Leaders in organizations realize the usefulness of analytics, the last vestiges of competitiveness, and how it can fundamentally shift the trajectory of growth and opportunities. The common thinking is that it is a huge collection of data, managezd by advanced IT people supported by graduate computer scientists, statisticians, and mathematicians.
While data sciences require a lot of smart training and thinking, in the end it is all about really answering well articulated simple innocuous looking questions. It is a culture change to see the process in that way, and it requires a lift by evangelical supporters to bring out that data oriented culture.
If we say, bring your data in support of your point of view for decision making – the executives mean, bring your summary visual in support of your conclusion. This means people have to understand how to ask the right questions, what data to collect, how often to collect, how to make sure that there is no bias in data collection – read right data, how data should be summarized – read right metrics, how to analyze the data – read right analysis, and right visual that communicates the conclusions either for decision making or for implementation.
How to create the seedlings of this cultural change in managing your organization’s data oriented management?
Here are some simple ways to bring out the change in analytically oriented culture in your organization.
(1) Have a town hall meeting with a presentation on 10 things you can do today using data to make better decisions. While the following has mostly related to vision/mission/strategies/production/marketing to identify the top 10, there are other important processes which might be identified on the way.
Show an example of application of each of the following with a crisp visual; yes one visual only for each of the line item below.
– customer acquisition and retention
– cross selling
– Keeping up with production to serve the market
– importance of segmentation
– importance of customer service
– price optimization
– web site optimization – sprucing up your 24 hour global store.
– how to prioritize projects – supply chain/safety/
– Understand corporate wide strategic metric
– how to create KLI/KPIs that align with strategic metric
– Follow the time trials…of changes happening and validating all the above activities
(2) Have a competition that follows the process of analytical process to prioritizing, formulating, executing projects to kick start to identify the high value projects in your organization
(3) Change the communication patterns. What is most often focused discussion in meetings? How is it communicated (recall “show your visual” should be constant way of communicating with every one)
(4) Show me the ROI should be call of the chief executives. Projects should be judged on these basis. There are credible strong analytics behind these principles.
(5) Share the success stories.
(6) Annual meeting of division heads level, as well sr. managers level meeting of strategies for identifying key projects can help keep all the people on the same page in terms of cohesive thinking
learned a great deal from you during the term and I expect to learn more as I revisit your blog.
Your dedication, accessibility, and commitment really came through during the sync sessions and the guidance and feedback that you provided.
It was a pleasure! Thanks again Sam!”
On a serious note, please read the following:
Stanford Law Review: http://www.stanfordlawreview.org/online/privacy-and-big-data/big-data-small-hands