Database Reference
In-Depth Information
In this chart, the further an element is from the lower-left corner, the more
value a data product will bring.
GRASSROOTS NEEDS
The alternative to a top-down mapping exercise is to let the demand for data
needs surface from the people who want it most. As a leader, how do you
hear what the “market” needs? Encourage people to ask difficult questions
and create an environment where these questions are embraced.
Warren Berger, author of A More Beautiful Question (Bloomsbury, 2014), sug-
gests that encouraging questioning in your organization can start with the
leader but is a grassroots effort:
“A culture of inquiry starts at the top—with leaders who question.”
“Questioning should be rewarded (or at least, not punished).”
“Give people the time and space to question deeply.”
“Provide the tools to question well.”
The last point is of particular practical use. Approaches like “The Five Whys”
provide a proven model for getting people to think more deeply about their
circumstances. When they do, they are likely to wonder why decisions are
made the way they are made and whether better information would improve
those decisions.
WHERE TO BEGIN
Understanding where you need better visibility within your organization can
be complex for a large university, a growing public company, or for a small
start-up. The answer starts with a simple question: What goal—if achieved—
would cause your organization to celebrate in the next 12 months?
With that answer in mind, you can define what you most need to measure to
track progress toward this goal. Perhaps there are a number of factors that
must come together for the goal. Data products focused on this goal will give
you confidence that you are moving forward on the set of crucial factors—or
where you need to make adjustments.
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