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Data Wrangling

rayliu16
May 1
2 min read

Updated: Sep 11

๐˜๐˜ช ๐˜ฆ๐˜ท๐˜ฆ๐˜ณ๐˜บ๐˜ฐ๐˜ฏ๐˜ฆ โ€” ๐˜š๐˜ต๐˜ข๐˜ณ๐˜ต๐˜ช๐˜ฏ๐˜จ ๐˜ต๐˜ฐ๐˜ฅ๐˜ข๐˜บ, ๐˜'๐˜ญ๐˜ญ ๐˜ฃ๐˜ฆ ๐˜ณ๐˜ฆ๐˜จ๐˜ถ๐˜ญ๐˜ข๐˜ณ๐˜ญ๐˜บ ๐˜ด๐˜ฉ๐˜ข๐˜ณ๐˜ช๐˜ฏ๐˜จ ๐˜ด๐˜ฐ๐˜ฎ๐˜ฆ ๐˜ด๐˜ฉ๐˜ฐ๐˜ณ๐˜ต, ๐˜ฑ๐˜ณ๐˜ข๐˜ค๐˜ต๐˜ช๐˜ค๐˜ข๐˜ญ ๐˜ช๐˜ฏ๐˜ด๐˜ช๐˜จ๐˜ฉ๐˜ต๐˜ด ๐˜ง๐˜ณ๐˜ฐ๐˜ฎ ๐˜ฎ๐˜บ ๐˜บ๐˜ฆ๐˜ข๐˜ณ๐˜ด ๐˜ข๐˜ด ๐˜ข๐˜ฏ ๐˜ช๐˜ฏ๐˜ฅ๐˜ฆ๐˜ฑ๐˜ฆ๐˜ฏ๐˜ฅ๐˜ฆ๐˜ฏ๐˜ต ๐˜ค๐˜ฐ๐˜ฏ๐˜ด๐˜ถ๐˜ญ๐˜ต๐˜ข๐˜ฏ๐˜ต, ๐˜ต๐˜ฉ๐˜ช๐˜ฏ๐˜จ๐˜ด ๐˜ ๐˜ธ๐˜ช๐˜ด๐˜ฉ ๐˜ฎ๐˜ฐ๐˜ณ๐˜ฆ ๐˜ฑ๐˜ฆ๐˜ฐ๐˜ฑ๐˜ญ๐˜ฆ ๐˜ต๐˜ข๐˜ญ๐˜ฌ๐˜ฆ๐˜ฅ ๐˜ข๐˜ฃ๐˜ฐ๐˜ถ๐˜ต. ๐˜๐˜ช๐˜ณ๐˜ด๐˜ต ๐˜ถ๐˜ฑ: ๐—ฑ๐—ฎ๐˜๐—ฎ ๐˜„๐—ฟ๐—ฎ๐—ป๐—ด๐—น๐—ถ๐—ป๐—ด.


We all love to talk about conclusions and insights from data, but nobody likes to talk about data wrangling.


Yet in my years of independent consulting, I've rarely walked into an engagement where the data was clean, centralized, and ready to go. More often, it's scattered across spreadsheets, systems, and siloed teams โ€” inconsistently labeled, partially duplicated, and trusted by no one.


Before any analysis can happen, someone has to do the unglamorous work of finding it, cleaning it, and turning it into something reliable. That's data wrangling โ€” and it's almost always the most underestimated part of any project.


Hereโ€™s why it matters more than people think:


1. ๐— ๐—ฒ๐˜๐—ฟ๐—ถ๐—ฐ๐˜€ ๐—ฎ๐—ฟ๐—ฒ ๐—ฒ๐˜ƒ๐—ฒ๐—ฟ๐˜†๐˜„๐—ต๐—ฒ๐—ฟ๐—ฒ, ๐—ฏ๐˜‚๐˜ ๐˜๐—ต๐—ฒ ๐—ผ๐—ฟ๐—ถ๐—ด๐—ถ๐—ป๐˜€ ๐—ฎ๐—ฟ๐—ฒ ๐—ป๐—ผ๐˜ ๐—ฎ๐—น๐˜„๐—ฎ๐˜†๐˜€ ๐—ฎ๐—ฝ๐—ฝ๐—ฎ๐—ฟ๐—ฒ๐—ป๐˜. Leaders know their Key Performance Indicators (KPIs) and the goals they are working towards, but oftentimes, thereโ€™s only a high-level understanding of how the measures are captured and calculated. Bringing it all to the surface can be genuinely illuminating. I once sat in a meeting where a data consolidation exercise revealed that two teams were measuring what they thought was the same thing completely differently.


2. ๐—œ๐˜ ๐—ณ๐—ผ๐—ฟ๐—ฐ๐—ฒ๐˜€ ๐—ฎ๐—น๐—ถ๐—ด๐—ป๐—บ๐—ฒ๐—ป๐˜ ๐—ผ๐—ป ๐—ฎ ๐˜€๐—ถ๐—ป๐—ด๐—น๐—ฒ ๐˜€๐—ผ๐˜‚๐—ฟ๐—ฐ๐—ฒ ๐—ผ๐—ณ ๐˜๐—ฟ๐˜‚๐˜๐—ต. Nothing exposes organizational misalignment faster than asking five people to pull the same number. Data wrangling doesn't just clean data โ€” it creates the conditions for honest conversation.


3. ๐—–๐—น๐—ฒ๐—ฎ๐—ป ๐—ฑ๐—ฎ๐˜๐—ฎ ๐—ฝ๐—ฟ๐—ผ๐˜๐—ฒ๐—ฐ๐˜๐˜€ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ฐ๐—ผ๐—ป๐—ฐ๐—น๐˜‚๐˜€๐—ถ๐—ผ๐—ป๐˜€. If your findings are inconvenient for someone in the room, they will look for any error they can find to discredit the whole analysis. Clean, well-documented data removes that escape hatch.


๐—ข๐—ป๐—ฒ ๐—ฏ๐—ฒ๐˜€๐˜ ๐—ฝ๐—ฟ๐—ฎ๐—ฐ๐˜๐—ถ๐—ฐ๐—ฒ ๐—œ ๐—ณ๐—ผ๐—น๐—น๐—ผ๐˜„: ๐—ฏ๐—ฒ๐—ณ๐—ผ๐—ฟ๐—ฒ ๐—ฐ๐—ฟ๐—ฒ๐—ฎ๐˜๐—ถ๐—ป๐—ด ๐—ฎ ๐˜€๐—ถ๐—ป๐—ด๐—น๐—ฒ ๐—ณ๐—ผ๐—ฟ๐—บ๐˜‚๐—น๐—ฎ, ๐—บ๐—ฎ๐—ฝ ๐—ผ๐˜‚๐˜ ๐—ฒ๐˜…๐—ฎ๐—ฐ๐˜๐—น๐˜† ๐˜„๐—ต๐—ฎ๐˜ ๐˜†๐—ผ๐˜‚ ๐˜„๐—ฎ๐—ป๐˜ ๐˜๐—ต๐—ฒ ๐—ณ๐—ถ๐—ป๐—ฎ๐—น ๐—ฑ๐—ฎ๐˜๐—ฎ๐˜€๐—ฒ๐˜ ๐˜๐—ผ ๐—น๐—ผ๐—ผ๐—ธ ๐—น๐—ถ๐—ธ๐—ฒ. Every column (including source data you want, as well as derived information that will be calculated from source fields). Every row. Then figure out how to fill it in the cells (and make sure you have an unique ID for each row; more on this in the future).


The analysis is the exciting part. But it only works if the foundation is solid.


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