Managing BI Maturity: Influencing Visibility & Perception
(Originally published by TDWI) By Maureen Clarry
(This article is available for download, as a PDF document.)
The Data Warehousing Maturity Model described by Wayne Eckerson, Director of Research for TDWI, describes six (6) stages that data warehousing initiatives typically move through over time. The stages are defined by a number of characteristics that either move the initiative forward or cause it to stall. One of those factors is related to the “perceptions” of the Business Intelligence (BI) initiative. Since perception is not necessarily a logical, concrete component that technology-type people typically manage, I’d like to share some examples of BI teams and what they have done to manage perception by increasing the visibility of their initiatives.
When I was a manager at General Electric, it was the largest company in the world. It was the dawn of the Jack Welch era and there was significant change on the horizon, but it was still difficult to work through the organizational layers to get things done. Since I had so many things I wanted to get done, I became increasingly frustrated. My help came in the form of a very unlikely coach from a very unlikely place. Don was a political consultant and he taught me an important lesson that has served me well over the last twenty years: “Recognize that in all systems (teams, organizations, communities, and societies), there is a formal communication channel and an informal communication channel, and the informal communication channel is infinitely more powerful.”
The formal communication channel tends to be the planned communication that generally follows the lines of the organizational structure and reporting relationships (visualize hierarchical). Examples might include emails, memos, newsletters, websites, presentations, etc. The informal channel is represented by the relationships between people, based on their common interests and social relationships (visualize network). To increase the visibility of your BI initiative and influence perceptions, you need to manage both communication channels. In my experience in working with many BI clients over the last fifteen (15) years, I’ve had the opportunity to see this strategy in action. Here are some examples that I hope will validate what you may already be doing and/or spark some new ideas that will help you move through the maturity curve.
Create a Communications Plan
- Build a plan that takes into account both the formal and the informal communication channels.
- Identify the target groups and individuals that you need to communicate with.
- Understand the hierarchy and who needs to know what.
- Analyze the social network to determine who is connected to whom.
- Determine your messages, both formal and informal. For example, you might have a two-hour presentation that you give to formal stakeholder groups. You might also have a two-minute elevator pitch that is more relevant for the informal channel. Target which message is directed to which channel/audience and then determine who delivers the message. The Project Manager might deliver the presentation, but everyone on the team can participate in the informal messaging.
- Determine your timing for the various communications and whether you will schedule a meeting, send an email, write a newsletter, schedule one-on-one meetings, etc.
- In managing perception, both channels count and “the informal communication channel is infinitely more powerful.”
Testimonials
In Entrepreneur Press, Dan Kennedy’s #7 Essential Truth About Selling states: “What others say about you and your product or service is at least 1,000 times more convincing than what you say, even if you are 2,000 times more eloquent.” This truth holds true for increasing the visibility of your BI initiative. The message of every satisfied customer (and unsatisfied customer) can impact both the formal communication channel and the informal communication channel. What are your customers saying about their experience in using the system and/or working with your team? Collect written testimonials and leverage every opportunity for satisfied customers to promote what you have accomplished. Ask yourself “What’s the buzz on the informal channel? Is it positive or negative, and what can I do to ensure that it’s addressed to positively impact the perception of our initiative?”
Pictures
If a picture is worth a thousand words, then pictures of a thousand (or less) happy stakeholders will increase your visibility. On a recent trip to a client, there was an entire wall dedicated to news about the BI initiative, including pictures of real people doing real stuff and actually looking happy about it. I’m almost certain no one can walk by that wall without stopping to take a peek and see who is there and what they are doing.
Celebrations
Several teams we have worked with find lots of ways to celebrate! They celebrate milestones, they celebrate the anniversary of the initial implementation of the warehouse, or they celebrate significant individual accomplishments (such as CBIP certification). I’ve always found it interesting to have “Lessons Learned” sessions referred to as “Post-Mortems.” It’s easy to fall into the trap of looking at what went wrong (why did the patient die!) and forgetting to look at what has been accomplished. I’m not suggesting you make stuff up to make yourselves feel good. I am suggesting that successful teams take an “appreciative inquiry” approach to look for things that are working well and celebrate them.
Branding
Branding is frequently understood as a “marketing” term related to logos, collateral, etc. There are great examples within BI teams:
- Contests to name the data warehouse
- Clever logos incorporated into program deliverables
- Websites
- T-shirts, hats, and posters that show the data warehousing roadmap
Those are all good. However, keep in mind that branding is much broader than just the visual solution. It is the quality, performance, and value of the content you are providing, as well as the experience of interacting with your team - employee attitudes, customer service, and visual association. It is the sum total of the initiative’s identity - from the name and logo, to every piece of communication, to every interaction with customers and potential customers. Ultimately, the complete customer experience will drive their perception and influence the future of BI in your organization. However, with planning and awareness, you can take steps to manage perceptions by increasing communication and visibility.
Maureen Clarry is the CEO of CONNECT: The Knowledge Network, a consulting firm that specializes in data, technical, and organizational solutions for business intelligence. Maureen has been on the faculty of TDWI since 1998, serves on the Board for the Colorado Chapter of TDWI, and participates on the Data Warehousing Advisory Board for the University of Denver. CONNECT has been recognized as the South Metro Denver Small Business of the Year, the Top 25 Women Owned and Top 150 Privately Owned Businesses in Colorado. Maureen can be reached at mclarry@connectknowledge.com or 303-730-7171 extension 102.