At first glance, asking “why” seems like the simplest thing in the world. It's often one of the first words children learn; we associate it with curiosity and learning. In professional settings, we're often encouraged to “ask why” to get to the root of problems or to uncover deeper insights. But as with many seemingly simple concepts, the act of asking “why” effectively is far more complex than it appears.
Read MoreIn personal development and innovation management, we often encounter the concept of “Shoshin” or Beginner’s Mind. Originating from Zen Buddhism, this concept encourages us to approach situations with openness, eagerness, and lack of preconceptions, even when studying at an advanced level [1]. It seems straightforward: approach each problem with fresh eyes. However, as I've observed in my research, clients, and grad students, there's a significant gap between understanding this concept and successfully implementing it in real-world scenarios.
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It can be challenging when stakeholders cannot translate business questions into technical requirements or do not provide enough context for data teams to do so. From there, the data team is often left to maintain the status of a series of ad hoc projects rather than connect these business questions to a larger more defined data strategy.
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