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Tuesday 23rd November 2021
PRINCIPLES BASED APPROACH
When looking to guide technology decision making principles are extremely important because they help shape the problem-solving approach and at the same time provide flexibility in their application.
No two technology challenges are the same especially with the extraordinary pace of change and complexity in the modern business environment. Establishing and then following your principles, thinking critically and then knowing when to set some principles aside (to respond to market conditions, innovate or provide the spark for transformational change) is vitally important.
No two technology challenges are the same especially with the extraordinary pace of change and complexity in the modern business environment. Establishing and then following your principles, thinking critically and then knowing when to set some principles aside (to respond to market conditions, innovate or provide the spark for transformational change) is vitally important.
So, setting out technology principles provides a frame of reference for good decision making BUT don't fall into the trap of treating technology principles as rules.
Rules are convenient because they provide black and white answers but are rigid in their application as a result. Principles will be less clear cut often relying on best practice foundations which are frequently adjusting and often context specific.
Whilst sometimes harder to pin down principles are the way to go offering your organisation both a clear path forward with the opportunity to pivot when required.
Rules are convenient because they provide black and white answers but are rigid in their application as a result. Principles will be less clear cut often relying on best practice foundations which are frequently adjusting and often context specific.
Whilst sometimes harder to pin down principles are the way to go offering your organisation both a clear path forward with the opportunity to pivot when required.
Friday 17th September 2021
DATA GOVERNANCE
Over the last couple of months Outrider has worked with several clients considering their options in the data enablement space. The engagement pattern is very similar with significant excitement generated about the thought of unpacking and exploring data stories that have previously been hidden away. However, when the conversation turns to Data Governance the enthusiasm dies away.
Exploiting the data and managing the data as an asset go hand in hand but as activities, they have very different reps; the prospect of increased data usage is a ‘sexy’ topic for discussion amongst business leaders but taking accountability for a data governance initiative feels akin to winning the booby prize. This is a head scratcher; the reality is Data Governance is highly impactful, very strategic work whilst the actual data manipulation, once you get into it, can be tedious and time consuming.
- So why does Data Governance get a bum rap?
One thought is the use of the word Governance implies too many process-oriented 'audit type' obligations and doesn’t sound like much fun. Another thought is that Data Governance sounds like a complex ‘technology’ exercise not suited to business folk who are more comfortable consuming their dose complexity via a financial statement. Maybe the biggest consideration is that technology folk who are often heavily involved in data projects don’t do a good job of promoting the economic aspects of managing “data as an asset” and so undersell the business skills required for good DG. Perhaps calling Data Governance by another name like Strategic Asset Management might start to lift engagement levels….