Author: Dale Roberts

Dale is VP of Professional Services for Clarabridge, author, commentator, columnist and speaker. As a professional services leader for Clarabridge in Europe, Roberts is advising some of the world’s largest companies on optimising the customer experience using social and digital insights. Prior to this he was part of the founding circle of Artesian Solutions, an innovator in social CRM and a Director of Services for business intelligence giant Cognos. His first book, Decision Sourcing, is an inspiring commentary on the impact of social on corporate decision making. His latest, World of Workcraft, is a timely piece on engagement, motivation and digital humanism in the workplace. Roberts was identified one of the top thought leaders in big data and analytics by Analytics Week, a contributor to business and technology publications including Wired and ClickZ and a Fellow of the Royal Society of Arts.

Single version of the truth, philosophy or reality?

Assuming you want the truth and you can handle it then you will have heard this a lot. The purpose of our new (BI/Analytics/Data Warehouse) project is to deliver ‘a single version of the truth’. In a project we are engaged with right now the expression is one version of reality or 1VOR. For UK boomers that will almost undoubtedly bring to mind a steam engine but I digress.

I have to admit, I find the term jarring whenever I hear it because it implies something simple and  attainable through a single system which is rarely the reality.

In fact it’s rarely attained causing some of our community to ponder on it’s viability or even if it exists. Robin Bloor’s ‘Is there a single version of the Truth’ and  Beyond a single version of the truth in the Obsessive Compulsive Data Quality blog are great examples.

Much, on this subject, has been written by data quality practitioners and speaks to master data management and the desire, for example, for a single and consistent view of a customer. Banks often don’t understand customers, they understand accounts and if the number of (err, for example Hotel Chocolat) home shopping brochures I receive is anything to go by then many retailers don’t get it either. Personally I want my bank and my chocolatier to know when I am interacting with them. I’m a name, not a number, particularly when it comes to chocolate.

This problem is also characterised by the tired and exasperated tone of a Senior Manager asking for (and sometimes begging for) a single version of the truth. This is usually because they had a ‘number’ (probably revenue) and went to speak to one of their Department Head about it (probably because it was unexpectedly low) and rather than spending time on understanding what the number means or what the business should do, they spent 45 minutes comparing the Senior Managers ‘number’ with the Department Heads ‘number’. In trying to reconcile them, they also find some more ‘numbers’ too. It probably passed the time nicely. Make this a monthly meeting or a QBR involving a number of department heads and the 45 minutes will stretch into hours without any real insight from which decisions might have been made.

This is partly about provenance. Ideally it came from a single system of record (Finance, HR) or corporate BI but it most likely came from a spreadsheet or even worse a presentation with a spreadsheet embedded in it.

It’s also about purity (or the addition of impurities, at least) It might have started pure but the department head or an analyst that works in their support and admin team calculated the number based on an extract from the finance system and possibly some other spreadsheets. The numbers were probably adjusted because of some departmental nuance. For example, if it’s a Sales Team, the Sales Manager might include all the sales for a rep that joined part way through the year whilst Finance left the revenue with the previous team.

It will be no comfort (or surprise) to our Senior Manager that it is also a Master Data Management problem too. Revenue by product can only make sense if everyone in the organisation can agree the brands, categories and products that classify the things that are sold. Superficially this sounds simple but even this week I have spoken with a global business that is launching a major initiative, involving hundreds of man hours to resolve just this issue.

It’s also about terminology. We sacrifice precision in language for efficiency. In most organistions we dance dangerously around synonyms and homonyms because it mostly doesn’t catch us out. Net revenue … net of what? And whilst we are on the subject … revenue. Revenue as it was ordered, as it was delivered, as it was invoiced and as it is recognised according to GAAP rules in the finance system. By the way does your number include credit notes? And this is a SIMPLE example. Costs are often centralised, allocated or shared in some way and all dependent on a set of rules that only a handful of people in the finance team really understand.

Finally, it’s about perspective. Departments in an organisation often talk about the same things but mean subtly different things because they have different perspectives. The sales team mean ordered revenue because once someone has signed hard (three copies) their job is done whilst the SMT are probably concerned about the revenue that they share with the markets in their statutory accounts.

So is a single version of the truth philisophy? Can it really be achieved? The answer is probably that there are multiple versions of the truth but they are, in many organisations, all wrong. Many organisations are looking at different things with differing perspectives and they are ALL inaccurate.

A high performing organisations should be trying to unpick these knots, in priority order, one at a time. Eventually they will be able to look at multiple versions of the truth and understand their business from multiple perspectives. Indeed the differences between the truth’s will probably tell them something they didn’t know from what they used to call ‘the single version of the truth’.

