A data process that supports innovation
How do you arrive at the right data for your organisation? How do you develop the right measurements for alignment and performance? We flirted with mental models in our previous post and it’s handy again here. By the end of this post, we hope to have presented a different lens on your data organisation, one that helps you answer these questions and also gives you reason to revise how you view performance in your data organisation.
From when I first saw it and each time it pops up after that, I admired the brilliance of the above infographic. It explains the concept in such a clear concise way. A couple years back, when I put forward the below image to depict the components of our data processing, it felt risky (as it could either be perceived as childish, or worse, undermining). But — it turns out
Melbourne reopens today with a significant lift in restrictions and promises of more to pave our way back to the freedoms we had before this pandemic! Are you energised by the prospect of accelerating projects that have lost some momentum? Or perhaps frustrated and wanting a return into offices to revive projects that are 6-18 months behind on targets? If your projects have a dependency on Data, here are a
All organisations collect data. Some have more, some have less. The right data sets can be a great compass for organisations. As humans, we have been collecting data since the olden days (as my 8yo daughter would say). Yet the science (and art!) of interpreting, contextualising and accessing data, especially when it’s cross-domain (business functions) is relatively new. E.g. the below DIKAR model only came out in 1996. Businesses are
Something was still bugging me even after yesterday’s write up. There is an underlying question I wasn’t aware of asking, which was addressed in the first few sentences of this article: Why transforming an organisation is difficult: resources, processes, values and the migration of skills; i.e.: Part of the answer lies in the observation that over time, what an organisation knows how to do migrates: its capacity lies initially in its resources (especially
Have you heard of the RPV (Resources, Processes and Values) framework? Perhaps attributed to his beautiful delivery, the late Clayton Christensen‘s explanation of such framework in the “How will you measure your life?” book he co-authored with James Allworth and Karen Dillon, is stuck in my head. “The Greek Tragedy of Outsourcing” section in chapter seven unpacked the tale of Dell and Asus. In the quest of maximising RoNA (Return