This document discusses the need for organizations to move beyond just analyzing data and metrics, and instead focus on designing useful information that helps senior managers and boards make meaningful decisions. It argues that most business problems today are "wicked problems" that require qualitative, rhetorical thinking rather than just quantitative analysis. The document provides examples of how information can be designed to help build conceptual frameworks, provide strategic knowledge, foster empathy and shared meaning to make decisions in complex, uncertain environments. It promotes using information design principles to help communicate strategy coherently and tell a meaningful story to drive focused action.
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Julian jenkins from data measures
1. From Data and Measures to
Meaningful Decisions
Designing Useful Information for Senior Management & Boards
Dr Julian Jenkins
2nd Road
Sydney, Australia
2. Commercial in Confidence 20091
A story about user experience
400
sides of text
66
separate
documents
2hour
meeting
9hours of
reading
Sense of clarity
40-60%
3. Commercial in Confidence 20092
A story about user experience
400
sides of text
66
separate
documents
2hour
meeting
9hours of
reading
Sense of clarity
40-60%
Oct 2008
4. Commercial in Confidence 2009
The growing scope of corporate information
Corporate social
responsibility
Balanced scorecards
Triple bottom line
Financial statements
Growing
range of
topics
Multiple locations
Growing
scale of
operations
Multiple industries
Multiple geographies,
cultures
3
Internal compliance
processes
Growing
scope of
regulation
External reporting
Global
financial
crisis
5. Commercial in Confidence 20094
Management by analysis
“From 1817 onwards … a generation in the USA
learned how to learn in a historically new way.”
Sylvanus Thayer
West Point military academy
1817-1833
• Relentless numerical
measurement of performance
• Written reports as basis for
management
• Focus on planning and logistics
6. Commercial in Confidence 20095
The dominant knowledge paradigm
The analytical method is really good at solving a certain category
of problems ...
... with stable, measurable parameters
... with linear processes of cause
and effect
... with predictable outcomes and
repeatable, “correct” solutions
7. Commercial in Confidence 20096
From a 19C to a 21C business context
Machine Web
Hierarchical power Interpersonal influence
Efficiency of production Quality of experience
Manufacturing Knowledge and services
8. Commercial in Confidence 20097
Two types of problem in the world
be other than they are“ ”
Things cannot
be other than they are“ ”
Things can
Physical world
situations with fixed,
quantifiable parameters
situations with multiple
qualitative options
Human environments
Aristotle
9. Commercial in Confidence 20098
Two types of problem in the world
Horst Rittel
Tame Problems
• clearly definable problems
• “correct” answers
• repeatable solutions
Mystery Algorithm
10. Commercial in Confidence 2009
Two types of problem in the world
Wicked
Problems
• multiple, interconnected problems
• no “right” answers
• unrepeatable solutions
Irreducible fluidity
9
Horst Rittel
12. Commercial in Confidence 200911
Two types of thinking toolkits
Scientific Analysis Rhetoric
• Objective data
• Empirical measurement and
observation
• Rational deduction
• Reduction to parts
• Subjective experience
• Qualitative judgments
• Argument and persuasion
• Cohering into a whole
13. Commercial in Confidence 200912
“Analytical” decision-making
Senior
Managers
& Boards
Data
Measures
Collated
Information
Rational
Decisions
• Automated reports
• Dashboards
• Data warehouses
• KPIs
• Data integrity
• Alignment of measures
A data-driven, IT-heavy process
14. Commercial in Confidence 200913
“Rhetorical” decision-making
A user-centred, meaning-making process
Senior
Managers
& Boards
15. Commercial in Confidence 200914
A user-centred, meaning-making process
Conceptual
Framework
A high level mental map or gestalt
16. Commercial in Confidence 200915
A user-centred, meaning-making process
Strategic
Knowledge
Conceptual
Framework
Focused answers to the
right level of questions
17. Commercial in Confidence 200916
A user-centred, meaning-making process
Turning operational data into
useful strategic insights
“Alchemists of knowledge”