What 127 Hours Tells us About Social Networks

In an interview this week for Mark Kermode’s Film Review show, Danny Boyle made it clear that he used the success of Slumdog to make a film that might otherwise not have been made. To leverage the success of 2010 most acclaimed film is an indication that 127 hours is more than this years ‘would you?’ movie.

It, it is the true story of Aron Ralston who gets trapped under a boulder whilst canyoneering alone in Utah. The desperate measure that he takes to free himself is well documented so it is not giving anything away to say that he was trapped by his arm, he has a multi-tool (a really cheap one) and a little under 127 hours to debate if he should … or should not.

Before, I go on you might be wondering what’s the connection between BI and Social Networks let alone the connection between Danny Boyle’s latest movie and Social Networks. Those that follow my posts and tweets will know that Social platforms interest me because I think they are changing the way we share and use information in business and will profoundly change the Business Analytics space over the coming years. A social platform has already made it into IBM Cognos 10 because these guys, again, are ahead of the game. Many don’t see it yet because the original use of social platforms have trivialised their significance but it’s there nonetheless.
 
Back to the connection. Aron Ralston, played by James Franco, is an all-American hero. He’s young, fit, strong, intrepid and independent. He is good at what he does, he has spent a lot of time in his chosen wilderness and is able to navigate it with speed and ease. In fact, at one point in his story, he briefly but convincingly takes the role of park guide. The hopelessness of his literal and figurative fall takes a long time to sink in for our hero. Indeed, when it does dawn on him that he could have shared his hiking plan with his friends or family it wouldn’t be exaggerating to call it an epiphany. It’s clearly a powerful realisation for Aron that he’s not a hero, he’s an arse.
 
There is a moment in the movie where Aron says ‘thank you’. It’s a strange moment. I don’t want to give away why it is strange but once you have seen the movie, you will know why. For me, it was significant because he knew that if he made it home alive (which was still, by no means certain) then he would be changed forever. He would live the rest of his life in the knowledge that however strong, smart and experienced he was that those tiny connections we all make each day matter. Sometimes in small ways because it’s just about about sharing. Sometimes in significant and surprising ways.

For me, I am continually and pleasantly surprised by what I learn on the subjects of analytics, organisational leadership, productivity, start-ups and social media in my twitter stream. It’s full of links to content that cover important ideas from solid thinkers. Admittedly none of them are life-saving but, at a stretch, a rare few might be described as life-changing. Each of them make a tiny but positive difference and sometimes someone in my network helps me (or me them) in a surprising way.

More and more choices for BI Solution Architects

We analytics practitioners have always had the luxury of alternatives to the RDBM as part of our data architectural choices. OLAP of one form or another has been providing what one of my colleagues calls ‘query at the speed of thought’ for well over a decade. However, the range of options available to a solutions architect today is bordering on overwhelming.

First off, the good old RDBMS offers hashing, materialised views, bitmap indexes and other physical implementation options that don’t really require us to think too differently about the raw SQL. The columnar database and implementations of it in products like Sybase IQ are another option. The benefits are not necessarily obvious. We data geeks always used to think the performance issues where about joining but then the smart people at InfoBright, Kickfire et al told us that shorter rows are the answer to really fast queries on large data volumes. There is some sense in this given that disk i/o is an absolute bottleneck so less columns means less redundant data reading. The Oracle and Microsoft hats are in the columnar ring (if you will excuse the garbled geometry and mixed metaphor) with Exadata 2 and Gemini/Vertipaq so they are becoming mainstream options.
Data Warehouse appliances are yet another option. The combined hardware, operating systems and software solution usually using massively parallel (MPP) deliver high performance on really large volumes. And by large we probably mean Peta not Tera. Sorry NCR, Tera just doesn’t impress anyone anymore. And whilst we are on the subject of Teradata, it was probably one of the first appliances but then NCR strategically decided to go open shortly before the data warehouse appliance market really opened up. The recent IBM acquisition of Netezza and the presence of Oracle and NCR is reshaping what was once considered niche and special into the mainstream.


We have established that the absolute bottleneck is disk i/o so in memory options should be a serious consideration. There are  in-memory BI products but the action is really where the data is.Databases include TimesTen (now Oracle’s) and IBM’s solidDB. Of course, TM1 fans will point out that they had in-memory OLAP when they were listening to Duran Duran CD’s and they would be right.

The cloud has to get a mention here because it is changing everything. We can’t ignore those databases that have grown out of the need for massive data volumes like Google’s BigTable, Amazon’s RDS and Hadoop. They might not have been built with analytics in mind but they are offering ways of dealing with unstructured and semi-structured data and this is becoming increasingly important as organisations include data from on-line editorial and social media sources in their analytics. All of that being said, large volumes and limited pipes are keeping many on-premises for now.

