According to Gartner, business intelligence (BI) revenue is set to reach more than $17 billion by 2016. That’s because there is a drive to enable the entire organisation with fact-based decision-making tools, rather than just a few stakeholders.
Globally, organisations across all industries are embracing solutions that aid them in converting information into intelligence.
SMEs need to rise to the occasion and take advantage of the opportunities that BI represents. That’s the word from Nick Bell, CEO of BusinessIntelligent, a provider of business intelligence and application development solutions in South Africa.
“With the global economy in the state it’s in, companies need to make the right decisions the first time,” says Bell.
“They cannot afford to be reactive because their competitors will step in and take control of the markets they play in. To improve competitiveness, they need to enable their people to make better quality decisions – that is what BI is all about. It makes a business predictive, proactive and informed. BI deployments aid revenue growth and foster competitive advantage.”
Bell says the uptake of BI in the smaller and mid-tier space has been sluggish in South Africa because it’s still misconstrued as being too expensive. However, companies that value information and organisational insight are seeing the opportunities that BI has to offer and they are willing to invest in decision-making tools.
Business analysis first
The process should always start with business analysis – defining needs and recommending solutions that deliver value to the organisation. This is a specific skill that is usually best brought in from outside the business.
It involves locating all the master data, which is information that is key to the operation of a business, fetching it and making it more accessible through technology like dashboards.
An in-depth understanding of the business identifies what drives the specific organisation, and what is needed to make improvements and ensure competitiveness.
A business intelligence dashboard, which is really a data visualisation tool that displays the current status of metrics and key performance indicators (KPIs) in an organisation, consolidates and arranges numbers and metrics on a single screen.
They may be tailored for a specific role and display metrics targeted for a single point of view or department. The essential features of a BI dashboard include a customisable interface and the ability to pull real-time data from multiple sources.
Then actionable data
One of the issues impacting the availability of information in the organisation, says Bell, is that most systems – like ERP, CRM and accounting, for example – are designed with processes in mind, not reporting. They contain data, but they are not designed to empower users with information.
“BI leverages the strength of your existing systems and gives you the power and the capability to turn that data into actual information. If you have determined where you want to take your business, BI reports can enable you to achieve those goals by enabling you to understand what you need to do to get there.”
It gives the business the ability to answer a question like what do we need to do on a daily, weekly or monthly basis to drive revenue? When it comes to your team, they can get access to information that will change the way they think about the business.
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Bell had a customer in the packaging industry who wanted to improve the efficiency of the picking line. Of all warehouse processes, order picking tends to get the most attention as the cost associated with picking is a big chunk of the total warehouse labour budget. Another reason for the high level of importance placed on order picking is its direct connection to customer satisfaction. The ability to quickly and accurately process customer orders has become an essential part of doing business.
Key objectives in designing an order picking operation include increases in productivity, reduction of cycle time, and increases in accuracy.
Productivity in order picking is measured by the pick rate. In Bell’s customer’s case, providing reports on productivity for the people in the pick line would not have been appropriate.
“Instead, we completed a business analysis exercise and then used the information to build a visual solution. We placed TV sets in the warehouse which broadcasted workloads and performance levels of teams and individuals during each shift, and used these figures to set bigger targets. The warehouse was transformed into a competitive environment, in which teams and individuals were challenging each other to do better. Within a month, performance had doubled.”
That was achieved simply by being able to access the correct information – if you know how many items or cases are being picked every day, and how many have to be picked in order to double or treble productivity, you have a goal to work towards. The end result is vastly improved efficiency, leading to lower costs and higher profitability.
Bell says that when a business takes the opportunity to look at the costs of BI versus the return on investment, it ceases to be a grudge purchase. “People are shocked when they realise the massive value and performance optimisation that BI can yield.”
Empowering employees is key
There’s another aspect to BI that should make business owners sit up and take note. Many smaller and mid-tier companies fail to empower their employees with information. Often, critical business information is the preserve of a select few – usually the owners and a couple of other people at the top.
“Rolling out a BI solution that gives the right people easy access to data and key reports has the effect of empowering more people in the business to make an impact. Again, it’s an exercise that reduces the cost of insight and the speed to access, while improving business processes.”
Bell explains that without BI, companies tend to drown in information, while being starved of intelligence.
