Does this not still beg the question of if our work is as valuable as we say it is though? For example, I want to believe things like "our opinions, shaped by our knowledge of the data discipline, are equally valuable" and "our instincts where there isn’t complete data, or any data at all, can be very valuable." But...why would it actually be true?
Other teams don't treat us that way; they treat us like question answering services. And it doesn't necessarily follow that because they use us that way, there's so much more we could do if they used us in other way. I'm not under-using a plumber by asking them to fix my pipes but not do my interior design.
Moreover, finance and marketing has expertise in a functional domain - they know how we businesses operate, and what customers thing, and so on. When working on problems about businesses and customers, those perspectives seem plainly useful, even if they're incomplete.
I'm not sure what our version of that is. We can tell you how to set up data stuff, but assumes it's useful in the first place. If the same plumber wanted to join an exec team, they couldn't just say "I know all about pipes!;" they'd have to first prove why pipe expertise extends to other things that matter too. We either are get really bad at convincing people of that, or we're (like the plumber) trying to convince people of something that may not be true. And I think we gotta more seriously grapple with the possibility of the latter.
Does this not still beg the question of if our work is as valuable as we say it is though? For example, I want to believe things like "our opinions, shaped by our knowledge of the data discipline, are equally valuable" and "our instincts where there isn’t complete data, or any data at all, can be very valuable." But...why would it actually be true?
Other teams don't treat us that way; they treat us like question answering services. And it doesn't necessarily follow that because they use us that way, there's so much more we could do if they used us in other way. I'm not under-using a plumber by asking them to fix my pipes but not do my interior design.
Moreover, finance and marketing has expertise in a functional domain - they know how we businesses operate, and what customers thing, and so on. When working on problems about businesses and customers, those perspectives seem plainly useful, even if they're incomplete.
I'm not sure what our version of that is. We can tell you how to set up data stuff, but assumes it's useful in the first place. If the same plumber wanted to join an exec team, they couldn't just say "I know all about pipes!;" they'd have to first prove why pipe expertise extends to other things that matter too. We either are get really bad at convincing people of that, or we're (like the plumber) trying to convince people of something that may not be true. And I think we gotta more seriously grapple with the possibility of the latter.