In my downtime I often play in my mind with different ways of explaining various parts and aspects of working with data. One recurring idea is the metaphor that compares a data analyst and data analysis work to a cartographer and the work of creating a map.
According to wikipedia:
A cartographer is a person who deals with the art, science and technology of making and using maps.
Throughout human history, having more accurate knowledge of the landscape and surroundings has provided an advantage over less knowledge. Whether that knowledge be used to help find resources such as water or food, or even in battle where knowing the terrain can be hugely beneficial.
While cartographers both amateur and professional have helped humans thrive, data analysts within an organisation can help a business thrive.
Cartographers and data analysts can, through their knowledge and the artefacts they produce, indicate where the risks are (tigers live over there) and where the opportunities may lie (we should improve the payments process).
Now while pushing this metaphor to its limits, the data analysts I’m referring to are those that sit within organisation and partner with other teams in the same organisation.
Both cartographers and data analysts can love the craft so much they can focus on areas (eg tools) and lose focus of the bigger picture.
A cartographer who is providing Emperor Julius Caesar with a detailed topology of the Sahara desert while the Roman Republic is in the midst of the Gallic wars is doing a disservice. Much like an analyst who is focussed on analysing competitors for a market that the business is no longer competing in.
Arguably the areas for adding value are much smaller than the areas that could be considered wasteful for a particular organisation for a particular point in time. The topology of the Sahara may have been important if Caesar was ever considering crossing it, or the market competition analysis may have been useful if the business decided to move or expand into that market again.
Similarly, Julius Caesar probably cared as much about the kind of pencil and paper the cartographer used, as the business partner of the analyst cares about the version of Streamlit used to create the report. That is to say not at all.
As a data analyst, only focus on tools in so far as it improves your ability to deliver value, particularly so if those expecting value from you are the ones who are also paying you.
A cartographers and data analysts value that can be provided is highly variable on the landscape and the kinds of decisions that can be made with the knowledge they provide. Knowing the way to a stream can be the difference between life and death in a drought, but is of little value just after it has just finished raining for 4 weeks straight. Similarly, knowing a company in an adjacent market to yours is likely open to be acquired can be highly valuable if the coffers are overflowing compared with if the company has 2 weeks of operating capital left. Same work done, same information, vastly different knowledge value.
Work done well by data analysts and cartographers results in knowledge being produced. Therefore communication (the transfer of information) becomes a vital part of the skill set of both. A map no one can read is just as useless as an analysis that no one understands. While cartographers have consolidated around maps, there is no universal artefact produced by data analysts everywhere. This means there is a lot of room to explore the best artefact and communication that works best for each organisation. From walking through a jupyter notebook to sending a powerpoint via email there are many variations to choose from.
Well, I feel like I’ve tortured this metaphor for long enough. Thanks for reading!
