Lean on Data

As suggested by the insightful quote of Shakuntala Devi, numbers have life. They tell stories and they take us places. They have taken people to the moon, they have helped us navigate the seas, and they tell us when things are going well and when they are not going so well. As a principle of breakthrough innovation, the ability to capture, formulate, and interpret data that is collected and experienced is critical. It also moves us further into the frontier of discipline. There are three important aspects of this activity: (1) Linking and aligning numbers, analytics, and performance indicators, (2) Causal interpretation of the linkages, and (3) Determination if the linkages are moving the organization toward the intended outcome. Innovative teams are well equipped for this activity because of their deep appreciation for stories (interpretation) and knowledge (numbers and context). Plus, the trait of resourcefulness places emphasis on gathering only the signs, data points, or stories that are most relevant while leaving unneeded information behind. Leaning on data is rooted in the ability to identify systems of numbers and relationships that link the efforts of the group to success measure and then to the intended objective. It can be thought of as choosing the compass that not only signals direction but also signals how well you are doing in progressing toward the objective. I conceptualize the activity as a “chain of logic”. This chain links the initiatives of the organization with intended objectives. As developed, it is a system that may be viewed differently in theory and in numbers, its logic may shift over time, and organizations may or may not reconnoiter these chains as conditions change. Recalibrating a chain of logic is not easy. As I saw on a bumper sticker one day, “Change is good, you go first!” Yet, to be innovative is to know when shifts occur and how they impact the organizational chain of logic. Let’s develop these concepts in more detail.