Studies have shown that managers’ behavior dramatically affects an employees’ work. And with the Peters Principle alive, well and kicking it doesn’t take a genius to work out that perhaps delinking an individual’s personal performance from their managers perception and personality might just have a positive impact. In some interesting research by Teresa Amabile and Steven Kramer’s carried out over three years daily entries by knowledge workers over revealed how dramatic this impact can be.

People need continuous, honest feedback of their work and the opportunity to improve based on their own efforts. The single most powerful motivator for employees is their ability to make progress in their work. Often this progress is shrouded in a raft of small calamities that naturally occur throughout a workday, or the mood of a work colleague or boss. Having a personal dashboard gives an employee the truth without the attitude. It helps individuals see past the gloom and recognise small incremental gains in their performance. If the dashboard is correctly designed to link performance to corporate strategic goals, it also helps them understand how their work contributes the overall success of the business. This in itself is a powerful motivator.

The motivational strategy of many managers is somewhat misguided, especially when praise is given without real progress. Equally, good progress without recognition is more demotivating; especially for Gen Yrs who thrive on instant feedback.

As an admission, I am not an HR expert, or even a manager of a large team, but I have been a performance coach and consultant for nearly 30 years and have worked with a lot of different businesses, managers and teams. I am however an expert in the power of business intelligence – and it’s not just for measuring operational and marketing performance. Personal dashboards should be on the desktop of every employee. They provide the transparency of real performance, without the filtration by management. They relieve managers from micro-managing their teams and empower individuals to make small incremental improvements in their daily tasks.

The power of personal dashboards is not just with the task workers. Managers also benefit greatly from them. Most managers are generally overworked and overstressed and it is almost impossible to isolate these feelings from your staff. Using technology to help manage team performance makes a lot of sense, and releases managers to evolve to a more coaching and leadership role.

When fear enters the picture, in the absence of the truth, the individual makes up something that is so much worse. We seem to be genetically programmed to look at the negative side of things, a natural protection mechanism.

So what message should you give. That depends entirely on the customer group – and knowing about your customer to that level of detail requires business intelligence capability. For customers in lower economic levels – they will be looking at ways to spread payments or lower cost options. For those in the mid-level, with perhaps more job security and lower debt levels, they will be looking to cash in on the good deals and are more willing to get a good discount for cash payments now, rather than extended payment terms. For those at the top, they are more concerned with ensuring that support will be there when they want it – they don’t have time to read manuals and prefer to get on the phone and have someone walk them through installations or have a service agent do the installation for them.

You need to affirm to your current customers that your business is solid. Be honest. Tell them you are taking prudent actions to cut costs to ensure your debt levels remain within good business practice, and that to ensure your current products remain supported that you are working closely with suppliers to ensure that both product delivery and after sales service remain at the levels you know they value.

Customers just want to feel that you are on the ball – that you care that they may be feeling restless and want some form of assertion that all will be well. Contacting your customers and keeping them close to you will do more for maintaining sales volumes than almost any other strategy.

So you see, The Logical Organization and business intelligence is not all about raw data. It’s about having the right information you can rely on to create a transparent relationship with your suppliers and customers. Right brain emotion is still a valued partner of left-brain logic.

The old mode of selling was very much a tactical pipeline of script speak designed to lead a prospect into firstly feeling discomfort with the status quo, framing up a mental solution, aligning that solution to a product the sales person wishes to sell, overcoming objections and closing the sale. The script was very much crafted around raising the needs that directly aligned with the solution proffered, rather than the real needs of the client.

Business intelligence provides evidence of actual needs of the client, often before the client actually recognises that need themselves. It then provides a basis of configuring customised solutions for individuals, rather than whole market sectors. In this way, BI technology provides a more interactive and collaborative style of selling focused on the customer, rather than the product.

This is more in line with the current market values of participation and collaboration, rather than the more confrontational modes of selling used in the past. BI provides revolutionary insight into the lifestyles and buying habits of individual customers. It helps businesses integrate into the customers’ mode, rather than expecting the customer to align with the business mode.

The outcome of this change of focus from the solution to the customer provides far more value to the customer than ever before. And that increases personalisation rather than depersonalises the sales process.

I congratulate all on a great debate. All contributors made valid points, albeit from different perspectives. As a corporate performance consultant for 20 years I have developed an in-depth understand of technology and am often charged with vendor selection.

I acknowledge Nigel’s statement that we all agree that “when it is implemented well, business intelligence technology can and does stimulate better management and innovation”. I also agree that more focus needs to be on “how technology solves business issues” rather than how well the IO can manage queries. Nigel caps the major challenge that most BI vendors and business managers don’t recognise – “not enough businesspeople understand what the technology can do”. It’s very much a matter of they don’t know what they don’t know!

BI impacts processes and decision making in often revolutionary ways for many businesses. This aspect is rarely highlighted in BI vendor marketing presentations. They talk about better decision making – but do not state why or how. Having better data is not the answer. Using better data and embedding that use in every day processes is how decisions will become data driven.

I agree with Nigel that BI has been IT-led. This has largely been by necessity. Executives today that sign off on technology investments don’t have the time or desire to understand how technology works. But in failing to do so, they fail to recognise the significant value BI can have in the organization.

BI and performance management matter in ANY size company and decision making must be supported by facts, not individual recollections of what happened last time we tried that.

I don’t read that Nigel suggests that BI is not suited to SME, rather he rightly emphases the real truth that all business owners and managers [not just SME] “must make the effort to learn how they can adapt the available BI tools to their business needs”

Tony adds to this dilemma by pointing out one possible reason for this – that many BI vendors fall short in communicating the value of BI tools to the business – they tend to concentrate on regaling the many benefits of the BI features in terms of how they easily fit into the IT infrastructure and the performance power of the engines – Business people don’t give a hoot about any of this. They want to know only three things – how it makes me more money, how it saves me money, and how it will keep me out of jail!

As Paul says “Managers across all organisations of ALL sizes have the identical issues” But in saying this, business managers need to take more responsibility about IT as a critical business capability and get more savvy and knowledgeable about business technology in general. If they don’t understand how BI technology works – how can one expect them to trust and rely upon it to support their most pressing business decisions. They won’t do this if BI is seen as part of BI. I advocate BI as a separate function that provides capability across the business – just as IT or finance support aspects of all functions. In this way it provides a strategic and operational bridge between IT and the business. The more BI gets ‘operationized’ the more its value is released.

As Bob states one of the prime reasons that so many businesses “go to the wall each year is due to the lack of financial information”. But I would add that its not just financial information that is needed – but market information and operational performance information. Too much emphasis is given to financial reporting – when it is purely an outcome of good decisions around product development, marketing, supply chain, manufacturing etc etc. The closer to the source of the driver of performance the information can be monitored – the more likely any damaging flow on effect can be contained.

I got so frustrated by all these issues that I decided to do something to help resolve these problems so have recently published a comprehensive guide [“The Logical Organization”] covering all these important points – what BI does and what business managers need to know about the technology, but written in a way they understand. BI is about executing business strategy, business ownership of data as a valued asset, data quality governance, business process automation, evidence based decision making, personal performance management, effective planning and governance – and a whole raft of business competencies. Collectively, we all need to include more about these items in our communications about BI and move away from the tech speak that scares most managers away, and sends the rest to sleep.

It’s not about technology – it’s about accepting that the operational framework businesses need today is vastly different from 10-15 years ago and that BI needs to be integrated [using BI technology] at every critical point of performance. And that applies to any function, in any business [small – medium and large], and in any industry.

The Logic Evangelist