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Chapter 1.5: Corporate Data Analysis
           MANY problems with the logical resolution of corporate data. Some of the many
           problems are as follows:


               Resolving key structures—a key in one part of the corporation is different from a similar key in another
               part of the corporation.
               Resolving definitions—data defined one way in the corporation are defined another way in a different
               part of the corporation.
               Resolving calculations—a calculation made one way in the corporation is made using a different
               formula in another part of the corporation.
               Resolving data structures—data structured one way in the corporation are structured differently in
               another part of the corporation.


           And the list goes on.


           In many cases, the difficulties of resolution are so difficult and so ingrained in the data
           that resolution cannot be satisfactorily done. In this case, the corporation ends up having
           different analyses being done by different organizations in the corporation. The problem
           with different organizations doing their own separate analysis and calculation is that the
           result is parochial among the different organizations. No one at the corporate level is able
           to see what is going on at the highest level of the corporation.


           The problem of resolution of data is magnified with corporate data when data cross the
           boundary of structured data and big data. And even within big data, when data cross the
           boundary between repetitive unstructured data and nonrepetitive unstructured data, there
           is a challenge.


           There are then serious challenges when the corporation attempts to create a cohesive,
           holistic view of data across the entire corporation. If there is to be a true corporate

           foundation of data, it is necessary to integrate data, as seen in Fig. 1.5.3.
























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