Data Mesh Principles and Logical Architecture The great divide of data What do we really mean by data? The answer depends on whom you ask. Today’s landscape is divided into operational data and analytical data . Operational data sits in databases behind business capabilities served with microservices, has a transactional nature, keeps the current state and serves the needs of the applications running the business. Analytical data is a temporal and aggregated view of the facts of the business over time, often modeled to provide retrospective or future-perspective insights; it trains the ML models or feeds the analytical reports. The current state of technology, architecture and organization design is reflective of the divergence of these two data planes - two levels of existence, integrated yet separate. This divergence has led to a fragile architecture. Continuously failing ETL (Extract, Transform, Load) jobs and ever growing complexity of labyrinth of data pipel...
Out come Oriented
effort, better sales conversion, greater customer satisfaction, i.e business outcomes. Outcome-oriented teams are those that are mandated and equipped to deliver business outcomes, such teams have people with the capability to carry out all necessary activities to realize the outcome.. By contrast, ActivityOriented teams are neither equipped nor mandated to do so. They can only perform one of several activities required to realize an outcome.
A mandate to deliver a business outcome is very different from a mandate to deliver a certain amount of scope. Scope delivery is easy, relatively speaking. Outcome realization requires real collaboration between those who understand the problem and those who can fashion various levels of solution for it. Initial attempts at solution lead to a better understanding of the problem which leads to further attempts at better solutions. This doesn’t work where the product management organization is separate from the development (scope-delivery) organization.
Outcome-oriented teams are necessarily cross-functional (multidisciplinary) whereas ActivityOriented teams are typically mono-functional (single specialty). In the most traditional scenario, an outcome might simply be defined in terms of a project. The project is funded on the basis of a business case and therefore the desired outcome is to realize what is promised in the business case. However, depending on the size of the project it may be organized as one or more teams. When these teams are set up along activity boundaries it becomes an activity-oriented project (or program) organization. On the other hand, we achieve an outcome-oriented organization by dividing the overall outcome into sub-outcomes and assigning sub-outcomes to cross-functional teams that are self-sufficient in terms of people required to deliver the sub-outcome.
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