Data
Measures
Collated
Information
Middle
Managers
Strategic
insights
Clear
arguments
Senior
Managers
& Boards
18. Commercial in Confidence 200917
A user-centred, meaning-making process
Strategic
Knowledge
Judgement
Conceptual
Framework
• Vision and values
• Experience
• Empathy
19. Commercial in Confidence 200918
A user-centred, meaning-making process
Strategic
Knowledge
Judgement
Conceptual
Framework
• Cognitive processes
• Social processes
Processes
20. Commercial in Confidence 200919
A user-centred, meaning-making process
Strategic
Knowledge
Judgement
Conceptual
Framework
Processes
Good
Decisions
Shared Meaning
Coherent Story
Focused Action
21. Commercial in Confidence 200920
Unlocking the power of information design
Senior Managers
& Boards
Data
Measures
Collated
Information
Decisions
Content
‘The visual display of
quantitative information’
22. Commercial in Confidence 200921
1. Creating clear conceptual frameworks
Planning
Program Design & Alignment
Strategic Conversation
(AcdB Conversation)
Planning Conversations
(12 Month Program of Work)
Portfolio Conversations
(Budget, Performance Targets)
Strategic Review
(Annually)
Program Reports
(3-6 Monthly Review)
Performance Reports
(1-2 monthly)
Reporting
Reflection & Evaluation
Setting Direction
Organising Action
Doing
Business planning and reporting cycle
23. Commercial in Confidence 200922
2. Lifting the level of strategic knowledge
Is Product XYZ Operating Effectively?
Level 1 Report
SUMMARY OF KEY ISSUES
Appropriate
revenue?
Green Amber Red
Cost to operate?
1
Community
confidence in
the system?
1
3
Are the right
players in the
system?
3
Clients understand
their obligations?
2
Clients meet their
obligations?
3
1
Risks identified
and acted upon?
1
Internal
capability?
2
Effective Design? 2
Sustainable
Design?
1
OUTCOMES?
OPERATING FEATURES?
ADMINISTRATIVE DESIGN FEATURES?
Data
Confidence
Rating
(1 = Good)
Role of
intermediaries?
• Revenue falling since 1999, but signs it may be levelling out
• Most significant decline in Micro segment (44%)
• High level of debt ($1bn) compared with total revenue ($3.46bn)
• ATO cost is high, because XYZ requires full product support
for a relatively small revenue return
• Significant concern in community regarding cost, because of
technical nature of XYZ, & administrative burden of compliance
• Generally good feedback from community
• Systems deficiencies pose threat to confidence. These may be
highlighted by the forthcoming introduction of the portal.
• No systemic method for determining appropriate participation
• 35% decline in Micro registrations since 1999; however low
levels of revenue involved
• Good understanding of basic lodgement and payment
obligations
• Inherent complexity presents challenges for understanding
at lower end of market
• High level of compliance amongst Large, government &
NFP clients; some concerns at Micro end of market
• Good risk processes in place
• Resources not always available to respond to specific risks
• Low revenue base has resulted in low investment
• Significant risks in terms of systems deficiencies and
compliance staff skilling
• Tax agents play important role because of inherent complexity
• Good relationships established with professional groups
• Fragmented nature of administration dilutes efficiency and
inhibits improvement
• Systems deficiencies make some tasks unnecessarily
labour intensive and reduce administrative efficiency
• XYZ administrative system is old and was designed for a
different taxation environment
• Processing systems are outdated, not easily adaptable, and
are unlikely to be sustainable into the future
• Falling revenue, though probably because of people moving out of the XYZ regime
• Relatively costly and complex for ATO and community to administer
• Systems deficiencies pose some significant risks to administrability, reputation
• Relatively low skills base for XYZ across ATO – expertise vested in small number of staff
Is Product XYZ Operating Effectively?
Level 1 Report
SUMMARY OF KEY ISSUES
Appropriate
revenue?
Green Amber Red
Cost to operate?
1
Community
confidence in
the system?
1
3
Are the right
players in the
system?
3
Clients understand
their obligations?
2
Clients meet their
obligations?
3
1
Risks identified
and acted upon?
1
Internal
capability?
2
Effective Design? 2
Sustainable
Design?
1
OUTCOMES?
