Archive for the ‘Knowledge Management’ Category


The world of analytics has changed, now top organisations can harness the power of multiple views and opinions from within. Analytics has traditionally been more one to one relationships. Someone requests a piece of analytics and an analyst creates and prepares the work. This is then presented back for consideration and action.

Now with the deployment of social media, analytics can be created and then multiple analysts can comment. The multiple “eyes” or “views” give greater insight than just one individual with their own skills and bias. Now managers can see various aspects of the analytics from varying points of view. It may be that all people see the same and recommendations are the same, but it may be that some arying aspects are revealed that were not considered. This was the approach I took at the World Bank to assure we had all views harnessed from many sources. It was amazing how many varying views can forward from the same data when applied in many various geographies and departments. This is the new world of analytics and can be harnessed if doen the right way.

I saw the value in this approach and now am showing other organisations how to harness this amazing power. This approach allows “Cognative Variance” to be applied to give a richness of understanding and the harnessing of corporate knowledge. It can also be used between organisations in an industry. It is a little like spreads theory, where you harness the power of many individuals thought to show a bias or trend.

Analytics id evolving, and the next step is collaborative analytics.

Get in early, and gain the first to market advantage.

Paul Ormonde-James

 


The World is getting smaller. We have seen the advent of social collabotation where the younger community members now use the internet to communicate with each other far more than the email systems of the past. Just as email outplaced paper mail (snail mail) so is the growing trend in collaboration and social media replacing current methodologies. Companies are looking hard at this phenomena with mixed feelings. The potential “open” nature of views, comments and opinions is quite different to the potential one on one communications of email. But is this new revolution culturally acceptable to corporations?

There are many aspects to the new paradigm.

  • People must be comfortable in expressing views or comments that can be “judged” or “commented” upon in an open way.
  • People may be judged by what they say and have no control of who sees their opinions
  • Politically astute staff may choose to not comment for fear of reprisal or being “pigeon boxed” for opinions
  • An organization may not want certain topics commented upon
  • Could staff use the forums for social use and there be no real commercial value?
  • Will all levels of the organization really contribute or will it be the few distributing comments on issues for the many?
  • How do you measure value?

The issues are not as clear as they seem, but one application that can add value whilst allowing knowledgeable workers to contribute is the application of collaborative analytics.

The concept is simple. In the open collaboration platforms you post key reports for the business. Analysts or even interested parties  can openly comment on what they see. The normal analytic process has the analyst producing  a report and then commenting upon what they interpret to be insight. The report and/or analysis is then  provided to the manager for review. The review process becomes siloed or isolated with interpretation based on the eyes of the reviewer. They will see only what their experience allows them to see and may limit the full understanding of the information. The analysis may not even be on all the available information to address the issue.

I have been actively promoting this concept in the organization and have seen the benefits it can bring over the “normal” approach. It is a new era of analytics and we must embrace this. It is time for us to truly share our analytic work and to harness the power of individual thought into cross boundary excellence and understanding. Colaborative analytics is here to stay, it really works.


More and more organisations are drowning in the sea of data, but few can say they have harnessed the real power and insight. There seems to be an increasing need for reporting and analytics but this is not supported by the needed data quality. It seems a little strange that people accept what is in a report but rarely challenge the validity of the information provided. What is needed is a fundamental change in the perception of quality in data that leads to the quality of the decision. I wonder if organisations will enable the processes that can bring data to life. That transformation of data to information which will drive knowledge and learning. The technology is available and been around for quite a while so it seems the real driver is culture. If information and the decisions it drives is really valued, then the quality is paramount. How many times do executives ask ” Where did this data come from?”, and how many times do executives ask ” Are you sure this report is 100% accurate, as in correct not just what is in the system?”. Important questions if the decision the information is driving is really important. The responsibility for good data and information is in the culture of the organisation and then the empowerment of staff to support that need. It is not up to IT.