Database Reference
In-Depth Information
Nevertheless, it is a worthy journey—even if you make it only part way there.
Data is a powerful, underutilized asset in most organizations. Creating orga-
nizational fluency with this data can enable productive conversations, smart
decisions, and organizational priorities. It can influence the many small deci-
sions that are made by your front-line staff every day. And it can guide big
thinking about innovation and strategic direction.
When individuals and teams within an organization achieve data fluency,
unproductive discussions about “where did that data come from?” and “what
does that value mean?” are exchanged for deeper discussions about key orga-
nizational goals and metrics. Data fluency speeds the communication between
people, letting them focus on the message and not the medium. Data fluency
empowers people to more effectively do their job, informed by a shared data
language and organizational understanding of that data—understanding that
accelerates organizational growth.
By the end of this chapter you should understand:
The components of the data fluency framework
⬛
How a set of existing topics and resources on data visualization skills
and data-driven enterprises offers useful but targeted portions of the
overall solution
⬛
Various ways to use the framework to improve your organization
⬛
THE DATA FLUENCy FRAMEwORk
The data fluency framework, provided in Figure 2-2, is composed of four foun-
dational elements. The elements are grouped along two dimensions. Along
the horizontal dimension is a distinction between the capabilities required
at an
individual level
(top) and at the
organizational level
(bottom). Along the
vertical dimension, you can focus on the
audience
, or
consumers
,
of data
(left)
separate from the
authors
, or
producers
,
of data products
(right). Below we
clarify these distinctions and introduce how to develop data fluency in each
quadrant—topics explained in detail in subsequent chapters of the topic.
Search WWH ::
Custom Search