My previous industry insight introduced six strategies for improving information maturity in a company. The first catalytic strategy (strategy number four) is to "introduce a culture shift to one of information-based decision-making".
Such a culture shift requires deliberate change management, which is an ominous concept that is often avoided, but is usually the dark horse that will push any and all BI projects over the edge into full-blown success, if utilised effectively.
So, what are some tactics that can ensure effective achievement of the culture shift from a gut-feel on-demand decision-making culture to one of well thought through information-based decision-making?
1. Lead by example
This is the principle tactic for shifting the culture, which is why I've already touched on this. If the BI project is an executive sponsored project, each of the executives should not make any decisions without making use of the BI system themselves or by proxy. If the task of analysing information is delegated, the executive should not accept analysts' findings if it is not based on information delivered by the BI system. Demonstrating commitment like this from the top-down will be the strongest force that will start shifting the culture altogether.
2. Embed in HR performance management
The second tactic, also covered in my previous Industry Insight, is creating KPIs that measure the extent to which individuals use information for decision-making as part of their performance scorecards.
By nature, analytical people are meticulous at understanding exactly what delivery is expected from them (performance contracts) and they will focus all effort on achieving those KPIs and avoid distractions. Therefore, if there are no KPIs relating to the effective use of the BI system, then they will not use the system unless it makes it easier for them to achieve their KPIs. On the flip-side, analytical people are also quite set in their ways of doing things, which implies the BI system must make it significantly easier for them to achieve their other KPIs before they will use it, unless KPIs measuring their effective use of BI is included in their performance scorecards... thereby resolving the conundrum of analytic people.
In order to ensure the success of this tactic, it is important to define well-designed KPIs that measure the effective use of the BI system. Superficial KPIs such as "average number of reports opened daily" does not incentivise the right behaviour. Furthermore, deciding on a generic KPI related to BI use also undermines that authority of the KPI.
Think creatively to define KPIs that incentivise the expected behaviour, and only include those on scorecards of relevant employees.
3. Empower and support
Formulate a variety of ways to empower users to effectively use the BI system, but underscore the empowerment with sufficient mechanisms to support these users in real-time.
The most obvious method of empowerment is training. If an HR division has a training unit, partner with the division to develop a variety of training initiatives that can be hosted on a regular basis, as well as a core set of initiatives to include in the HR induction programme. Be sure to not only have initiatives that cover the technical functionality of the BI tools ("what does this button do?"), but also covers information content ("what does this measure mean?") as well as analytical capabilities ("how do I interpret the information?" or "how do I go about finding the answer to a specific business question?")
Formulate a variety of ways to empower users to effectively use the BI system.
End-user support is usually confined to troubleshooting of perceived 'bugs' in the system. However, it is important to have an end-user support structure with first-line support focusing on continuing the empowerment of the end-users. One approach to achieve this is the "federated super-user model", whereby a super-user is identified in each business unit/division. The super-user is an active and highly proficient user of the BI system in his/her day-job, but is also mandated to serve as the first line of support to all the users in his/her business unit/division.
4. Continuously create awareness
Employ any and all means of internal communication available to create awareness of the existence of the BI system, its value proposition to the company, all features available, regular release of new features or content, how to access it, or how to learn more.
Usually, the first and easiest way of internal communication is the company staff Intranet portal. It is recommended that the BI solution has its own dedicated space on the Intranet that serves as an entry-point to all BI functionality, as well as a continuous communications platform.
Besides the BI intranet portal, other communication strategies include periodic e-mail newsletters, hosting roadshows, demonstrating functionality, etc.
5. Share success stories
Motivate and facilitate the sharing of success stories throughout the company. Every time someone used the BI system or made a decision that had positive results should be recorded, shared and celebrated. Word of mouth is still the most effective marketing strategy available, so leverage it as much as possible.
Here are some ideas to facilitate word-of-mouth marketing of BI:
* Incentivise volunteering of success stories through hosting competitions or a reward system (which is not tied to the performance management process).
* Create forums where users can meet and share their experiences.
* Convert success stories into case studies and publish these in the periodic newsletters and on the BI Intranet portal.
* Host celebration events when positive results were significant.
A wonderful, well-designed change management strategy encompassing all of these tactics will fall flat on its face if the BI system does not deliver on its value proposition. But, on the other hand, an extraordinary BI system with all the potential to change the organisation's trajectory to one of ultimate strategic success will result in sunk cost without a purpose-driven change management strategy. There cannot be one without the other.
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