Boxers and organizations have one thing in common. In order to punch above their weight class, they require agility, which is an organization’s ability to assimilate and capitalize on change while empowering people. For organizations, agility is the core index of success and the only sure way to avoid the Kodak Moments that can take down Goliaths in a matter of years. Agility is therefore the watchword.
I think we all know by now that the name of the game in 2016 is TRUST. More and more companies emerging are based on an assumption of trust - AirBnB, Uber, GoMore, Lyft. Several companies are providing trust index services to let you know, who you can trust and who you probably shouldn't trust. (Glassdoor, Trustpilot, Yelp, Tripadvisor.)
Platforms such as Twitter, Facebook, Twitter and LinkedIn are providing a tremendous transparency pushing companies and individuals alike to increase focus on integrity, walking the talk, and sticking to your word - because we all know that anyone with a keyboard can tell their customer/employee experience online to the world and the empathy tends to go to the more trustworthy party, regardless if this is the 'truthful' side of the story.
This moves us in to an era that makes subjective, personal feelings a real and accepted factor in decision-making. Even in areas, where you would expect decisions to be based on facts, figures and relevant data, we see the rising importance of trust and people's individual, subjective experiences increasing the complexity of doing business even further.
We are seeing it right now in the US election, where in many ways the opposition between fact-based and emotional decisions has been taken to the extreme.
I am sure the balance is to be found between facts and feelings. Trust is undoubtedly an important, undeniable factor in decision-making. There was a time when we pretended that feelings had no business in business, however, we all know that the truth is, people do business with people. People equals feelings, subjectivity and 'irrational' emotions.
I am very happy to work for a company that helps organizations and management get the data they need to make the right, fact-based decisions, when objectivity and clarity of facts is needed. However, despite our addiction to data, we are a Danish company too.
Denmark is ranked #1 on the Happiness scale, and we're the most trusting people in the world. Most researchers tell us that our high level of trust comes from our tribal-like culture, where everyone have the same frame of reference and are in fact very similar.
The better we understand each other the higher the trust. The higher the trust the faster we can reach results together. So how does this apply to high diversity teams? How do we get to the point of trust with complete strangers? People who come from a different cultural background, from another generation, have a different education, opposite gender, another belief system?
I am curious to see how the dynamics of facts and feelings in building trust will impact the way we develop people and decision-making skills in our organizations to support people in keeping their balance. How will we train our managers to keep an open mind to trust both their instincts, as wells as the data?
As the pace only seems to get higher, it becomes increasingly difficult to trust your gut. Information is coming at us at an ever-increasing rate from even more sources, making all sorts of noises and distractions. We are pinged, dinged and buzzed from we wake up till 'night shift' mode turns on. And yet, as the data seems to be piling up, feelings seem to have an increasing currency, when we make up our minds. So what do you trust? Facts or feelings? Or do you find your balance in the midst of chaos?
BI technology is moving fast with techniques of getting value from data multiplying. Equally the digital era is driving change within business organisations, increasing the appetite within the most forward thinking businesses to find better ways of getting insights and deeper meaning from data. Data driven decision making is likely to become a growing business culture, with evolving BI technologies and trends becoming centre piece amongst organisation’s business strategies.
In 2013, research firm Gartner predicted that by 2016, 75% of large enterprises will have more than four diverse automation technologies within their IT management portfolio. And robotics and automation were front and center of Gartner's top-10 list of strategic predictions for last fall, including the prediction that by 2020, autonomous software agents outside of human control will participate in 5% of all economic transactions.
Traditional approaches to data warehousing have changed--has your data warehouse?
“Old habits die hard,” says Wayne Eckerson, a thought leader in the business intelligence and analytics field since the early 90s. “Too many companies rely on traditional hand-coded and labor intensive approaches to building a Data Warehouse.”
If you're responsible for building or maintaining a data warehouse, that probably rings true for you. And in this age of automation, in which robots are used for everything from milking cows to gathering customer data on a phone call, why is it that it's taken so long for automation to be incorporated into the data warehouse?