Two Dashboards, One Truth
On Monday, Maya—head of a seven‑person data team—watched two dashboards disagree.
The executive dashboard showed $11.2M in MRR. Sales’ dashboard said $10.6M. Both pulled from “the warehouse.” Both refreshed nightly. Neither was “wrong”; they just measured different things.
Maya didn’t control how Sales Ops or Marketing were organized, who they reported to, or which tools they bought. She controlled only her data team—its models, interfaces, and operations. Yet the warehouse had clearly taken on the shape of the company’s communication patterns.
Conway’s Law, without asking permission, had moved in.
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