Skinny jeans for decision-making

Hey there, Change champions!

I'd be retired long ago if I got a year off for every year I've worked on a project or programme based on improved analytics and data reporting.

Yes,?data-driven decision-making, or DDM, is another?topic?that's so hot right now.

But what do we mean by this, and why is it considered 'all the things' lately?

First off, what the heck is DDM?

Simply put, it's basing your decisions on actual, verifiable data rather than going with your gut feeling (often indigestion masquerading as insight).

DDM is skinny jeans for your decision-making process.

It trims away the flabby guesswork and focuses on the firm and actionable.

Giving your organisation a make-over in decision-making seriously upgrades company performance.

It helps eliminate cognitive biases, emotional influences, and that little voice insisting, "But I have a good feeling about investing in the mankini."

DDM keeps things objective and efficient and is less likely to bankrupt the company on a whim.

So, how does one get with this DDM phenomenon?

It starts with identifying important and data-worthy decisions (no need to chart how often employees hit the gummy snakes drawer).??

Gather relevant, high-quality data from internal systems, market research with customer focus groups, you name it.

Then, analyse that data to reveal patterns, trends, and insights that clearly show the situation.

Finally, apply those insights to make an informed, lean decision and mean enough to succeed.

Once your organisation has mastered DDM, you can use it for various endeavours, such as developing new products/services, optimising operations, and planning mega-successful April Fool jokes.

The possibilities are endless!

Of course, it's not a magic bullet.

It takes work, the right tools/skills, and an open mindset.

You must do more than crunch numbers and expect a parade.

The hard work is about more than just extracting the data but interpreting it correctly.

That, in itself, is often a whole other maturity curve!

However, establish a data-driven culture and the potential for decision-making to go from flab to ab improved significantly.

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This week, I attended a 'Future of Change Management' webinar, based around the book, hosted by the wonderful Dr Jess Tayel.

The book?The Future of Change Management,?featuring collected CM essays, is a worthwhile one.

The authors have tons of street cred, so I'll add this to my reading pile.

The webinar featured one of the editors,?Paul Gibbons, who is a bit of a character and worth a follow on LinkedIn.

One of the speculative questions in the session was, ''Do we think that the mental health of users is considered enough when formulating a Change initiative?

Although I get it, this one made me sit up a bit because any change manager worth their salt pays much attention to this.

As I said in the session, there is a duty of care on the change management practitioner to mediate for increased awareness and care for practitioners ' mental health.

When you analyse the organisational change saturation and change fatigue, the mental health factor comes into sharp relief.

Change interventions and their duration and frequency should all be designed in light of these indicators.

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To close, a couple of observations following on from my previous comments about letting go of perfectionism.

About a month ago, I got my worst book review from someone prepared to write a justifying commentary on it.

They described "Change Management that Sticks" as "juvenile and unprofessional".?

I can't help but think they must be a riot at parties.??

But I laughed out loud when I read this review, which is good.

It was a carefree laugh, not a twisted, scabrous scar of a thing.??

When you put yourself out there, not everyone will like it.

That doesn't mean you shouldn't do it.

If you have something you want to contribute to the world right now but aren't because you're worried about how it will be received, instead, refocus on all the people your message will help.

That's where to put your energies.

The world wants and deserves your brilliance—don't hide due to vague, shadowy notions of who might disapprove.

Keep changing for the better.

Here's to your change success!