“Data is redundant unless it can be analysed and converted into understanding that drives fact-based decisions. In today’s organisation, insight creation as well as decision-making is not just dependent on an individual or a department. Every member is an integral part of this process. With this shift in the organisational landscape, it becomes imperative that everybody is able to not only get the data, but also to analyse, slice and dice it, and collaborate that information within the organisation.”
This democratisation of data demands that you have the tools and solutions in place that can easily be understood and used by everyone.
Business users want BI tools that empower them, letting them get what they need rapidly and precisely, Bell stresses.
BI solutions make it possible for all users to gain business insights by understanding how data is associated, and enabling users to conduct direct and indirect searches across all data, anywhere.
“BI allows people to make sense of data so that they can make better decisions faster. It’s a business solution area that is growing rapidly across the globe because companies are seeing it as an imperative,” he adds. “In today’s economy, there are no margins to waste.”
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Small & mid-sized starting to gain the intelligent edge
Small and mid-size businesses are often more agile and closer to their customers than their larger counterparts, which gives them a BI advantage.
A recent report from BI analyst Dresner Advisory Services, the 2013 Wisdom of Crowds Business Intelligence Market Study, found that SMEs have some unique characteristics when it comes to how they leverage BI.
One key finding: When compared to large enterprises, SME BI initiatives are more likely to be driven by executive management and the sales function.
“SMEs have the advantage of agility and the ability to use BI as a competitive differentiator,” says Howard Dresner, chief research officer at Dresner Advisory Services.
“Because of the closeness of executives to the technology, business and customers, they have an edge against larger competitors. While larger enterprises may have an advantage when it comes to BI resources, SMEs tend to face fewer operational challenges than their large competitors.
“Larger organisations get bloated with bureaucracy and process, forcing them to focus BI upon efficiency,” says Dresner. “In contrast, smaller enterprises are, by definition, more efficient and can focus externally – enabling them to take market share from larger players.”
Dresner says SMEs are able to execute quickly to achieve meaningful results. They did not report the same length of BI experience as larger enterprises. This is not surprising, given that BI vendors initially focused on larger enterprise customers in client-server environments.
The report found growing interest not only in SaaS, but also in mobile device support and dashboards. These are trends that Dresner expects will continue.
“SMEs tend to be more nomadic than their larger counterparts, so mobile is very natural for them,” he says.
“Cloud is also a natural fit, which goes hand in glove with mobile – enabling readily-implemented and consumed solutions at a price point that enterprise software can’t approach. And everyone loves dashboards.”
The Art Of Pivoting: How To Know If The Time Is Right
Keep the vision, change the strategy to serve the market according to what they really need.
The word “pivoting” has become as over-used as the phrase “disruptive innovation”, but much like innovation, businesses have been pivoting for many decades (if not centuries) before the word became an everyday verb. You only need to look at Twitter, which started as a podcasting business, or Nintendo, which started by selling vacuums, or even Youtube, which was supposed to be a dating site for some inspiration.
These businesses may have all changed their product, service, or even target market in a major way, but they survived and have been thriving ever since. They kept their vision of achieving successful sustainable businesses, despite a change in strategy. And that, my friends, is pivoting: Keep the vision, change the strategy to serve the market according to what they really need.
Ask the right questions to your market: Are you solving a problem?
If you haven’t done user testing, user interviews, focus groups, or called anywhere between 10 and 50 of your highest value possible clients, you might want to take a step back and get that done to define if you actually have a problem to solve.
Many founders start by speaking to a handful of family members, and a handful of friends about their business idea, and are met with unbridled excitement and encouragement that you would expect of people in your life who unconditionally love you.
The reality is, these people have to live with you everyday – they don’t want to risk offending you and shattering your dreams. They basically have to tell you that your idea is great. Get tangible proof from real-world customers or clients that they see the problem you see, and that the problem is as big as you think it is.
Set your vision
What are you really trying to achieve in your business? In other words, what is your “why”? If you set this in a very clear one liner, you will quickly realise that there are many ways to achieve that vision, if you are able to take emotion out of the equation.
This will take you away from the detail to the big picture. For example, a vision along the lines of “To save people time” could be achieved in hundreds of different ways, and your current offering could be tweaked to increase your market size and save people much more time than your current offering, even if it wasn’t that idea you initially got so excited to tell your dog and three cats about.
