What does Governance mean?
• Is the data used for business decisions both current and accurate?
• Do you have the ability to deliver positive business outcomes with the dta?
• Does your data security meet legal, compliance and regulatory requirements?
• Protecting sensitive information and requires combining of efforts for an IT and business approach.
• A competitive advantage
• Responsive product optimization
• Find out when a topic is starting to trend and what their customers are talking about.
• Brings into focus their influence on purchasing by others in their social networks.
• Business functions need customer insights not just for marketing campaigns, but also for informing the organization’s sales, service, support, product development, and other key functions about customer feedback and trends.
• Companies starting to choose the cloud when it makes sense for their business case
• Data location becomes more shifting towards cloud where necessary
Collaboration and Conversations with data replace static dashboards
• Data is getting interactive enough that it can become the backbone of a conversation.
• Collaboration combined with good dynamic BI will drive business decisions
Everything integrates E.g. Internet of Everything
• 50B+ devices are expected to be connected over next decade
• Organizations are loosing patience with managing data from multiple data sources.
• Rapid integration leveraging simple interfaces is going to become the standard. – E.g. Alteryx
Mobile Solutions are maturing Mobile solutions emerged many years back but are finally reaching a level of maturity that means that mobile workers really can do light analysis from the road.
1. Address the elephants in the room – E.g. disagreement could be a DW platform selection
2. Divide work into bite-sized chunks that can be executed and funded within your company culture
3. Leverage what you have – Unless there is a significant gap
4. Articulate a clear business value – Must be viewed by the business as creating value
5. Avoid the miracle first year – There will be many “immediate needs”; don’t overpromise
• Who is my audience ?
• What decisions do they make?
• What questions do they need answered?
• Do they enjoy digging into the numbers?
• The dashboard’s level of detail and analytical capabilities should match the audience comfort zone.
• Help management define what is important
• Educate people in the organization about the things that matter
• Set goals and expectations for specific individuals or groups
• Help executives sleep at night because they know what’s going on
• Encourage specific actions in a timely manner
• Highlight exceptions and provide alerts when problems occur
• Communicate progress and success
• Provide a common interface for interacting with and analyzing important business data
Type of dashboard
• Scope : Broad or Specific function/Process/Product
• Business role
• Strategic : High Level, Broad and long term view
• Operational : focused, near-term and tactical view
• Time horizon : Historical, Snapshot, Real-time, Predictive
• Level of Detail : High level, Detailed – Drill-able
• Choosing the perfect metric – Actionable, Common Interpretation, Transparent, Credible data
Dashboard Structure
• It requires a deep understanding of how the system you are measuring works.
• Flow-based structure emphasizes a sequence of events or actions across time.
• Relationships – could be mathematical, organizational, functional, or geographical
• Grouping – group related information into categories or a hierarchy.
The Design
• Organize the dashboard page
• Appropriate use of color to enhance
• Fonts
• Chart type that best fits your data
• Style charts to be attractive and effective
• Maximize contrast between your data and the background.
• Avoid Visual noise
Design Principles
• Compactness
• Gradual reveal – Don’t bombard the user with all the information at once.
• Guide attention – positioning on the page, use of color and fonts..
• Customizable – Build flexibility to allow the dashboard to become relevant for different users.
Summarizing
• Don’t box yourself into “requirements”. Think Outside the Box Surprise the stakeholders • Remember 80/20. Low hanging fruit first. • Be Agile…..Reiterate. • Executive sponsorship isn’t enough. Convert the laggards. • Aim for novel insights, that challenge the business….not just labor productivity • Facilitate “action” • Measure success……Prove value….
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