Data Architecture and Data Strategy Alignment

Here’s the deal with data architecture: It Doesn’t Matter Whether You Like It or Not
Clients who ask Aiken’s firm to create a Data Architecture for their company are asking the incorrect question, according to him. “Architectures exist in all organisations. The question is, “Do you know what you’re doing with your architecture?” He claims that if we don’t document existing architecture, we won’t understand it, and it won’t be valuable to the company. “As a result, some think it’s difficult to put a monetary value on it.” (data science course Malaysia)

We value organized data. (data science course Malaysia)

He believes that data that is better organised is more valuable than data that is not.
Without a table of contents, numbered pages, and an index, it’s hard to locate meaning in a random stack of pages. Similarly, he continued, firms squander time and money when their Data Management processes are weak or non-existent. “Getting a handle on these problems is a major role of architecture.” According to him, at least 80% of data in enterprises is redundant, outmoded, or trivial (ROT). Separating the wheat from the chaff is part of the reduction process, but which data should we remove?

Strategy avoided Disorganization. (data science course Malaysia)

Components are typically created in response to organisational requirements and then integrated into the Data Architecture. These needs are implemented by IT using a package or custom-developed software. “Strategy is what helps you prioritise all of the things that are significant to your Data Architecture efforts,” Aiken explains, adding that this process is lacking a vital component. If we didn’t build the infrastructure to support the current plan from the start, it must change, he added.

Strategy: Don’t only plan; take action.

Although most businesses believe strategy is a complicated concept, Aiken contends that it is not, and that if it is, it is simply ineffective. “Strategy is about ensuring that everyone continues to do the same things, with the exception of the few things you want them to change.” Originally, “strategy” was a military term for a war plan, but according to Aiken, it should be thought of as “a pattern, a wave, and a stream of decisions.” Rather of focusing on the intricacy of the planning process, remember that the most important aspect of strategy is to take action.

In Practice, a Successful Strategy

“Everyday low price” is Walmart’s business approach. When a Walmart employee takes a decision that supports a customer’s right to an everyday low price, he says, they know they will never be chastised because they are following Walmart’s business strategy. “It’s a terrific tactic because everyone is familiar with it, understands it, and links it with them.” It’s a straightforward statement that makes sense.”

Wayne Gretzky, a legendary hockey player, has a simple ice strategy: he skates to where he thinks the puck will be. “Once again, it’s fairly basic stuff.” This method has allowed him to preserve his position as the all-time leading scorer in ice hockey.

This is not a winning strategy.

Napoleon faced two armies at Waterloo: the British and the Prussians, both of which were larger than his own, according to Aiken. He chose a “divide and conquer” strategy, thinking that when assaulted, each army would retreat toward its food sources, causing them to split and advance in separate directions. Then, he marched his forces to the meeting point of the two armies, hoping to turn right and attack the Prussians with his full army as they retreated, then turn left and attack the British.

He devised a two-part strategy. To divide the armies, the first stage was to hit them hard in the centre. The second component of his plan was more complicated. To begin, turn right and defeat the Prussians. Then all of the soldiers turn left and beat up on the British, “while someone is shooting at you,” Aiken added.

Guidance is provided by a data strategy.

The Data Strategy must then be the highest degree of data direction that companies have access to. When people face with a sequence of uncertainty, a good plan should provide guidance. We must focus on activities that are precise, measurable achievements toward a goal in order to demonstrate value. A strategy should also consider where the business is on its data journey, allowing it to capitalise on its strengths while compensating for its existing deficiencies.

The issue isn’t with technology.

Despite increased investments in Big Data and AI, the percentage of organisations self-identifying as “data-driven” is dropping, according to New Vantage Partners’ 2019 Big Data and AI executive survey of industry leading corporations. Firms must become considerably more serious and innovative about addressing the “human side” of data, according to Aiken, if they actually intend to extract substantial commercial benefits from their data. “The impact of culture on this is just remarkable.”

We view technology as a challenge by only 7.5 percent of respondents, down from 19 percent in 2018. For company adoption of Big Data and AI efforts, the numbers are similar: 95% identify cultural and organisational concerns as barriers, with 5% citing technology.

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