Look forward how far we can go
So, what is going on with our cute dotted dog this week? Apparently, he is quite happy, singing on his bike. After analysing all the data from last round, our team members generally agreed on what we are going to do this round. Thanks to our committed, highly engaged team, it seems we did relatively good, apart from some lost sales. All our decisions are made based on the reports every week. What I want to emphasize here is that data really matter.
Habitually, I googled this week’s reading materials. The qualities of these readings never disappoint me. Competing on analytics and The Granularity of Growth are both well-known books in the business world. In the era of dramatic proliferation of information, organisations can be stronger and more competitive by analysing those data and generating value from them. But facing overwhelming data, how do organisations generate business intelligence?
Davenport (2006) came up with a method in his book – competing on analytics. I totally agree with him on the significance of analysing data, buat there is no universally applicable approach to do it. All we can do to optimise these resources is to have ‘the right focus’, ‘the right culture’, ‘the right people’, and ‘the right technology’ (Davenport, 2006).
Backing to our MB’s team, I am glad that we have the right people in our team. Everyone is highly engaged and they know what they need to do in their field. In addition, we have our right focus – the featured products and steady strategy. Plus everyone makes the most use of the reports, extracts the most important data from them, translates them into useful information, and then loads them into our decision-making process. I guess that is pretty much how our team performs.
Baghai, Smit and Viguerie (2009) also brought up a good idea about managing business in a more granular way. They pointed out that decision-makers need to have the whole picture in mind, but it does not mean that managers can totally ignore details. Normally, only leaders look at the granular level, can they found where are these opportunities. Looking at the reports, I observed the second best performing team in last rollover dropped their SHV from $57 to $22, and the third team dropped from $52 to $28. Though I don’t know where they went wrong, it might be they did not take care of some details. But this is definitely an alert to us to never ever overestimate our current situation and never ever ignore the granularity. Sometimes, small things really make a big difference. Anyway, it is not a time to celebrate, as we are not out of the woods yet.
There are only three rollovers to go. The game is getting more and more interesting and intense. Look forward how far we can go.
Baghai, M., Smit, S., & Viguerie, P. (2009). Is your growth strategy flying blind? Harvard Business Review, 87(5), 86---96.
Davenport, T. H. (2006). Competing on analytics. Harvard Business Review, 84(1), 98--107.