valuable compared to stuff at the bottom.
Perhaps a flywheel model would do a better job here: solid data/reporting at its core, enabling and amplifying more advanced analytics, which informs better reporting. Rinse and repeat.
I echo that for most businesses, maintaining and enhancing the analytics core brings the most value to the table and so it should be recognized as a key contribution of the data team. The big question is how to make this message resonate with people who are prone to fall prey to all those sexy ML demos.
Yeah, there will always be that, I imagine. Something will always give the crisp demo about how all of your self-serve needs are satisfied with AI, and how you can use this auto-forecasting ML tool to proactively make decisions, and so on.
So I generally agree, and used to think exactly the same thing, but I think there's somewhat of a trap hidden in that mindset. If we put reporting and "telling people what's happening" at the base of a pyramid with something above it, we inevitably start seeing reporting as a stepping stone, as lower value work, or something to get done so we can get to the more important thing. It creates this sense that we're working towards something else, rather than reporting being the job. And if we do that, I think we end up in the place where we are today, where that work isn't seen as valuable as it should be. It's something we want to get past, not something we want to do.
Fair point, Benn. I like how a pyramid allocates progressively less space (time, resources, impact?) for each level as it goes from the basics (applicable for everyone) to things that matter for a much smaller group. What I don't like is the inherent message that things at the top are better / more valuable compared to stuff at the bottom.
Perhaps a flywheel model would do a better job here: solid data/reporting at its core, enabling and amplifying more advanced analytics, which informs better reporting. Rinse and repeat.
I echo that for most businesses, maintaining and enhancing the analytics core brings the most value to the table and so it should be recognized as a key contribution of the data team. The big question is how to make this message resonate with people who are prone to fall prey to all those sexy ML demos.
Yeah, there will always be that, I imagine. Something will always give the crisp demo about how all of your self-serve needs are satisfied with AI, and how you can use this auto-forecasting ML tool to proactively make decisions, and so on.