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license, he's ready to launch his app. In Xcode, he would use the Application
uploader tool and wait for approval from Apple. When approved, the game
goes live for download on the App Store.
Although Dong's story is clearly an outlier—one of maybe a dozen mobile
games that have gone viral, and possibly the only game that's been pulled
because of too much use—it illustrates the power of a successful ecosystem.
Dong, a 20-something who was living with his parents in Hanoi, Vietnam,
entered an environment that allowed him to easily design, develop, and distrib-
ute
Flappy Bird
, one of the most discussed games in mobile application history.
DEMAND
There is nothing so useless as doing efficiently that which should not
be done at all.
—Peter Drucker
We begin with the end in mind. The consumers of data have needs. A
healthy ecosystem will support those needs through the right data products.
Discovering the information that will best serve the organization is the first step.
Understanding data consumer demand is not a one-time endeavor. It requires
a process of continually mapping the important decisions made by the orga-
nization and evaluating whether and how data can improve those decisions.
Organizations without an understanding or responsiveness to data needs
may suffer from gaps in areas in which data could inform decisions. At the
same time, these organizations may be prone to extreme analytical fixation
on particular areas at the expense of other areas of greater importance.
There are a couple of ways to build a complete awareness of your organiza-
tional data demands: a top-down map or listening for grassroots needs.
TOP-DOWN DEMAND MAP
The best opportunities for useful data products come at the intersection of
important and frequent decisions and situations in which better data leads
directly to better decisions. Your organization may decide to enter a new
market, but if this decision is guided by executive experience and happens
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