To paraphrase Eric Ries of Lean Startup, pivoting is simply a change in strategy, not a change in vision.
How do I know when to pivot?
If you’re going through difficult times in the business, I would recommend going back to the most important people in your business – your clients / customers. Get their thoughts and opinions on what’s working; what’s not working; is your offering solving their problem adequately; what would they like more of, etc.
Finding out how to improve your offering from your existing client base will almost certainly not only help you retain your existing client base, but also grow a new client base by helping you solve the problem more effectively. This process can also reveal if your clients see something in your product that you didn’t – ie.to help you pivot. You will find out what your target market really wants and what your product could be if you weren’t so attached.
This requires extreme open-mindedness, and willingness to implement your learnings, even if what your market wants isn’t as “sexy” as your initial offering. On the flip side, if you can keep improving your current offering without changing direction, and if you still have cashflow and clients in the pipeline, it may not be necessary to pivot yet.
Pivoting is often necessary when the current offering reaches a glass ceiling, it’s impossible to close sales, and when cashflow becomes a problem. However, if you realise that your offering is so far removed from what your customers want that you would have to change your strategy and your vision – that, my friends, could be the time to quit and apply the learnings to the next venture. The key lesson from that eventuality is to do more extensive product-market fit research in the beginning next time, and make sure your product is meeting an actual market need.
What if things were different?
I have an experiment for you to apply within your own business. Remember, open-mindedness is essential to break through the glass ceiling:
- What if you kept the exact same product / service, but changed your target market? What would the new target market be?
- What if you changed your product / service, but kept the same target market? What would your new offering be?
- What if you kept the exact same product / service and the exact same target market, but pursued that market in other cities or countries? If your market were the whole of Africa / North America / Europe etc, would that make a difference? Is it feasible? What would have to happen for it to be feasible?
- What if you changed your business to a social business? Would partnerships with NGOs open new opportunities in the market?
- What about the impact you could have and the exposure this could bring to your business?
I highly recommend creating a “what if” business model canvas or pitch deck based on this alternate reality for each of the questions above. This could be a fun activity to do with the team on a weekend away over multiple cups of warm coffee. Good luck, and remember, there is no shame in adapting your business to provide people with what they really need.
An Innovative Culture Absolutely Requires This Unique Capability
What you need is a ‘chaos pilot’ on board at your company. If you don’t have one, think about adding one.
In my line of work, I have the privilege of mentoring and working with start-up entrepreneurs who often offer unique and remarkable ideas that, in my opinion, have the potential for significant commercial impact.
Unfortunately, many of these ideas end up in the dust heap of forgotten businesses that never get traction.
Why do so many great ideas fail? The reality is that many promising new ideas are derived from products or services or systems that have yet to be considered. They are disruptive in nature and typically exist only in the abstract.
Dealing with these ideas therefore demands a unique set of skills that differ from general management capabilities typically associated with running a company.
In a recent article at Harvard.com, Nathan Furr, assistant professor of strategy at INSEAD and coauthor of Leading Transformation: How to Take Charge of Your Company’s Future, explained that a critical, and often missing, element for innovative teams is the capacity to function in the abstract. Furr referred to this capacity as negative capability.
To understand the concept, consider what Robert French of the Bristol Business School has called “positive” capabilities. These skills, as they pertain to new ideas, have been connected with successful general managers, because they can:
- Understand the complexities of new ideas
- Understand and manage the process by which new ideas are executed
- Understand and manage the necessary roles within an organisation or team needed to execute on new ideas.
These characteristics are typically technical skills that involve structure and discipline. They are valuable for managing any company, especially one operating in a business environment requiring constant innovation. Such innovation is needed to iterate new and bold ideas, but these skills alone are not enough.
The reason is that, to stay ahead and execute on a regular basis, new ideas, especially disruptive ones, often take a team and the entire organisation into unchartered territory where there exists no precedent, historical structure or “road map” to guide them. In these cases, positive capabilities based on structure fall short of execution.
As French explained, this type of change “always arouses anxiety and uncertainty,” and teams that are unprepared tend to move toward avoidance tactics – defaulting to known structures, which then lead to the collapse of the new project.
