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Using Data to Shatter Assumptions About Your Business

高级管理人员的持续挑战是理解为什么有些团队的表现很高,而其他团队则没有达到期望。很多时候,能够做出正确的数据解释。

The Illusion of Data

In any well-run military operations center, screens display maps and continuous updates on actions occurring across the battlefield; the atmosphere is one of earnest, calm focus. But as a military commander in Iraq and Afghanistan, all too frequently I found that the operational picture wastoo清晰有序。

It did not reflect the chaos of defending a village or patrolling rugged mountains that I found on the ground. Regardless of whether our depiction was cautious or triumphantly optimistic, I was confident it was wrong, because we lacked granularity and context. This left us in a tricky situation: not knowing what our reality is, but having technologies that provide an illusion that we did.

今天的领导人正在数据的海洋中游泳,轰炸了洞察力,这些见解是从业务影响中脱离的洞察力。188bet如何安装单独的数据没有提供足够的图片来推动业务结果;它必须与对业务方向的理解相结合。在危机中做出决策时,数据和业务环境之间的连接是至关重要的。

Using Data to Prevent Employee Burnout

When the COVID-19 crisis first hit in March 2020, our instinct at McChrystal Group was to dramatically increase the amount of time we spent together (virtually) in order to simulate the office environment. To evaluate our actions, we deployed a pulse survey and assessed the findings against data collected passively, using Microsoft’s Workplace Analytics Dashboard.

The results were a shock. This analysis and the Microsoft dashboards revealed that roles and accountability were not clear, as well as an underlying concern that we were heading toward employee burnout. Our collaboration hours had increased by almost 100%, and we had doubled the number of meetings.

Data on how your team shares information, conducts its meetings and collaborates is critical to understanding where your operational bottlenecks and efficiencies exist.

In these times of crisis, leaders can constantly collect this data via routine pulse surveys, qualitative interviews and tools to map passive communications. Once collected, it is essential to interpret the data through the lens of business performance.

In McChrystal’s case, we noticed that, while our pendulum had swung too far in our attempt to replicate the in-office environment virtually, we also did not want to return to our pre-crisis equilibrium. We needed to iterate to find a sustainable, effective collaboration model.

Finding the Balance Between Talking and Action

合作时间的显着增加风险以带宽的成本产生重复信息dothe work. In short, we needed to spend less time talking about the problem and more time solving it.

We reduced the number of meetings to free up space for smaller teams and individuals to execute on their piece of the plan.

为确保我们没有牺牲有用的串扰,我们使用网络分析来识别和将每个业务区域的关键人识别到我们的沟通节奏中。

正式和非正式信息经纪人的子集在他们需要它的时间和地点时将英特尔抽入团队,无论团队还是层次结构。结果是独立组更加一致和生产性工作时间。

Having a Single Source of Coordination

At the center of the network was our company’s director of operations, whose role became to understand our company’s network and then bring together key voices at opportune times.

This consistent voice and context enabled us, over time, to connect the teams responsible for revenue production, new product innovation and client success in ways they had not in a pre-crisis environment. The results from our network analysis started to morph, with more connection lines forming between teams, somehow becoming more collaborative despite the removal of human contact.

These sorts of network maps will look fundamentally different for every organization and need to be adjusted based on critical external factors, but capturing and acting on real-time employee feedback enabled us to develop a more effective and sustainable operating model.

不要忘记约1:1个连接

As we continued to monitor our response, passive data analysis revealed another significant risk: Three-quarters of our workforce did not have a recurring one-on-one meeting with their manager after COVID-19’s onset.

Deeper digging revealed that our agility as an organization — an institutional strength — was leaving individuals fluidly shifting between or supporting multiple efforts, without a clear one-to-one manager-employee relationship. That awareness spurred senior leaders to ensure they were checking in and helping to mentor teammates, regardless of whether they were working together.

Data Drives Performance

Data related to your people is both critical and dynamic, especially in periods of rapid change.

Individual coaching and development are vital, particularly for more junior teammates who may not have previously experienced a comparable situation either professionally or personally. For us, passive monitoring and in-depth discussion on the root cause have been critical to employee engagement and reducing undesired attrition during COVID-19.

Leaders must think critically about how their organizationshould在新的正常运行中运营最有效。要跟踪和有效地迭代其运营,组织应实施自动并定期生成关于通信和执行反馈的系统。但是,它无法阻止那里。

Leaders are the necessary component to resolve the discrepancies between the idealized operational picture and real-world chaos. Without people to decide on and drive action, the insights are just numbers on a page.

Stan McChrystal

CEO of McChrystal Group @StanMcChrystal

Stan McChrystal is CEO ofMcChrystal Group, a firm he founded in 2011 upon his retirement from the United States Army as a Four-Star General. He has authored three best-selling books on leadership, including “Team of Teams: New Rules of Engagement for a Complex World” (2015).

    Remick Kawawaki

    Director of People Analytics at McChrystal Group

    Remick Kawawaki是人们分析的总监McChrystal Group. In this role, he researches and builds analytical tools that measure employee performance, team interaction and leader effectiveness.

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