Very true – rubbish in, rubbish out. Highlighting the critical nature of data quality is very important but that still doesn’t mean the problem of managing the business has gone away. Not managing cannot be the route to success!
Clear communication, collaboration and flexibility look to be the answer. There may be 11 different variations of the definition and all 11 may be valid at local level but clearly if there is to be some sort of central consolidation then 1 of these (or heaven forbid a 12th!) is going to have to be chosen.
Once chosen then those providing data need to be able to understand what the definition is and the context of that definition and be able to provide the data simply either as an extract in the appropriate format from their local system or by providing a simple means to collect it ‘manually’. Maybe you should cut your losses and not create the single data warehouse if that is too inflexible and just collect for the purposes necessary when needed.
Too often data warehouses become bloated because everyone starts from the data and looks to throw everything in there “just in case”. Performance management systems should differentiate between what is strategically important and what is operationally interesting. By focusing on the strategically important and leaving the operationally interesting to the operating level at local level the volume of data is drastically reduced so becoming manageable.
Too often barriers between departments can build up due to a lack of communication of what the goals and objectives of the organisation or that department really are. The ‘nobody tells me anything’ syndrome.
If there is continual communication of the goals of the workgroup (however that workgroup may be defined) and how that entity will be judged in terms of their performance then there is a far greater likelihood of alignment around these corporate goals. Lack of communication leads to a retreat into a defensive isolation - concentration solely on the elements of the operation that that workgroup is charged with carrying out directly, so that no blame attaches to them.
Morale boosting activity may have a short term benefit but if the underlying causes of the alienation are not addressed then it is just a question of how long before the vicious circle comes round again.
However if there is a clear communication of goals, the part that individuals or teams have to play in achieving these goals, how progress towards those goals will be measured and progress to date, then a positive energy can be developed that will spread throughout the organisation. Instead of being defensive and inward looking the team will start to innovate to move forward more effectively.
Absolutely right to apply the same rigour to marketing performance as in other areas.
Whilst measuring the results of activity and relating them to the Targets and Benchmarks provides important context it is also vital to communicate and understand the objectives in the first place so there is alignment of effort. Too often we spend too long examining activity results without asking ourselves how that activity relates to the outcomes we are seeking to deliver. Have we made progress towards the outcome we are seeking to achieve. Are we doing the right thing as well as doing it right?
Unless there is communication of what those outcomes are, then there is a real risk of frenzied activity that is not targeted effectively.
My answers
Very true – rubbish in, rubbish out. Highlighting the critical nature of data quality is very important but that still doesn’t mean the problem of managing the business has gone away. Not managing cannot be the route to success!
Clear communication, collaboration and flexibility look to be the answer. There may be 11 different variations of the definition and all 11 may be valid at local level but clearly if there is to be some sort of central consolidation then 1 of these (or heaven forbid a 12th!) is going to have to be chosen.
Once chosen then those providing data need to be able to understand what the definition is and the context of that definition and be able to provide the data simply either as an extract in the appropriate format from their local system or by providing a simple means to collect it ‘manually’. Maybe you should cut your losses and not create the single data warehouse if that is too inflexible and just collect for the purposes necessary when needed.
Too often data warehouses become bloated because everyone starts from the data and looks to throw everything in there “just in case”. Performance management systems should differentiate between what is strategically important and what is operationally interesting. By focusing on the strategically important and leaving the operationally interesting to the operating level at local level the volume of data is drastically reduced so becoming manageable.
Too often barriers between departments can build up due to a lack of communication of what the goals and objectives of the organisation or that department really are. The ‘nobody tells me anything’ syndrome.
If there is continual communication of the goals of the workgroup (however that workgroup may be defined) and how that entity will be judged in terms of their performance then there is a far greater likelihood of alignment around these corporate goals. Lack of communication leads to a retreat into a defensive isolation - concentration solely on the elements of the operation that that workgroup is charged with carrying out directly, so that no blame attaches to them.
Morale boosting activity may have a short term benefit but if the underlying causes of the alienation are not addressed then it is just a question of how long before the vicious circle comes round again.
However if there is a clear communication of goals, the part that individuals or teams have to play in achieving these goals, how progress towards those goals will be measured and progress to date, then a positive energy can be developed that will spread throughout the organisation. Instead of being defensive and inward looking the team will start to innovate to move forward more effectively.
Absolutely right to apply the same rigour to marketing performance as in other areas.
Whilst measuring the results of activity and relating them to the Targets and Benchmarks provides important context it is also vital to communicate and understand the objectives in the first place so there is alignment of effort. Too often we spend too long examining activity results without asking ourselves how that activity relates to the outcomes we are seeking to deliver. Have we made progress towards the outcome we are seeking to achieve. Are we doing the right thing as well as doing it right?
Unless there is communication of what those outcomes are, then there is a real risk of frenzied activity that is not targeted effectively.