"KPI and measure selection is not a creativity exercise." I love this quote.
Stacey Barr, an Australian-based expert on defining and implementing key performance indicators, wrote a recent column about the pitfalls of brainstorming KPIs.
With her reliably cogent, analytical and thoughtful perspective, she makes a case against open-ended KPI definition sessions (vague goals, persuasion contests, and shallow levels of detail). If you don't now about her already, Stacey is a must have for your KPI RSS feed.
More links to stand-out articles from the last few weeks below the fold.
He argues that most companies get hung up on technology and toolset, when they should be focused on how they service their customers.
The challenge, as he sees it, is to make sure a customer feels as valued in the new digital world as they used to feel in relationships with a more "human touch."
An actionable insight: Stacey Barr, an Australian-based expert on defining and implementing key performance indicators, wrote a recent column about the pitfalls of brainstorming KPIs. With her reliably cogent, analytical and thoughtful perspective, she makes a case against open-ended KPI definition sessions (vague goals, persuasion contests, and shallow levels of detail).
Amazon's Squat Little Robots
Right now, at an Amazon fulfillment center near you, squat little robots are carrying your holiday presents like elves.
They are moving about on a grid, making way for other robots along small highways. When they get to their warehouse quarry, they spin beneath the target totes like barbershop chairs, lifting entire stacks of shelves.
Once these bins of products are mounted on their powerful torsos, they glide back across the warehouse and into a queue of other robots waiting for their turn with a human. The human reaches the length of their arm, grabs one of your presents, and blisterpacks it into a cardboard box.
Right now this is happening. Hundreds of thousands of items.
An actionable insight from Michael E. Porter's seminal work on business strategy. He makes a salient point about defining what's "out of scope" as one of the 5 keys to strategic success. Essentially, when you try to do everything, you do nothing.
One of Porter's five tests on what strategy is includes the directive to understand trade-offs and choose what not to do. If you own your company's business strategy, then the must-read Harvard Busines Review "What Is Strategy" can be found here. This is a long form collection of articles, but the included callout summaries get at the heart of his thinking.
If you're not familiar with his work, Michael E. Porter was awarded Harvard's highest academic distinction for his contributions to strategic thinking.
How it relates to our The Bartlett System approach lies within the Business Model section at the top of the diagram below (and, critically, drives everything below it.)
An actionable insight: in a stunning uptick in AI, CEOs mentioned 'artificial intelligence' in 3rd quarter earnings calls over half the time. Bill Schmarzo, Dell's "Dean of Big Data" writes there's no challenge for CEOs interested in identifying opportunities for Artificial Intelligence, Machine Learning and Deep Learning. There are significant challenges...
Talk about actionable insights!
Zara is the envy of its competitors. The company spends virtually nothing on advertising. Their products rarely go on sale, and their typical customer visits an astonishing 17 times a year.
"It is a big data business model that briefly made its founder the richest man in the world"
Actionable Insights from Forrester on the challenge of converting data into ROI. The numbers are scary. Despite the major investments companies are placing in big data, the returns still aren't there for CEOs.
An actionable insight from Brent Dykes, Domo's director of data strategy. Dykes has an eye-opening article in Forbes on how an analytics strategy can "fuel or frustrate." I particularly liked this matter-of-fact approach to performance management - rather than trusting intuitions.