Part 2: The Insight-Driven Organisation (IDO).

Let’s assume that you know something about insight creation with data and analytics. But how is the insight framed in the first place? Good framing helps set up the entire process of generating and using insights. What problem needs to be solved? Is the decision being addressed amenable to being answered by data and analytics? Are enough alternatives being examined? Are the decision-maker and the analyst aligned on how the problem is framed and pursued?

“A point of view can be a dangerous luxury when substituted for insight and understanding. – Marshall McLuhan

Consumers of insights are most commonly decision-makers within an organization, and they should be carefully engaged with the process from the beginning. Martha Feldman and James March, in a 1981 article observed that the insight management process doesn’t always flow smoothly from available information. In fact, they observed that potential consumers of insights typically requested a lot of information that they didn’t actually use in making decisions. Because (even in 1981) analytical decisions were considered socially desirable, many managers tried to appear to be analytical decision-makers when they were really using their gut. This finding, which I feel is still relevant today, means that analysts should be sure of how the decision-maker plans to use the information before gathering and analyzing it.

Appealing to the consumer of the insights means, in some cases, using analytical approaches that are less than fully rigorous. Certainly some insights are sounder than others in terms of their analytics, but that doesn’t mean they will result in a better decision. I once interviewed a wise market researcher about the techniques he used with his clients. He was well aware that focus groups, for example, are not typically known for generating high-quality insights about customers. Focus groups are notorious for telling marketers what they want to hear, among other issues. But the market researcher sometimes employed them anyway, he said, if that was the only kind of insight that his client was prepared to act upon. He believed that insights based on questionable data might be better than those based on no data at all.

Published by Aquinius Mung'atia

Aquinius Mung’atia is the Head of Projects at Aga Khan Hospital, Mombasa, and was previously the General Manager of Muthaiga Golf Club and Sigona Golf Clubs, respectively. He is an expert in Strategic Management with over 20 years of experience in both hospitality and healthcare Industry. My Career path boast of extensive training and consultancy experience in Hospitality Industry, Hospital Support Services and Operations, Healthcare Projects and Facility Management, among others. The author is currently a PhD student in Business Administration and holder of MBA in strategic Management (University of Nairobi) and a 1st class honors degree in Hotel and Institution Management (Maseno University) Aquinius is also a healthcare insight and a data analytic enthusiast. Follow him on or Facebook Page

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