Ah, the last chapter of a business book. This is where we will do the briefest of recaps of the material covered in this tome, reinforce the connective tissue between the different concepts covered up to this point, and then extract and explore some broader takeaways that have underpinned everything we have covered. Let’s jump in!
The Interconnected Nature of the Framework
We’ve spent the last six chapters diving into the three distinct ways that data can be used to deliver value to an organization:
Performance Measurement (Chapter 5) is about objectively and quantitatively answering the question: “Where are we today relative to where we expected to be today at some point in the past?”
Hypothesis Validation (Chapters 6 through 9) is about making decisions: given the magnitude of the decision being made and the available data that exists (or that could be gathered), selecting the most appropriate method to reduce the uncertainty regarding that decision (and then executing that method responsibly).
Operational Enablement (Chapter 10) is, among other things that build organizational capacity, about using data when it is embedded directly into a business process—some set of data is an input or an output to an operational process, or it is generated as part of the process itself to be employed as an input to another process.
These are distinct ...
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