Dear Reader
We often assume that action means progress. If we create more data deliverables, like dashboards or reports, we will be better equipped to make informed decisions. But often, that’s not the case.
I recently joined an internal Project Insight Review that our team holds when we've completed a project to reflect on challenges, success, and client outcomes. The client we worked with on this project was ready to get things done. They were action oriented, but this same orientation also created a challenge.
They wanted reports but had not yet engaged with our team to process what should be in those reports. They wanted deadlines met, which is not bad in and of itself, but without time to fully understand the context this creates a void of substance.
While action is important, it’s equally important to make time for reflection and learning.
We see this often. Organizations come to us wanting help with a deliverable - like building a dashboard - but they overlook why they need the deliverable and how they are going to use it.
There’s an overemphasis on creating the solution, and an under emphasis understanding the solution.
How can we make sure that we are spending time and resources on the right deliverables? Deliverables that are used continuously and provide value. We have a couple ideas...
Link projects and initiatives back to strategy
Having a strategy will help your teams see how different projects are supporting your organization’s goals. It helps prioritize what to do and decide what not to do. Orienting your data practice around an aligned strategy is a key part of our ACT model to provide direction and alignment across teams.
If you’re creating reports, dashboards, or other data deliverables, and they’re not related to a strategy it’s not going to get you much.
As our team worked through our ACTTM model with this client, they continued to re-shift the client’s team from what they wanted to what they wanted to learn.
Recognize bias towards action
In order to learn, you often need to slow down. Take the time to think about what you need to know, and what you’re trying to learn. Capture information and then reflect on it, rather than pushing through to get things done.
For many of us, this means unlearning a pattern so we can learn a new one. Not an easy task for us humans.
Ultimately, as this client team built in the time for reflection, they began asking more questions, engaging in thoughtful sense making, and have built a foundation to grow their data capacity.
Take a moment to think of the data projects you’re working on:
Can you link it back to a larger strategic priority or organizational goal?
Are you pre-scheduling time to fully understand the context for the project, and to collectively reflect on what you’ve learned?
Reply and let me know. I’d love to learn what’s working well or not working for you.
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