Wow! Perfectly summarized. From what I've observed so far, it all comes down to better communication between Data and Business teams. It’s crucial to properly scope the right problems at the start of a project and throughout its lifecycle by explaining the reasoning behind each request. For example, the business might want to add a feature, but it’s important to clarify: what question is this feature meant to answer?
For anything to change, someone at the top has to have the courage to reflect, envision the changes needed, and lead their implementation. Fighting status quo is a difficult battle that not many are willing to undertake.
Thanks for your feedback Romana. I believe even teams can lead by example in this, but it's true that having leadership support is definitely a game changer and an accelerator
It seems to me that all of the traps mentioned come down to one aspect, which is effective collaboration with customers and stakeholders. Each of the examples given makes me think “surely if you talked to your customer then you’d avoid this trap”.
I hope I am not being too simple about these traps. My general approach to work is to try and setup quick and effective feedback loops with customers, deep dive to understand their needs, focus on the “loving” the problem space and exploring it before going into solution mode. Challenging assumptions and not taking things for granted (often what we take for granted fails to deliver at some point).
Wow! Perfectly summarized. From what I've observed so far, it all comes down to better communication between Data and Business teams. It’s crucial to properly scope the right problems at the start of a project and throughout its lifecycle by explaining the reasoning behind each request. For example, the business might want to add a feature, but it’s important to clarify: what question is this feature meant to answer?
Thank you so much for the feedback Quentin! I'm 100% aligned on your observations. We'll talk more about that in the next articles.
For anything to change, someone at the top has to have the courage to reflect, envision the changes needed, and lead their implementation. Fighting status quo is a difficult battle that not many are willing to undertake.
Thanks for your feedback Romana. I believe even teams can lead by example in this, but it's true that having leadership support is definitely a game changer and an accelerator
Thanks, Yoann, today I've been in 3 separate meetings where this was top of mind.
Awesome!
Great read. This resonates on many levels with what I experience on a day to day as a data professional
I'm glad it resonates with what you have seen Varun. I hope our following articles on how to escape this will resonate as well.
Succinct and well-written
Thanks Hugo!
It seems to me that all of the traps mentioned come down to one aspect, which is effective collaboration with customers and stakeholders. Each of the examples given makes me think “surely if you talked to your customer then you’d avoid this trap”.
I hope I am not being too simple about these traps. My general approach to work is to try and setup quick and effective feedback loops with customers, deep dive to understand their needs, focus on the “loving” the problem space and exploring it before going into solution mode. Challenging assumptions and not taking things for granted (often what we take for granted fails to deliver at some point).