Ming Liang

Business functions were maintaining different versions of a critical performance measure. I worked with the accountable owners to define the measure, document its source and agree how exceptions would be handled. The programme treated data ownership as an operating responsibility and gave users a visible path for resolving quality issues.

An analytics initiative had produced technically sound outputs that were not part of the management routine. We redesigned the work around a specific decision, involved the decision owners in evaluation and made limitations visible in the way findings were presented. Adoption became part of the delivery definition.

Teams wanted to move AI experiments into business use without a consistent review process. I convened product, data, risk and operating leaders to agree evaluation criteria, human accountability and monitoring responsibilities. The approach allowed use cases to be assessed on their actual purpose and exposure rather than on enthusiasm for the technology.