“Data is like garbage. You’d better know what you are going to do with it before you collect it.” ~ Mark Twain
The last several months’ insights have been discussions on how to “look in the mirror.” Here’s a quick summary:
- In March, we recognized that looking in the mirror includes evaluating what an organization is doing well,
- In April, we discussed the value of learning from mistakes as it encourages identifying weaknesses so those mistakes can be converted to ongoing improvements.
- In May, the importance of obtaining input from your Customers was suggested as part of looking in the mirror.
- In June, asking your Leadership Team provides an unique view of how effective your organization is, and
- In July, we suggested you pause and consider your rolein the successes and failures of your organization.
Now what? In our February insight, we emphasized why taking the time to look in the mirror is so valuable.
Sherlock Holmes (in “A study in Scarlet” by Arthur Conan Doyle) said “It is a capital mistake to theorize before one has data.” Hopefully, you have gathered a lot of valuable information as you performed our previous months’ recommendations as you “looked in the mirror.”
Yet, that data is useless if you do not take the time to assess what you have learned. A critical mistake an organization can make is compiling data and failing to evaluate it so it can be effectively used moving forward. The Cambridge Innovation Institute did a study that determined that businesses are missing out on $5.2 million in revenue by not assessing and evaluating available data.
With this in mind, what should be evaluated based what you have learned over the last several months? Here are some hints:
- Focus on the data identified. Avoid jumping into a resolution (we will discuss that next month). Take the time to really evaluate what you have learned.
- Consider: Are there trends of the data compiled? What are the majority conclusions to be made based on that data? And what about the “outliners” (those one or two exceptions)? How should they be further assessed?
- Does the data compiled align with Executive Management’s existing belief systems? Or, are there surprises (both positive and negative)? What should be considered with those disconnects?
- Are there general/universal issues identified, or are they specific? Understand and learn from the differences and the nuances between the two.
- Intentionally look for “surprises” compared to data that supports assumptions previously made.
- Mine the data identified. As Peter Sondergaard, Senior Vice President and Global Head of Research at Gartner, Inc.has said: “Information is the oil of the 21st century, and analytics is the combustion engine.”
Truly “looking in the mirror” requires rolling up one’s sleeves and assessing what data has been compiled. It is the next step forward to continuous improvement and operational effectiveness.