For that reason, it is critical to have members on the team who can handle uncertainty and unknown outcomes and also have the fortitude to pivot when necessary. These types of leaders are what Furr calls “chaos pilots.” To be an effective chaos pilot yourself, you need more than technical management skills. Here are the three other skill sets he lists:
1. Divergent thinking
To think divergently, Furr explains, individuals need to be able to synthesise a multitude of information and “uniquely connect new information, ideas, and concepts that are usually held far apart.” This skill requires the ability to stay constantly focused on a mission while constantly processing new information.
Leaders who operate as divergent thinkers often surround themselves with talented individuals who can handle the day-to-day operations; that capability frees up the leadership team to collaborate and collect valuable data.
2. Convergent action
According to Furr, great chaos pilots do more than just take in new information. They “execute on new ideas in order to create something tangible.” In other words, they synthesise all the information and leverage it to effectively execute on new ideas.
Far too often, entrepreneurs fall short here, getting consumed by FOMO (fear of missing out) and failing to prioritise, or at least balance, output time with input time. Doing so creates an entrepreneur with a wealth of information, but ultimately provides very little value.
3. Influential communication
Finally, thinking divergently and being able to “connect the dots” are great skills, but if a chaos pilot is unable to communicate new ideas effectively and, as Furr states, “inspire other leaders and decision-makers to believe, support, and act on a novel idea or opportunity,” the idea will stop short of execution, no matter how well synthesised.
Over the years, I have been a part of innovative teams (at times leading them) whose sole priority was developing new ideas for clients. I recall a few times leading those teams through a comprehensive mind-mapping process meant to spark new ideas. In these situations, we inevitably would stumble on a truly remarkable idea or two, but like our team, those ideas weren’t rooted in a stable and established process; sometimes they weren’t comparable to what we were already doing.
Our ideas would also sometimes get lost in the insecurities and anxiousness of the group and never even be presented.
Great management skills are clearly needed to lead a company and execute ongoing operations effectively, but to consistently generate and see great new ideas through to execution, it is critical to have an effective change manager – or chaos pilot – on your team. And while these skills cannot be taught, they can be learned and nurtured through experience and an environment that encourages and supports risk taking and failure.
This article was originally posted here on Entrepreneur.com.
How I Built A Company The Lean Way – By Using The Scientific Method
Starting a company is one of the most irrational acts you can do as a human being. That’s why employing hypotheses and experimentation is crucial.
In the past five years, the cloud management company I founded has grown from a one-person business into a global employer of over 300 people. Recently, VMware, the most important provider of infrastructure and technology in our industry, purchased us – an exciting milestone as we look to the future and continue to execute on our vision.
In spite of all the twists and turns I’ve experienced, there’s been one thing I did right in the early phases of building this business: Committing to continuous experimentation.
When I left my previous company, I had an idea of where I could bring the most value in the market, based on my previous experiences in cloud computing. But I’d also been inspired by Stephen Blank’s The Four Steps to the Epiphany and indirectly by the Lean Startup movement. As a result, I knew I would start my business from the top down: By devoting myself to a market (cloud management) and to the scientific method for entrepreneurship – dispassionately testing all assumptions and hypotheses, and following where they led.
So, where did I begin? And where do you begin? Here are the steps.
Develop your initial hypotheses
The process of entrepreneurship starts with a set of hypotheses to identify the product or service you will bring to your customers. A good hypothesis is that it answers critical questions regarding your initial business concept that can be proven only through experimentation.
I started my own journey by putting a poster on the wall and using sticky notes to capture the critical hypotheses I needed to test. Every two weeks, I selected a set of hypotheses and designed experiments to prove or disprove them.
En route, I thought about the ecommerce company Zappos – a supporter of the Lean Startup movement – and its initial hypothesis that people would buy shoes online. For the file-sharing company Dropbox, the hypothesis was that users needed a radically simplified way to share files. For the coffee retailer Starbucks, it was that Americans would embrace the Italian coffee culture.
Design an experiment
Next, choose a set of hypotheses to test, and design an experiment to test them. A good experiment should eliminate all ambiguity from the hypothesis to the answer. It should also prove or disprove the hypotheses with the least possible investment.