OPERATING FEATURES?
ADMINISTRATIVE DESIGN FEATURES?
Data
Confidence
Rating
(1 = Good)
Role of
intermediaries?
• Revenue falling since 1999, but signs it may be levelling out
• Most significant decline in Micro segment (44%)
• High level of debt ($1bn) compared with total revenue ($3.46bn)
• ATO cost is high, because XYZ requires full product support
for a relatively small revenue return
• Significant concern in community regarding cost, because of
technical nature of XYZ, & administrative burden of compliance
• Generally good feedback from community
• Systems deficiencies pose threat to confidence. These may be
highlighted by the forthcoming introduction of the portal.
• No systemic method for determining appropriate participation
• 35% decline in Micro registrations since 1999; however low
levels of revenue involved
• Good understanding of basic lodgement and payment
obligations
• Inherent complexity presents challenges for understanding
at lower end of market
• High level of compliance amongst Large, government &
NFP clients; some concerns at Micro end of market
• Good risk processes in place
• Resources not always available to respond to specific risks
• Low revenue base has resulted in low investment
• Significant risks in terms of systems deficiencies and
compliance staff skilling
• Tax agents play important role because of inherent complexity
• Good relationships established with professional groups
• Fragmented nature of administration dilutes efficiency and
inhibits improvement
• Systems deficiencies make some tasks unnecessarily
labour intensive and reduce administrative efficiency
• XYZ administrative system is old and was designed for a
different taxation environment
• Processing systems are outdated, not easily adaptable, and
are unlikely to be sustainable into the future
• Falling revenue, though probably because of people moving out of the XYZ regime
• Relatively costly and complex for ATO and community to administer
• Systems deficiencies pose some significant risks to administrability, reputation
• Relatively low skills base for XYZ across ATO – expertise vested in small number of staff
29. Commercial in Confidence 200928
Unleashing the power of information design
Wicked
problems
Strategic
Knowledge
Judgement
Conceptual
Framework
Processes
Good
Decisions
Shared Meaning
Coherent Story
Focused Action
Meaning-shapersInformation designers
30. Commercial in Confidence 200929
Reference material
Tony Golsby-Smith “Pursuing the Art of Strategic Conversation: An Investigation
into the Role of the Liberal Arts of Rhetoric and Poetry in the
Business World”, (PhD dissertation, University of Western
Sydney, 2001).
Keith Hoskin,
Richard Macve &
John Stone
“Accounting and strategy: towards understanding the historical
genesis of modern business and military strategy, in Bhimani,
A. (ed), Contemporary Issues in Management Accounting,
(OUP, 2006).
Julian Jenkins “Information Design for Strategic Thinking: Health of the
System Reports”, Design Issues, 24:1 (2008), pp. 68-77.
Horst Rittel & M.
Webber
“Dilemmas in a General Theory of Planning”, Policy Sciences
4 (1973), pp. 155-169.
Hinweis der Redaktion
Imagine if you will …
… a prominent academic, medical practitioner, company director
… Board Risk Cmte member for a large Australian corporation
She receives a pack of papers for the next cmte meeting …
400 pages, 66 documents
9 hours of preparation for a 2 hour meeting
Imagine how she feels …
She is frustrated -> Risk is an area she has taken an interest in
… but after 7 years on the Board, and many diligent hours of reading…
… she still only has 40-60% clarity
More worryingly, the date on the pack of Risk Cmte papers in October 2008
… yet it is very difficult to find any point in the 400 pages which would give you a clear, concise sense of what the key risks are to the business …
… in spite of the fact the company and the world is in the midst of a massive financial meltdown of historic proportions
Something about this picture is not right, both in terms of personal experience and in terms of organisational decision-making
What I will do in this talk
You have to feel sorry for the average corporate Executive or company director …
… not long ago just financial statements
… growth in topics, scale of operations, regulation
Volume of information has become a risk …
… Ignored until global financial crisis
Time to ask whether the current paradigms for organisational knowledge and decision-making are sustainable
The current knowledge paradigm governing the management of large organisations is a product of the modern industrial age
Starting at West Point in early 19C …
Focus on measurement, quantitative analysis, regular reporting, planning and logistics
First US college of engineering
Turn organisation into a highly efficient machine
Significant element in Union success in the American Civil War
West Point graduates led some of the most successful industrial enterprises of the late 19C
Analytical method and engineering mindset good for some problems
Efficient supply chains and production lines
Testing quality and consistency of products
Technological innovation
Recent management approaches such as Total Quality Management, Process Engineering and Six Sigma are all firmly embedded within this tradition.
