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MGMT 300 – Learning Journal Week 09                                    Scott Wong- 2651050

Importance of Analytics and the Focus of Finer Details: A Parallel of Daudelin’s learning from Reflection.

It has not been a smooth week as my team has tried to redeem ourselves from last week’s rollover for Mike’s Bikes. We had become too confident in regards to leading our region in Mike’s Bikes and also in regards to how much money we could spend. Our shareholder value dropped significantly as a result of over spending our cash on hand but how did this happen? Could we have prevented this drop in shareholder value?

According to Davenport (2006) a company’s ability to collect, process, analyse data and implement decisions based on that data is a key factor which determines an organisation’s ability to learn and therefore become successful. This ability is termed analytics (Davenport, 2006) and I have now been reinforced with the idea that analytics, which is like learning from reflection (Daudelin, 1996), is crucial in order for my team to become successful in Mike’s Bikes. Recognising the need to collect info and collecting it is like the problem definition in Daudelin’s steps. Furthermore analysing data is like Daudelin’s step of analysing the problem and the Daudelin’s trial and error step is very similar to producing a recommendation or suggested action in regards to the data. Finally acting upon your data and analyses parallels Daudelin’s fourth step of implementation.     

Because the rollover for week 7 was successful we became too confident and started spending money without using analytics to determine how much money we should have spent. Our success from week 7 blinded us from the fact that another company (let’s all them team B) had made the mistake of spending too much money. If our team had granulised by narrowly focusing on small details (Greiner, 1972) of team B’s problem by collecting, interpreting data and acting upon this information (Davenport, 2006) we could have avoided in a significant drop in shareholder value. So yes we could have avoided our drop in shareholder value and this week my team has been narrowing our focus on the finer details of Mike’s Bikes, granulising (Greiner, 1972) both our own company and the external competition. 





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.

Greiner, L. E. (1972). Evolution and revolution as organizations grow. Harvard Business Review, 50(4), 37--46.


  1. Hey Scott,

    Unfortunately I couldn't see the comments that I had made on your learning journal in week 4 so I don't have anything to compare this weeks reflection too, but nevertheless I will try my hardest to give you constructive feedback.

    Concrete experience: I gathered that your main problem is based around the fact that your shareholder value had dropped. This is the result of what your have described as the overspending of the cash your company had on hand. You do well in questioning 'why' this has happened and follow through with making observations.

    Reflective observation: You have done a good job in making observations to why your problem has surfaced by stating that you believe that it may have something to do with the successes your team enjoyed in the previous weeks, creating a confidence and complacency amongst your team. I think, to lift this aspect of your reflection, you could have asked yourself whether or not your truly understood or were told the extent to which your use of the cash would effect your decisions? I feel like this is vital because, without understanding the cause and effect nature of such a decision, in the future this problem can resurface.

    Active conceptualisation: I like how you have added another level to your journal by making links to the missed opportunity to 'granulise and focus on the small details of Team B's problems' as you feel you could've avoided the situation by being more proactive.

    Active Experimentation: Given all that, I think you needed to think and comment on what you will do with this insight to help your group this week. Do you feel that you can change the way in which your group approaches this issue if it comes up again? Do you team dynamics allow you to bring up these issues? What can you do, to ensure that in the upcoming rollovers, your team is more attentive to details? 

    Overall: I have no doubt you will be fine in your summative journal and I hope this feedback helps. I think you include relevant theoretical knowledge but I feel like you could link and use it better as it just sits in the middle of your reflection and stops the flow of your journal. Other than that, it was a good piece of writing and I wish you and your group well. (smile)



  2. Hey Scott, 

    Looking back at week 4 and now, it seems the problems are countered as they arise. I suppose this is how we learn and take our experiences into the real word allowing us to mitigate such issues using foresight and planning. I suppose looking at the details are key when it comes to trimming off the fat. Often the leanest (cost efficient) companies have done better in Mikes Bikes when we look at the past year journals.

    To give you feedback in terms of Peters required format,

    Concrete Experience: I saw your main problem as too much expenditure. The SHV responds to the balance between expenditure and income. So, you realizing this fact have reacted to look at where you spending too much and how many units must be sold in order to increase revenue and profits.

    Reflection: The reflection was honest with regards to complacency due to past results but that assumes that the other teams were doing well with regards to their own efficiency. The depth of the matter is more poignant in terms of who makes the decisions when it comes to costs? Maybe individuals placing their own costs is the problem where the bigger picture is not evaluated? I don't know as their is not much specific talk about actual decision making processes. Your reflection with regards to Daudelins steps is quite unique and how you match it to analytical approach. I think the theoretical antecedents for both approaches are similar.

    Active Conceptualization: I am not sure to what extent conceptual thought is happening here. Maybe talking about this idea of a factory that has individual units not seeings the results of the whole factory. The inputs far outweigh the outputs and complacency can be compared to not seeing the effects before it is too late? In the group, what type of dynamic exists? 

    Active Experimentation: The active role you will play in changing the dynamics would be what I would consider active experimentation. Maybe in the journal (summative) you can talk about what actions you played in changing the decision making dynamics? This will allow us to see the results of your collection of thought and implemented into action. If you can state you are going to do something and then go ahead and do it, then you can show a strong link between cause and effect! 

    Overall I think this a fantastic journal in terms of quality of thought and implementation of theory. It lacked the details that would elevate this to an excellent journal where once really digs into the problem and states the purpose of your actions next week and seeing if they work out.

    All the best and I am sure this blip can be overcome.