In the world of data-driven decision making, we often fall into a trap that I call the “measurement paradox.” It’s a sneaky cognitive bias that leads us to focus on what’s easily measurable, rather than what’s truly important. Let me illustrate with a simple example.
Read MoreThe Deceptive Complexity of Asking "Why" (Part 2/2)
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.
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Linking projects to strategy
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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Finding Meaning in Data Projects by Asking: Why
Most data teams cover WHAT and HOW with standard reports and KPIs. They will optimize processes and analyze business domains impacting the company's bottom line from a data perspective.
But how many data teams truly understand the WHY behind the reports they generate? How many actively consult with the business as a true partner to understand the underlying business concerns behind the numbers? Without the WHY, delivering true value in the WHAT and HOW is ten times harder.
Going Deeper: Making Projects Work
When defining needs is ignored, it can stifle progress faster than the stickiest government red tape. For example, when we cannot translate our business requirements into data or more technical requirements, we lose the ability to make informed decisions. Or, when we lack the courage to confront the poor content of a colleague, we lose the collective ability to influence as a team and move the group, initiative, or business forward. Guess what? That was in our control, too.
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