However, we are now in a different business context …
… dominant metaphor - machine ->web,
… manufacturing economy -> knowledge and services,
… hierarchical power ->interpersonal influence,
… key driver of business value is no longer efficiency of production but the quality and emotional resonance of the customer experience.
Should we still be relying on the analytical paradigm in the 21C world?
It’s not that the analytical paradigm is no longer relevant, but it needs to be applied to the right sort of problems
Aristotle
1) where “things cannot be other than they are” -> physical world
2) Where “things can be other than they are” -> human environments
What sort of society do we want to have? vs How far is it from Marathon to Athens?
A more modern articulation -> Horst Rittel
Tame vs wicked problems
Eg sending rocket to moon – very complicated, but linear, “correct answer”, repeatable
Mystery->algorithm
Wicked problem -> Creating a peaceful future for Iraq
no agreed definition on what the problem is,
no “right” answer, just better or worse options
a highly fluid situation where the starting conditions keep changing
can’t transfer answer to Afghanistan
The global financial crisis has shown just how wicked the problem space is for the leaders of large corporates and governments.
The analytical paradigm did not save them from spectacular collapses and massive writedowns
Helped them calculate how large their losses were … but did not provide any clear answers as to how to respond …
… or how to deal with the vast human and social costs
Given these events, we might need to go back to the future …
… and find out more about how decisions were made before there was data, before the rise of the analytic paradigm
Aristotle, a father of scientific analysis…
… recognised that a different sort of problem space requires a different knowledge paradigm, a second road to truth
… and bequeathed two thinking systems - science vs rhetoric
What is rhetoric ***
Contrary to popular belief, the rhetoric is noble art, not ‘empty’
Core elements of rhetoric are very different, almost opposite, to science
What would happen if we moved to change our stance from analytics to rhetoric as basis of knowledge paradigm?
How would it change our approach to creating knowledge and making decisions?
Current approach is a data-driven, IT-heavy process
Bigger and better IT systems – more measures, more areas of the business
What if we reshaped our assumptions …
… new paradigm for knowledge and information based on rhetoric and its close cousin, design
… focus on users and communication process, not data and measures
What difference would it make, what new horizons for our thinking about decision-making?
What new opportunities could it create for information designers in particular?
Stop treating senior managers and Boards like human supercomputers …
… expected to process larger and larger volumes of information in smaller and smaller timeframes
Instead, humans as meaning-makers …
Board Risk papers user’s question: what does it mean?
Her struggle was not with the parts, but the whole
If we make “meaning-making” the focus of our knowledge paradigm, then we find that there is a very different decision-making pathway
Meaning-making begins with a conceptual framework, a gestalt of the system or set of processes that you are administering … … not a detailed engineering flow-chart …
… but a high-level mental map which enables us to locate information and recognise where it fits.
This is particularly important in today’s business world, where the systems and processes being managed are not tangible production processes easily viewed from an office above the factory floor, but are intangible and non-spatial.
It became very clear during the global financial crisis that many senior managers and Board members did not have a clear conceptual picture of the systems and commercial interactions they were responsible for.
With a mental map in place, we are now ready to receive specific information about current issues and performance …
… but not the volumes of data and reports filled with operational detail that are the current inputs to organisational decision-making.
