Paul Revere was a connector. According to Malcolm Gladwell, author of The Tipping Point, Revere knew exactly whose door to knock on in each town that he stopped in that historic night. As a connector, he knew lots of people, and he knew lots of the "right" kinds of people, which ensured that his message got out. Contrast his success with that of William Dawes, who made a similar journey south from Boston with the same news that fateful evening - of whom most of us have never heard. Persuading a connector to pass along your message can be one of the most effective communication means.

Connectors are just one of the forces that data managers need to change things. Focus on the word change. We have been conducting research into how well data management is performed and can report some mixed results. In general, we are better at what we do (manage data) than the software development community. In spite of this apparent success, the entire IT industry suffers from a 70 percent project failure rate, and few exhibit the maturity of practice required to decrease this appalling rate.

Register or login for access to this item and much more

All Information Management content is archived after seven days.

Community members receive:
  • All recent and archived articles
  • Conference offers and updates
  • A full menu of enewsletter options
  • Web seminars, white papers, ebooks

Don't have an account? Register for Free Unlimited Access