Our brains are made up of special cells called nerve cells. A nerve cell has a bulb-like cell body attached to a long nerve fiber, which is like a wire, and it actually carries very tiny electrical signals. These signals are the information that tell us what we feel, what we think, what we see, what we touch. They also tell our bodies how to move and how to function. All this information is carried by nerve fibers to and from our brains. There is so much activity going on as we process, think, reflect and analyze information. Everything we see, smell, hear, taste and feel is collected and processed to navigate us through our lives. Our world is a virtual database that feeds our brain and is analyzed by our very own intelligence.
It is quite amazing and illustrates how powerful we are in sorting through different sources of data to make choices and plot a course of action. As simple as this sounds, in many cases there is a disconnect in the process due to factors that disrupt the data flow. The term that I like to use for it is “analysis paralysis.” This is a state of overthinking or over-analyzing information.
It is believed that a vast amount of data which has been cleansed, filtered and available will be enough for decision-making success. Through conversations with analysts in all areas it has been discovered that good data is only the beginning in analytical activities. At some point many analysts discover that they are stuck in a silo, overwhelmed by information or just confused about the original goal. When too much information is buzzing around us, regardless if it is presented in a friendly dashboard or through reporting, it can paralyze us. Information overload comes from many areas.
Too many IT Techs in the Kitchen
IT Projects are more likely to be completed successfully if performed by one technician or a small group. Too many IT folks will bring confusion to a project. The problem isn’t too much information but the way that information is presented. Also, analysts should not a go to person who is close to the architecture of the data design.
Analytical Processes Not Defined
Who is responsible in defining the analytical process in an organization? It should not be the analyst or the IT department but management. For instance, operations should have a set, defined process for all analysis done within those departments. Without a defined process the analyst can become confused on the appropriate steps in completing the analytical task. This will stop them dead in their tracks.
Management’s Lack of Clear Direction and Indecisive Needs
Because change is inevitable, it is possible to be pulled in a few different directions by management. This is due to the competitive nature of business. The competitor is always looking for ways to jump ahead. Therefore, management is always trying to stay on top of the activities of the market. It is a benefit to the analyst to take note of changes as they are presented from above. Just because there is a change of direction doesn’t mean that the original request is not valid. The information can transition to the updated request. Communication is essential for a successful outcome.
Exhausted? It Happens!
Being human can be a curse. Human’s ability to continually take on information is limited. At some point, our brains become total mush and we are not able to do anything. Many times this occurs when we have a deadline. Deadlines are not met when we are too tired to think. So this is the time to take a break and find way to clear the head.
The purpose for the adoption of business intelligence is to give organizations the advantage of utilizing their data for better and more educated analysis but the concept can give a false sense of security. Even the best tools can be useless if the analyst becomes paralyzed.
By Cindy Balon Harder, from: http://www.visualdatagroup.com/node/186
Throughout her 20+ year career, Cindy Balon Harder has had extensive experience in Marketing, Wholesale & Distribution, Supply Chain, and in developing Sales and Operations Planning processes. She is particularly familiar with the Consumer Products industry where she has participated in all aspects of the supply chain, from demand planning to warehouse distribution. Cindy is a Principal at Visual Data Group. Her main focus is Marketing, PR and Social Media, and Supply Chain consulting. See Cindy’s articles on EPM Channel here.