While the information gathered around the functioning and user interaction with a product or service can be priceless to multiple organizational parties for making key business decisions, data is often approached from the point of view of a secondary by-product (exhaust), or as secondary to basic product functionality. In my experience this occurs for a few reasons:
- Data collection is not necessary for a product or service to function
- Data collection has no positive effect on real time product performance
- Data collection often reflects a complex mixture of needs from multiple internal parties, muddying ownership and responsibility
As such, due to market pressure and a lack of data advocacy, products and services can launch and get initial traction with no data collection mechanisms whatsoever. This creates a false sense of hierarchy regarding the place of data oriented development within the product. In an agile framework especially, this can be a severe impediment to getting a robust data collection system in place due to constant ranking below-the-line of assigned man-hours unless data collection (and its dependencies) is perceived as having equal footing alongside high ranking product features.
At heart, I am a philosopher, and I encourage business owners to humor me with their own philosophies (or visions) around the product they are creating or the organization they are in charge of. This exploration allows me to understand their overarching positions and expectations and gives me opportunities to design data strategies (i.e. collection, analysis) towards meeting those stated expectations and, most importantly, the unstated future expectations. It is this approach that lets me meaningfully rank order system requirements, anticipate pivots, and produce analytic output in anticipation of its necessity.
System level thinking around a company vision drives the expectations and needs of business intelligence and also gives solid reasoning around what is needed in each phase of a product lifecycle. A product is derived from the expectations of how to solve the identified problem in the market. The role of data lies in providing information regarding the extent to which the problem exists, whether it is addressed and solved or lessened by the product functions, and whether the nature of the problem changes over time. By defining data needs from the vision level, systems can be designed (green field, retro-fit, refactor, or otherwise) with the flexibility to grow comfortably into the realization of the vision as the product matures. A focus on providing narrow intelligence for an initial product, or relying too heavily on a reporting template is a sure path to mediocrity and sub-par output.
The vision, when properly evaluated, gives key insight into the minimally viable BI product, the importance of particular kinds of data over others, the importance of data quality for each data source, the extent to which a product must be instrumented, key milestones in the creation of a mature data system, and a number of other basic needs for a successful system of analytics. In other words, the enunciation of the vision allows for an appropriate data strategy to be created and implemented alongside product features. This allows multiple data consumers the opportunity to engage with data throughout the product lifecycle, promotes data-centric thinking amongst owners, and helps engineers and other builders to design systems that include robust data pipelines. It changes the conversation between a data team and engineering from “do you want me to collect that?” to “how do you want me to collect that?”