07:15
Faizan
The ever increasing rate of change in our world, over the past few decades, has resulted in the challenges we face, becoming more and more complex. There is a constant barrage of data and information, through which we need to sort, before we can even begin making any decisions. These constant, accelerating changes, the vast amount of information and the complexities we face every day, has also resulted in much larger interdependencies amongst those impacted by any decision we make. All of these factors have added up and have made decision making far more difficult and complex for leaders.
The vast amount of data available and the tools, which can be used to help leaders shift through and analyse the data overwhelm, has seen leaders respond to these new complexities, by placing a far greater focus on analytics and data driven decision making. Leaders are becoming far more dependent on vast amounts of data to make decisions and are losing the confidence to listen to their internal voice of experience. They have turned down the volume on their leadership intuition and instead have learnt to trust the data to guide them, when making decisions.
I have observed a definite trend, in all the leaders, at the businesses where I consult. They have all moved toward an increased need for data and tools to analyse this data. Yet, despite, this increased attention, massively increased volume of data and tools to analyse and interpret the data, the decisions made by all these leaders does not always improve. I accept that the rapid rate of change, the complexities we face and the interdependencies amongst those impacted by every decision, makes data and analytical tools crucial to any leader. The challenge is that the leaders I have observed rely completely on the data, to guide them to make decisions.
The data and tools for analysing the data are only support mechanisms for any leader and are by no means enough on their own. The data and analytics only support the leader to make any decision and are by no means enough on their own. If any leader is to excel in their role as a leader and to ensure that the decisions they make are valid and in the best interest of all stakeholders. They must ensure that they trust their insight, experience and ability to effectively interpret all the data they receive. The reason many leaders fail to make credible decisions, is because they rely almost exclusively on the data they have analysed and they do not listen to their inner voice of experience, insight and foresight.
The vast amount of data available and the tools, which can be used to help leaders shift through and analyse the data overwhelm, has seen leaders respond to these new complexities, by placing a far greater focus on analytics and data driven decision making. Leaders are becoming far more dependent on vast amounts of data to make decisions and are losing the confidence to listen to their internal voice of experience. They have turned down the volume on their leadership intuition and instead have learnt to trust the data to guide them, when making decisions.
I have observed a definite trend, in all the leaders, at the businesses where I consult. They have all moved toward an increased need for data and tools to analyse this data. Yet, despite, this increased attention, massively increased volume of data and tools to analyse and interpret the data, the decisions made by all these leaders does not always improve. I accept that the rapid rate of change, the complexities we face and the interdependencies amongst those impacted by every decision, makes data and analytical tools crucial to any leader. The challenge is that the leaders I have observed rely completely on the data, to guide them to make decisions.
The data and tools for analysing the data are only support mechanisms for any leader and are by no means enough on their own. The data and analytics only support the leader to make any decision and are by no means enough on their own. If any leader is to excel in their role as a leader and to ensure that the decisions they make are valid and in the best interest of all stakeholders. They must ensure that they trust their insight, experience and ability to effectively interpret all the data they receive. The reason many leaders fail to make credible decisions, is because they rely almost exclusively on the data they have analysed and they do not listen to their inner voice of experience, insight and foresight.
Posted in: business
