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You’d think that instrumenting and then operating to data would be uncontroversial, but I’ve lost count of the number of people who have negative visceral reactions to my doing the WBR when I say “I want to be more data driven.”
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There needs to be a name for the phenomenon where people start executing without instrumenting or thinking, and then turn out to do worse in the long run compared to teams who take the time, up front, to instrument properly.
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I’m coming around to the idea that data literacy and statistical numeracy is like nuclear power: extremely powerful and good, but if you get it wrong it blows up in your face. That certain colours my current attempt!
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Also I should probably just read more Deming. Related tweet:
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For full context, I’m finally getting around to implementing the Amazon-style Weekly Business Review. Apparently, one of the precursor sources is Donald Wheeler’s Understanding Variation. Wheeler was (surprise, surprise) a colleague of Deming’s.
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On a similar journey of being more data driven. But instead of focusing on being driven first we wanted to make our operations revolve around data centricity. Progress can be measured or evaluated only if we can quantity it or capture it in the first place.
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