Understanding the guardrails that help innovation
Are you an analyst or knowledge scientist at a big organisation?
Increase your hand for those who’ve ever come throughout these head-scratchers:
- Discovering knowledge felt like happening a Sherlock expedition.
- Understanding knowledge lineage was impossibly irritating.
- Accessing knowledge grew to become a showdown with the purple tape monster.
Right here’s a typical quip I hear from citizen {and professional} analysts alike:
“These knowledge governance guys certain know how one can make life attention-grabbing…”
It’s time to chop them some slack.
Drawing from my expertise as an engineer and knowledge scientist at one among Australia’s banking giants for half a decade, I’ve had the privilege of straddling each side of this heated fence: being a hungry client of information whereas concurrently standing as a gatekeeper for others.
On this article, I’ll do a three-part dive into…
- Fundamentals: How knowledge flows by means of organisations. It’s messy!
- Understanding widespread ache factors encountered by knowledge customers.
- Enlightenment: Understanding that guardrails help innovation.
The third level is absolutely necessary.
Organisations worldwide are scrambling to turn out to be data-driven corporations. There’s a fixed rigidity between fostering innovation but having acceptable controls in place to maintain an organization’s clients, workers and popularity secure.
As new knowledge use circumstances arrive — and that’s on a regular basis — knowledge governance buildings strive to evolve in tandem. And it’s sometimes a battle, as a result of unbridled innovation has no pure velocity restrict.
An all-you-can-eat knowledge buffet sounds good till your agency will get lobbed a multimillion greenback penalty from regulators for having buyer knowledge leaked onto the darkish internet.
Whoops, ought to’ve had these controls.
Information flows like a downstream river by means of an organisation.