Revise*** [focus is on wrong level of information]
We need to recognise that information becomes meaningful strategic knowledge when it is synthesised by human knowers …
… who are aware of what the most important strategic questions are
… who have direct knowledge of the operational context and can see where the most significant issues are
… who are empowered to think and make judgments about what the key stories and messages are
Organisations that invest heavily in IT systems and measurement tools for knowledge often waste the intelligence and practical experience of their middle managers, who are relegated to the sidelines …
… when they should be playing a very valuable role as alchemists of knowledge, turning base data into valuable strategic insights
We need to recognise that information becomes meaningful strategic knowledge when it is synthesised by human knowers …
… who are aware of what the most important strategic questions are
… who have direct knowledge of the operational context and can see where the most significant issues are
… who are empowered to think and make judgments about what the key stories and messages are
Once we have clear knowledge of the context and the issues, then we need to make wise judgments. Computers and accountants can crunch numbers, but choosing the most appropriate and meaningful action for a particular organisation faced with very specific issues …
Stems from three important qualities
Human experience
Human empathy
Organisational vision and values
Processes (cognitive and social)
We also need to understand that the information we provide for decision-makers actually shapes the nature of their discussion and the quality of their interactions. We make people smart or dumb according to the level and format of information we give them. We make them active or passive in their responses depending on how we frame the information, what sense of priority we create, how clearly we articulate what action or decision would make the most impact.
As one Board chairman said to me recently, if you only give us financial accounts as inputs, then it’s not surprising that the bulk of the discussion would focus on questioning the accuracy of individual numbers.
In recent months I have sat in a testosterone-charged management meeting where the decision-making was disrupted by the egos, a Board meeting where the business was rushed through without any real room for discussion, and at least two sessions where a social process was significantly disrupted when a key voice in the room chose to directly undermine the presenter’s authority.
Any attempt to improve the quality of organisational decision-making has to take account of the interpersonal and political dynamics that often get in the way of a good decision, of the way that shared meaning is either created or destroyed in social settings.
Decisions -> other outcomes
We shouldn’t just think about what shapes the decision, either, but also reflect on the outcomes. While the quality of the immediate decision is the first and foremost concern, in the longer-term we should be aiming for more, for the growing sense of shared meaning and focused action that creates positive energy and momentum.
And more than that, we should be able to weave the individual decisions into a coherent story, a guiding narrative that inspires confidence and engagement in the good times, while also providing clarity and stability when the organisation is buffeted by storms.
Perhaps the most important question for today’s audience is what new opportunities can we create for information design if we change our knowledge paradigm and conceive a new model of decision-making?
Under the current paradigm for knowledge and decision-making in organisations, the perceived value of information design has been largely limited to making objective data more accessible, to a focus on “the visual display of quantitative information.”
[eg business planning and reporting cycle]
By expanding the scope of our knowledge paradigm, we open up some important new trajectories for information design. Let me conclude by quickly showcasing a number of the ways in which we at 2nd Road seek to use information design to promote better organisational decision-making.
First, in order to lift the level of strategic insight being provided by middle managers, we have designed an approach to organisational reporting which actually lifts their capability to provide useful strategic insights and intelligence. The key to our success of our Top-down Reporting process has been to structure the new reports around the key strategic questions that senior managers and Boards need answered, not around specific measures and KPIs.
Our “strategic conversation process”, using our highly adaptable ABCD heuristic, enables groups of Executives to think together more effectively by combining facilitation of their discussion with live visual mapping, which plays a very important role in shaping a common understanding and shared meaning.
We also use gallery style displays of information that enable people to “walk-through” a complex conceptual space, which creates a very different and more interactive experience and social dynamic.
[eg bluesheet]
[eg bluesheet]
In one landmark example, we worked with a large business unit of a financial services firm that was going through a merger. By using visual tools to create shared meaning around the metaphor of a city, we were able to dramatically accelerate the integration process and achieve a very successful outcome.
Let me conclude by saying that while there will always be a place for analytics in solving some types of business problems, there is a whole wide open field of opportunity to bring the skills of information design into the world of organisational decision-making – whether public, private and not-for-profit – in new and exciting ways.
Information designers are first and foremost shapers of meaning, who bring together people and knowledge in creative ways to achieve coherent outcomes and take focused action. They are therefore ideally placed to bring a different toolkit, a rhetorical, user-oriented approach to helping people make meaning together.
In a world which is drowning in information and grappling with wicked problems, information design provides a new toolkit for making sense of complexity and finding wise, human-centred pathways to a better future.