I was inspired at this stage by stories from entrepreneurs like Dropbox’s Drew Houston, Zappos founder Nick Swinmurn and Starbucks’s Howard Schultz. To prove his hypothesis, Houston didn’t invest in building yet another file-sharing app; he instead created a video that demonstrated the ease of use of his idea for Dropbox and how it could be a differentiator.
Similarly, Swinmurn didn’t choose to buy inventory for his new online shoe store, instead, he took pictures of shoes. He posted them on a website and purchased the shoes from the store only after receiving a customer order.
Schultz, meanwhile, chose to cram his early concept for delivering Italian coffee culture to American consumers into 300 square feet, inside another retail store.
Experiment and observe
My experiments ranged far and wide – from driving an advertising campaign, to creating an A/B test website, to performing customer interviews with large financial institutions, to delivering professional services.
For example, one of my sticky notes asserted simply that, “Cloud cost management is a feature and not a market.” The experiment I designed to prove or disprove this statement was built around helping five local businesses optimise their cloud costs.
As an early-stage entrepreneur, you have to be willing to conduct these sorts of tests to determine what works, what doesn’t and how you can identify real and durable problems in a market. You need to to take risks, to be willing to fail and understand that you’re always learning.
Dropbox’s own critical video experiment resulted in its beta user requests growing from 5,000 to 75,000 users, validating critical hypotheses without investing in a single line of code. Starbucks’s first store attracted 1,000 visitors per day to a location that had previously never seen more than 200. Zappos’s website resulted in actual sales of shoes, which were fulfilled with purchases – at list price – from a local store.
Discuss results with advisors
Before starting the company, I created my own informal board of advisors, who included a venture investor, two technology CEOs, a business development executive and a technology founder. All were dedicated to my success, with no strings attached.
I met with them for coffee throughout the experimentation process, and always discussed with them what I was learning. Having talented colleagues to provide feedback and advice frequently produced new insights.
Rinse and repeat
Once you secure answers to your first hypotheses, it’s time for you to go back to the drawing board and create new hypotheses, design another experiment and test it. A hypothesis without an experiment does no good. You gain the most knowledge when you’re testing the ideas you propose.
Start the business
I equate the start of my company to an experiment I called “the sale.” After several months of developing hypotheses and running experiments, I had a good sense of where I could add strong and durable value for customers in the market. But what I hadn’t tested was price.
I hypothesised that a prospective customer would need to be willing to spend $50,000 annually – roughly the average price required to sustain the business model – on my product, to support the inside sales-driven model I was projecting. So, I designed an experiment around cold calling a handful of prospective customers and trying to convince them to purchase my minimum viable product for $50,000 per year.
In the process of being rejected, I hoped to learn about the additional features these companies needed to justify purchasing a product at that price point.
As part of the exercise, I first spoke with the CFO of a fast-growing technology company. While the CFO understood the problem I was addressing, he had almost no input on features, and no interest in paying for a solution. But then he surprised me by asking for another call the next day with his vice president of engineering and members of his team.
The assembled team not only had deep knowledge in the area in which I had built my MVP, but had already built many of my features themselves.
By the end of the call, the vice president of engineering made the surprising statement: “Sure, we’ll buy.” When faced with the potential for a sale, the first instinct of every good engineer is to do exactly what you shouldn’t: keep talking. Instead, I proceeded to explain how the CFO was hadn’t been convinced the previous day, and that maybe the engineering VP should talk to him before agreeing to a purchase.
“Our CFO is in the room right now,” the VP said. “We’ll buy. Just send us the contract.”
As I hung up, my excitement at having a first customer was tempered by the reality that I had no contract to send, nor a business entity under which to extend it. Since my experiment had been designed for failure, I hadn’t given much thought to what to do when confronted with success. Thus began my next challenge: Creating a business entity and onboarding a first customer – fast.
Reach a conclusion and communicate it with peers
Starting a company is one of the most irrational acts you can do as a human being. You are taking great personal and professional risk for an unknown outcome. While there is no foolproof way to manage this uncertainty, there is a way to minimise the risk: cContinuous experimentation in the presence of customers. My company exists as a direct result of a commitment to experimentation, a route you should seriously consider when you start down your own entrepreneurial path.
This article was originally posted here on Entrepreneur.com.
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