Implementing a data product is like running in a marathon but not with the scope to finish first, and not alone. You are the runner who stays behind, helping others keep up with the pace, to raise if they fall, and to drink water if they are thirsty. Hopefully, in the end, you are crossing the finish line, hand in hand with your team, like in an inspiring Oscar-winning movie.
Communication and collaboration are critical in creating bridges between people and building trust, which takes time, hence the marathon allegory. If there is no trust built, the outcome will always be under discussion.
Also, the org chart counts when you need to know the team structure and maybe guess which stakeholder has the budget to sponsor your data product but will not indicate who has the know-how and gets the job done. I often see non-executive roles having more power of influence and playing very well the "political" game, losing their focus and interest in what has to be delivered.
Implementing a data product is like running in a marathon but not with the scope to finish first, and not alone. You are the runner who stays behind, helping others keep up with the pace, to raise if they fall, and to drink water if they are thirsty. Hopefully, in the end, you are crossing the finish line, hand in hand with your team, like in an inspiring Oscar-winning movie.
Communication and collaboration are critical in creating bridges between people and building trust, which takes time, hence the marathon allegory. If there is no trust built, the outcome will always be under discussion.
Also, the org chart counts when you need to know the team structure and maybe guess which stakeholder has the budget to sponsor your data product but will not indicate who has the know-how and gets the job done. I often see non-executive roles having more power of influence and playing very well the "political" game, losing their focus and interest in what has to be delivered.