Comments on: Trusted Information http://alignment.wordpress.com/2008/05/11/trusted-information/ Aligning Execution With Strategy Mon, 07 Jul 2008 05:13:05 +0000 http://wordpress.org/?v=MU By: Jonathan http://alignment.wordpress.com/2008/05/11/trusted-information/#comment-8492 Jonathan Fri, 23 May 2008 20:35:46 +0000 http://alignment.wordpress.com/?p=114#comment-8492 Yes, EIM includes data quality. Without quality, end users don't trust the information that they get. I once ran a Web seminar titled "All Data is Dirty; The question is whether yours is filthy". Yes, EIM includes data quality. Without quality, end users don’t trust the information that they get. I once ran a Web seminar titled “All Data is Dirty; The question is whether yours is filthy”.

]]> By: Timo Elliott http://alignment.wordpress.com/2008/05/11/trusted-information/#comment-8491 Timo Elliott Fri, 23 May 2008 12:36:46 +0000 http://alignment.wordpress.com/?p=114#comment-8491 Information management also includes data quality, of course -- tracking the quality of data in corporate systems, stopping bad data from getting into systems in the first place, and cleansing it if it does... A fun example of what can go wrong, even with a single stupid data entry error (true story): <a href="http://www.timoelliott.com/blog/2007/03/why_data_quality_is_important.html" rel="nofollow">Why Data Quality is Important</a> Information management also includes data quality, of course — tracking the quality of data in corporate systems, stopping bad data from getting into systems in the first place, and cleansing it if it does…

A fun example of what can go wrong, even with a single stupid data entry error (true story): Why Data Quality is Important

]]> By: Robert E http://alignment.wordpress.com/2008/05/11/trusted-information/#comment-8487 Robert E Thu, 15 May 2008 20:39:11 +0000 http://alignment.wordpress.com/?p=114#comment-8487 In your conversation with the customer, he said he should focus on red KPIs trending down. Why is it that so many managers turn into bulls when they see red and start rushing after it? The past notion of business is like the old stage act of spinning plates atop thin sticks. Each had to be maintained separately and trick was to get into a rhythm to keep all the plates spinning. Focusing on individual plates (or KPIs) to keep them spinning (or green) loses the interdependencies that really are active in business. A strategic approach is less about spinning and more about balancing. In your example, merely replacing out of stock hard drives would be the spinning plate approach. Looking at connections rather than individual "plates", a balanced decision arises that brings about a better outcome. More information to make better strategic decisions might help stop that stampede toward any red flag, because we all know about the bull in the china shop. When a bull sends plates spinning - look out! In your conversation with the customer, he said he should focus on red KPIs trending down. Why is it that so many managers turn into bulls when they see red and start rushing after it?

The past notion of business is like the old stage act of spinning plates atop thin sticks. Each had to be maintained separately and trick was to get into a rhythm to keep all the plates spinning. Focusing on individual plates (or KPIs) to keep them spinning (or green) loses the interdependencies that really are active in business. A strategic approach is less about spinning and more about balancing.

In your example, merely replacing out of stock hard drives would be the spinning plate approach. Looking at connections rather than individual “plates”, a balanced decision arises that brings about a better outcome.

More information to make better strategic decisions might help stop that stampede toward any red flag, because we all know about the bull in the china shop. When a bull sends plates spinning - look out!

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