![simply obsessed simply obsessed](https://is3-ssl.mzstatic.com/image/thumb/Purple115/v4/97/8a/e9/978ae940-019d-809d-31a5-87c06819171f/source/256x256bb.jpg)
Sometimes that context may even come from an individual’s experience. That broader context is made up of the organization’s strategy, its performance, the competitive landscape, and the organization’s history. Having fact-based evidence and putting it on an endless display are two very different things.ĭata-driven companies also understand that data is part of a broader context. The important role that data plays is to ensure that those conclusions, decisions, and actions are based in facts. Rather, value comes from the conclusions, decisions, and actions that result from the data. And, it’s an important difference.ĭata-driven companies understand that the value of data isn’t the data. There’s a difference between being data-driven and simply obsessed with numbers. After seeing this I replied, “Let me tell you a bit more about my workshop.”
![simply obsessed simply obsessed](https://livesimplysimplylive.weebly.com/uploads/4/0/4/1/4041841/8041512.jpg)
She said that they’ve gotten the message that data is important. The reports had multiple tabs (sometimes up to 15 or 20) each containing over 20 columns and 50 or more rows. The presentations contained forty or more slides mostly consisting of charts, tables, and graphs. We are a heavily data-driven organization.” Then, to back up her statement, she showed me several “data-rich” presentations and reports. She said, “Brad, we don’t need your workshop. Before I could get too far she stopped me. The other day I was speaking with a leader about bringing my Rethinking Data workshop into her organization.