I recently attended Informatica’s MDM 360 & Data Governance Summit in New York. The content sparked many takeaways and ideas I thought would be beneficial to share.
In the age of data, Informatica continues to position themselves as a thought leader to what the future looks to hold. It’s not just from the standpoint of technology, rather it’s bringing relevant considerations to the community and an aggressive expansion strategy geared at mobilizing the full power of AI and machine learning. Of all the presentations, one topic continues to fascinate me over a week later: Change management.
As delineated by Stacey Stewart at Johnson & Johnson, once an organization begins a journey into digital, company philosophy must evolve. Posed a question about how to find talent, the conversation quickly led to finding those who truly understand digital data.
For those looking to hire professionals well-versed in MDM, you’ll know that the task is becoming increasingly difficult. Suitable candidates are few and far between, most already employed by companies able to lure their talent through offers they can’t refuse. Back in my college days, I ended up taking an elective course exploring Charles S. Pierce’s notions of Object Philosophy and Objecthood.
To break it down, objecthood explores how objects come to be, an approach that focuses on properties and relationships that can be observed that define an object and its purpose. It would be difficult for one of us to think of an apple without considering its redness or sweetness. One step further is to consider its relation as an object to us, the subject. Concepts such as “edibility” begin to seep in as transitive properties that link purpose to the subject witnessing the object. And in case you’re wondering, my career path has heavily deviated from philosophy! Most taxonomists commonly employ this reasoning to define hierarchical structures in data systems and create attribution for products, services, and customer information.
In 2000, most organizations looking to develop this talent began exploring college graduates well-versed in library sciences. Their innate understanding of the Dewey Decimal System allowed them to think of a solution that fits well with the necessary org change that digital data brought to the organization. The next step in org evolution must embrace critical thinking that philosophy and humanities bring to truly understand and apply AI systems to appeal to humans and define systemic approaches. The larger question must become not how, but why. Why do customers come to my company? Why do I choose to define my objects in one way rather than another, and which parts of this can truly be automated? In making change management decisions, organizational focus aligns to translatable talent sets, complemented by technical training to truly help individuals arrive at their potential.