Unleashing Organizational Growth and Efficiency

It’s far obvious in today’s world how important data is for a company's operations. I don’t need to mention them as we are full of pieces on the internet evidencing that. But, the number of organizations not leveraging their own proprietary information is astonishing in 2023.

Companies still have untapped volumes of data, compromising the understanding of their own operations. Why is that important? This is important as a company scales out of resource limitations to execute an increase in demand.

The number of times I hear people saying, “What we need is to hire more people to the team” is shockingly high. I always insist on the same question: what's the expected ROI of the new hire? And what is the expected impact in the 1st month (3 months, 6 months, etc.) that the new hire will have on the team/company output? Adding more people might expose an operational silent problem in your operations that is not yet in front of your eyes.

I always say someone else could do your job when an answer to a problem is too obvious. This is where you must look into the operational toolbox and study the data you generate from your operations. And here is where most of the organizations struggle. When you look into that before jumping and committing to new hires, there is a higher potential for an ROI.

But where to look at? Well, every tool used in your operations holds proprietary information you must leverage. I mean, every CRM, every Marketing tool, technology tool, financial tool, you can name it, generates information for you. In today’s world, most of these tools have dashboards to help you in some part of the story, and the first advice is to take time to study it and understand what insights it can deliver to you.

But the real power comes when you start thinking beyond the obvious. Crossing operational information between all the tools you operationally use is where the aha! moments show up.

Each company has a different need and operational problem because it has a different context. But I can share the dimension levels of your data and the intelligence you could unlock. I hope I can unlock some critical thinking and inspire you to avoid falling into the fallacy of measuring success by the amount of people an organization has. The success of scaling is not defined by the number of people who work at your organization but rather by the productivity level of your organization.

Here's a graph illustrating the correlation between different types of data generated by an organization (I had the pleasure to work with in the past) and its overall operations. This visualization represents how each data type could contribute to the broader operational context, with higher values indicating a stronger correlation.

The graph above shows the correlations between various types of data an organization generates and a range of operational data points. Each cell in the heatmap represents the correlation between a type of data and an operational data point, with the color intensity indicating the strength of the correlation. This visualization provides a conceptual overview of how closely different data types might be related to specific aspects of a business's operations.