So, what’s the solution? Well that is the job of the Solutions Architect. I am not sidestepping the question (well actually, I am a little) However, it’s time to examine the options and identify what information management technologies should form part of your data architecture. It it is no longer enough to simply chose an RDBMS.

Traditional IT teams are missing the boat on Social Analytics

boatBeing a natural owl and not a lark, it takes something really important or deeply interesting to get me into the City for a 7.30 am breakfast meeting. Ed Thompson of Gartner speaking on how Sales, Marketing and Customer Services are making use of social media last week more than qualified.

 
The focus was not the usual ‘if facebook were a country’ hype but very much on how ordinary businesses are adapting to the world of social media and getting ahead through practical application of new and innovative solutions. Interestingly, the most common applications are brand monitoring and company watching in the form of B2B CRM and Competitive Intelligence. Sectors already adopting include Retail, Hi-Tech, Media and Consumer Goods businesses.
 
Insight came thick and fast but one thing that stood out was that IT are nowhere to be seen. This is, at least, partially because these are new solutions, usually cloud based and IT involvement isn’t mandatory. However, with the internal department involved in less than 2 out of 10 initiatives, they are getting left behind. It could be argued that they only have themselves to blame. When I work with my customers and they tell me that a new server will take 15 weeks to build or that it will be 8 weeks before a new report will run for the first time then I find it difficult to side with the ‘professionals’. Business cycles are getting shorter and shorter whilst IT surrounds themselves with processes and models designed to reduce risk, increase quality and security but that also kick delivery dates so far over the horizon that the business have stopped asking for help.
 
Those that are involved are busy defining standards, mandating architectures and generally slowing things down. My advice to IT departments, BI teams and competency centres involved in such activity is stop. Just stop.Things are moving quickly and by the time you have updated the version control on your feasibility study, it’s out of date. Now is the time for adoption and execution (Ed’s words not mine, btw) The business needs support in getting information on what their customers are saying about their products or the latest marketing campaign. The sales team want to identify reasons to pick up the phone and sell to their prospects and they want it embedded in their CRM systems and processes. Marketing want to understand what competitors are doing, if they are forming new partnerships, announcing new products and how the market is responding. All of this, delivered regularly and routinely, is becoming as critical as daily sales, fulfilment, basket analysis or the senior management team’s dashboards.
As information professionals we should be helping the business corral the world of social media and on-line content. We should be investing time in understanding the new challenges and opportunities that semantic and content analytics represent.  We should also be embracing, experimenting and learning from the emerging technologies that address them. Most of all we should be adopting and implementing.

The growth of SaaS means that the business has a choice now. When it comes to social analytics the early adopters are looking at a range of vendors with innovative solutions that require no more implementation than adding a new bookmark. Then they are looking at their IT teams who are offering them a four page ‘IT request approval’ form. Where would you go?

BI Project Managers and Eyebrows

Like eyebrows, you don’t really notice project managers when they are there but if you are rash enough to let them go you will end up looking startled and stupid.

I point this out because over a period of more than 10 years I have had the opportunity to observe many, many BI projects and one of the most surprising patterns is the scaling back of project management largely because the project is going well!

The openly declared reason is usually cost or some other misdirection but it is invariably preceded with pointed questions about what value the project manager has been adding to a project that is going so well. Perversely, the better the project is doing, the higher the risk that there will be murmurings about things like the overhead of project reporting and that project management activity will ultimately be reduced or even removed altogether. It has become as common and predictable as it is deeply and logically flawed.

Perhaps this is one of the phenomena that explains why the trend for project failure is not getting any better. According to the latest Standish Group report which is covered by Peter Taylor, author of ‘The Lazy Project Manager’, in his blog ‘Are your Project Managers working too hard to be successful?‘ instances of challenged (late, over budget or reduced deliverable) projects continues to rise.

As BI practitioners we often value technical skills, competency in the reporting tool and the deep musing of the data architect and yet have a blind spot when it comes to project management. This may be partly because early BI projects were often departmental in scale. It may also be because many of today’s BI Competency Centres originated as ‘skunk works’ initiatives and see project management as all methodology and meetings but we ignore it at our peril.

It is true that project management can be at its most obviously valuable when priorities need resetting, additional resources have to be secured or controlled management escalation is called for. However, we shouldn’t assume that if a Project Manager is not doing these things that they are not doing anything.

Planned projects with predictable timescales along with accurate project reporting are rewarded with confidence from our business sponsors. A considered set of risks based on real-life experience of BI projects will mitigate against them becoming time sucking issues and properly managed issues will prevent them becoming show-stoppers.

A good Project Manager may make it look easy but don’t take the lack of fire fighting and crisis meetings as an indication that nothing is being done. Look deeper for the benefits of order over chaos or be prepared to invest in an eyebrow pencil for a look that is decidedly a poor second best.