In a recent engagement, I’ve been paired with a pecuniary peer in pursuit of building a business case.
We worked together with the customer in a workshop and emerged with very different interpretations. On its own, this is not surprising- ask different individuals what happened in a meeting and you’ll get different answers- but we had core and complimentary purposes for the workshop. I found obstacles and points of change. The logical implications and resolutions flowed from that seed. He found an accounting indicator that was far out of range (and not in a good way) for the customer’s industry.
I focus from the qualitative perpective, taking processes, systems, information, strategies and data and craft the logical argument; he approaches from the quantitative perspective, taking processes, systems, information, strategies and data and crafts the fiancial justification.
Together we earned executive buy in. We made a formidable team.
This post was originally titled “Logic vs. Data,” but that’s wrong. It’s not Yin vs. Yang; it’s Yin and Yang.