For sure, all these things need to be part of delivery. The Operating Model can cover off a lot of things, so it is often hard to keep it concise. What you are referencing here, I will likely tackle in DataOps and delivery (but thanks for bringing it up)!
Hi Dylan, a lot of what you are talking about as data operating model is what I would think of as strategy. In the sense that I have become a Roger Martin apostle when it comes to strategy. Your chosen strategy needs to include the management system and capabilities (skills, technologies, methods) to realise success. In my view strategy becomes anything that makes success more likely. Very rarely does that depend on a specific product (like Snowflake or Databricks) but it often does involve a technology approach (like dimensional modeling aligned to self-service needs).
However, whether you call these things strategy, architecture, operating model or anything else does not really matter in my view. What matters is that the organisation operates in a manner that increases the chance of success, makes the right choices, is deliberate about when to align and when not to align, communicates decisions and impacts well .. a whole host of things.
The aspect of choices is interesting. Which ones are reversible? How can choices increase the number of options available and not decrease them? These are hard things to work with.
An operating model should include tools, standards and methodologies - arguably part of the Delivery Model and Workflow & Delivery Processes but should be mentioned explicitly. See https://www.linkedin.com/posts/antsims_the-information-factory-activity-6646993353349173249-C18o for details.
For sure, all these things need to be part of delivery. The Operating Model can cover off a lot of things, so it is often hard to keep it concise. What you are referencing here, I will likely tackle in DataOps and delivery (but thanks for bringing it up)!
Hi Dylan, a lot of what you are talking about as data operating model is what I would think of as strategy. In the sense that I have become a Roger Martin apostle when it comes to strategy. Your chosen strategy needs to include the management system and capabilities (skills, technologies, methods) to realise success. In my view strategy becomes anything that makes success more likely. Very rarely does that depend on a specific product (like Snowflake or Databricks) but it often does involve a technology approach (like dimensional modeling aligned to self-service needs).
However, whether you call these things strategy, architecture, operating model or anything else does not really matter in my view. What matters is that the organisation operates in a manner that increases the chance of success, makes the right choices, is deliberate about when to align and when not to align, communicates decisions and impacts well .. a whole host of things.
The aspect of choices is interesting. Which ones are reversible? How can choices increase the number of options available and not decrease them? These are hard things to work with.
Gr8 explanation! Really useful tips, ideas and thoughts shared!