We learn by seeking causal explanations for things. If we can reliably attribute effects to causes we can learn how to get more positive effects and fewer negative ones.
But what if we’re not as good at causal attribution as we might hope? See more
Is better Management Information Mission: Impossible? To answer this question we really need to clarify the meaning of ‘Management’. The word ‘Management’ could mean a role, a set of behaviours, a process, a service. Its efforts could act to control, to direct resources, people, time, materials, money. The concept of… See more
We are bombarded daily by claims about the world. Politics, health, activism, advertising on every media channel. Sometimes claims are dramatic and attention-grabbing. Some are deliberately adversarial and inflammatory. Others have serious research behind them. Which should we pay attention to?
I saw Volkswagen’s digital dashboard for the first time recently.
Our chimp-brains may be wired for intuition and action but a causal model helps us listen to the language of change: variables.
The terms ‘leading’ & ‘lagging’ are often used in relation to performance indicators. Confusingly, indicators can be leading and lagging at the same time. How can that be?
Have you ever played Dobble? Its a brilliant game; infuriating at times but fun. It turns out we can learn a lot from Dobble about how to make faster decisions using charts. See more
The Capability Canvas is the Measureology way of visualising Capability Maturity Model (CMM) scores. CMMs might not be perfect, but the Capability Canvas helps to reveal priorities for finding valuable causal evidence. See more
Could something as simple as the charts we use affect the decisions we make? Yes, according to our Visual Signals survey research. See more
I love the comments I get from people who see a Causal Decision Canvas for the first time.
Once they get to grips with the cause-effect concept they start exploring the Canvas. They’re drawn into the story of the whole system, the dynamic structure, the feedback loops. See more
‘Transformation’ must be near the top of the list of the most over-used business language. It sounds so grandiose and yet has no universal meaning. See more
Over the holidays the kids decided to count stuff in the house.
Is there something we can learn from the experience of a five and seven year old about measuring things? See more
Yes, measurement is vital for reducing uncertainty and monitoring improvement but its easy to get wrong.
Watch out for these traps and avoid the dark side of KPI dysfunction … See more
How visual analytics from Measureology and the Vanguard Method for service improvement are a powerful combination. See more
Should a person be rewarded or punished for a random event? I bet most people would say “No” and yet organisations do it routinely with their KPIs.
There are situations where measurement is rejected with the claim that it isn’t accurate enough. But challenging accuracy could mean that the concept of measurement itself is misunderstood. See more
When an IT function set out to transform itself from an ugly duckling into a swan it wanted to make its ‘Silent IT’ strategy visible to the business.
Why would software developers think that business leaders want a dashboard like the one on their racing car, speedboat, aeroplane or moped? See more
Stephen Few is respected for his unflinching critique of poor dashboard design and he inspired me to look at dashboards through a different lens.
This chart has been served up on LinkedIn recently and will no doubt have data visualisation purists choking. See more
I was very proud to present my Subsidiarity Scoreboard work at the ECR Group Study Week in Krakow, Poland. I was inspired by the people I met, especially those MEPs who are so passionate about their work and their dedicated policy advisers. I’m fascinated by the tension between ideological belief and evidence, claim and fact… See more
Everyone has something they call a dashboard don’t they? As long as there’s a display full of pretty traffic lights and speedometers then the dashboard box is ticked. Or is it? See more
Company Type: Reputation Management Consultancy
To understand weaknesses within the business and introduce time management performance measures.
If you’ve had any exposure to continuous improvement thinking you’ll probably be familiar with the Fishbone Diagram. See more
Client: NEW DIRECTION – The Foundation for European Reform
Company Type: Non-profit Think Tank
To develop ideas for a Scorecard for measuring the local value of EU law.
Ask a psychologist or a Bayesian statistician and they will tell you that risk is subjective. The chance of a big bad thing happening is seen through the lens of the individual, fashioned from their personal experiences and lodged in their mental models. See more
Serendipity is finding something valuable by chance, a fortuitous discovery. Serendipity in business could mean tripping over the next Google by accident. Or spotting an opportunity you weren’t looking for in a corporate blind spot. See more
A common media topic over the winter months is the increased pressure on the NHS coupled with the snappily-named ‘Bed-Blocking’; patients who are well enough to leave hospital but are still occupying a bed. We might see this attributed to a ‘crumbling adult care system’ caused by ‘sweeping cuts to local… See more
The UK Department for Communities and Local Government publishes a statistical count of the number of caravans on both authorised and unauthorised traveller sites across England. The count takes place every January and July and includes both ethnic Gypsies and Travellers and non-traditional travellers. This visual storyboard shows how this… See more
A visualisation showing the Measureology research journey in book titles, pages and year of publication. See more
A Jump Plot is a neat visual way to illustrate the variability in elapsed time between events or steps in a process. See more
How do candidates feel about being ignored and rejected? Far from ambivalent.
A new visual insight from Measureology charts the effect of delaying candidate rejection – both explicit and implicit – using the Net Promoter Score. See more
How quickly should recruiters give feedback to retain candidate goodwill and protect the employer brand from collateral damage? A new visual insight from Measureology links applicant feedback response time to the Net Promoter Score. See more
KPIs should give a team the feedback they need to drive performance towards some important strategic goal. So why is it that KPIs are so often a bit lightweight?
In his brilliant book ‘The Flaw of Averages: Why We Underestimate Risk in the Face of Uncertainty’ Dr Sam Savage shows us why we need to connect the ‘seat of the intellect to the seat of the pants’. See more