Lies, damned lies and statistics

Lies, damned lies and statistics, the phrase attributed to Benjamin Disraeli (though not found in his work), could be applied to the Office of National Statistics reporting for UK GDP. I'm not suggesting that there had been any underhand dealings going on but rather a desire to be over cautious that the press capitalised on

You may remember that the ONS reported UK GDP to have fallen by 0.4% in the third quarter of 2009. This caused a public (press?) outcry against the government - why weren't they doing more? At the time I remember reading minor reports that the figures were likely to be revised up towards the end of the year for very valid reasons. But, being British, the bad news was over played.

So now that it is the end of the year, it seems that the true figure for the third quarter looks more likely to have been a fall of 0.1% and may even have been neutral. See "Office for National Statistics data suggests recession already over."

What has this got to do with running a small business? Two things - first, business morale took a further battering which we really didn't need and second there is a lesson about how to turn information into knowledge. The ONS knew the factors affecting the calculations accuracy and alerted us to the possible update, but the press decided to largely ignore this.

With any management information, if one relies on the headline figure and doesn't bother to understand the surrounding information, a bad decision can be taken. Every manager needs a set of key performance indicators (information) but they must be applied with understanding (knowledge).

Getting the focus right when implementing a new system

When a new system is being implemented there are three elements that must be balanced:

1. Functionality - what it needs to do;
2. Speed – how quickly do you want it in place;
3. Price – what is the budget.

It's easy to say that we want everything, now, and at a rock bottom price but that's not the real world. It's also a recipe for a failed implementation.

In most cases, the answer is a blend of the three but the mix will determine how your project proceeds. For example, a project focused on price will almost certainly result in less functionality being delivered, whereas a focus on functionality will take longer to deliver and probably cost more. No implementation is the same so consider the triangle (right) and think about where your priorities are.

We find that there are 4 broad categories of implementation:

Balanced - requiring “a little of all of them”, is where most of our clients actually sit. They want a balance between a solution that is implemented quickly, but is somewhat tailored to their needs, with enough training to get both users and administrators up and running with a minimum of stress, effort, and delay.

Speed - A focus on speed means getting the system as fast as you can. This does not necessarily mean sacrificing functionality or quality, but can result in a higher cost. It may involve several consultants working together on a system. Speed focused implementations need careful project management.

Functionality - The functionality focus typically suits organisations that want the system configured to their specific needs, detailed user and administration training, and have lots of data to be migrated from one or more legacy systems.

Price - A focus on price looks for all options to keeping the cost down. This includes absolute out-of the-box functionality, and training to give administrators enough information to continue the learning process themselves in the use, setup and administration of the system, and to train the end users themselves.

The best route to understanding the right mix for your implementation is to meet with the vendor and discuss the options, your in-house skills and how critical the system will be. It's also worth pointing out that the mix will change from system to system and should not be a company standard

So many good causes but some just make so much sense.

I know this is the time of year for good causes to tug at our heart strings, but every now and then I hear of one that just makes so much sense.

My friends at Trovus (http://www.trovus.co.uk/) introduced me to ColaLife (http://www.colalife.org/). Colalife is a campaign to get Coca-Cola to open up its distribution channels in developing countries to save lives, especially children's lives, by carrying much needed 'social products' such as oral re hydration salts and high dose vitamin A tablets.

They are looking to build a bank of supporters on Facebook.

One version of the truth.

How many times have you questioned the information you use to run your business? That nagging feeling that a part of the management information might not be correct or you see the same information from two sources that doesn't agree. Would you expect sales information in your CRM system to match the invoicing totals in your accounts system? Probably, but there are legitimate reasons why it may not.

Businesses often have the same or similar data stored in different places and whilst this isn't ideal, it's not necessarily a bad thing. What it does mean is that greater care needs to be taken when compiling data. Time needs to be taken to understand the way each system holds data and to get a real understanding of the reporting tools provided.

Marathon Sponsorship

Thank you to everyone who sponsored me for the Florence Marathon at the end of November and I raised nearly £500 for the folks at Kids Company which is fantastic. It's not too late to make a donation at www.justgiving.com/jonathan-richards.

I wont go into detail about my time except to say that I was only 3 hours over the world record time. I think it's safe to say that the winner was tucking into his second pizza by the time I finished.

Roll on the next one - but probably not until Autumn next year.

Information overload

When I first started working as a management accountant I learnt that it was no good having loads of data unless you could turn that into information. But even information is pointless if you can't use it. For example - it's no use having all the data about your sales opportunities if you can't turn that into a report that helps you manage the sales pipeline. But even the best pipeline report is useless if it takes you hours or days to produce.

I was reminded this week that the information trail goes even further:

Data becomes Information,
Information leads to Knowledge
Knowledge develops Understanding
Understanding gives Wisdom

Data is raw and has no meaning;
Information is data that has been given meaning;
Knowledge is where information sources are gathered so that it becomes useful;
Understanding happens when knowledge becomes embedded and you can take action;
Wisdom is much higher. It allows us to determine the difference between right and wrong.

In business, nothing less than understanding is truly useful and wouldn't it be nice to have a bit of wisdom!