Producing data is easy. One-off questions become permanent queries until the company is navigating in fog and can no longer distinguish the scary iceberg from a new continent full of promise. Here, too, the more meaningful use of data begins with producing less of it. Only what is really needed. The energy this frees up can be reinvested in a better understanding of the market, the ocean on which your company navigates: this is where growth lies.
This pillar is essential: You would not board for a transatlantic flight if the pilot told you the instruments are unfortunately off but his instincts are great, would you?
However, it is important to be aware that making sense of data starts by removing all the data which makes no sense: that cleaning effort requires initial clarity on the purpose.
Therefore, we recommend that you only initiate this process if team members already share a very clear understanding of what precisely the company has to achieve.
In endurance racing, drivers rely on data. Without asking, they receive exactly the information they need from their race engineers at the very moment they need it.
The racing car constantly produces large amounts of data. The track itself also produces and sends data. The race engineer, who has to process these amounts of information within a very short time, constantly tries to limit this flow of inputs to the essentials.
All team members who drive the growth of your company must be treated like racing drivers. Quite simply because they are there to win.
