Reflecting over our performance from last rollover, our team took a serious hit financially, where we spent loads of cash and our profits had fallen considerably. I can easily analyse this problem according to Daudelin’s theory (1996). Our group was missing our CFO and hence a massive fault in our teams strategic decisions. We are so reliant on each person’s knowledge on a particular department, that if a member is missing on the day of the final decisions, our skills and effectiveness decrease as a team. We became confident in our decisions without bothering to pay attention to our overall expenditure. The team failed to take the time and care to calculate the exact figure and to the dollar certain decisions would impact. Instead we rather decided to round off to whole numbers, based on instinct and gut feel, pretending and conforming with one another that we knew what we were doing, rather than focus on quantitative tools.
This simulation is slowly starting to reveal just how much number crunching is actually required. It’s one thing to have a set strategy, even one that has been working really well, and another to analyse and tabulate data in order to create possible outcomes that achieve our goals. Davenport (2006) explains that employees hired for their expertise with numbers or trained to recognize their importance are armed with the best evidence and the best quantitative tools. He further states that this is why they make the best decisions. “In companies that compete on analytics, senior executives make it clear--from the top down--that analytics is central to strategy” (Davenport, 2006). Our CFO is proving instrumental in her hours tabulating the data and creating graphs to aid the decisions of our team. In this simulation, nothing can just be majorly changed without expecting a different outcome.
Based on our disappointment from last week we have decided to act in order to prevent a reeat rollover and dedicate additional time into our statistical analyses of the simulastion. We have also come to the realisation that we can only make decisions when our CFO is present. It is also a wakeup for the team that everyone’s department is important and even though we have an understanding of each department, we cannot pretend to be a professional in all of them.
Daudelin, M. W. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3), 36--48
Davenport, T. H. (2006). Competing on analytics. Harvard Business Review, 84(1), 98--107.