Analytics and Management

In Physics, Power is defined as the transfer of energy

Simon Sinek – Leaders eat last

For me, I first stumbled onto the work of Simon Sinek when something appeared on a timeline, either Linkedin or Facebook – I forget which – and his video about business metrics and team development from the perspective of the US Navy SEALs. At the core, it is about the imbalance between how we measure staff performance and the value those staff bring to the team. I remember a similar example from the US Hit show Suits – Harold Gunderson was not the highest performer; however, he enabled those around him to be better. The lesson taught by Suits and in this video Simon Sinek are the same; Great Teams are made by people working together in harmony. A well-built team will have a “worth” greater than their individuals can achieve. In other words, as they come together and bond and trust each other more and are led not told they do better. All I know is I hope I’m not the A$$hole!

In our companies now, we focus on arbitrary metrics and then evaluate our employees against those. I started to become aware that this wasn’t “right” a few years ago. For me, it was really a result of starting to step up and do more and more analytics as a result of Power BI. Senior Management would want a metric to be made, and that had to be done, so surprise, surprise, they did it. I had many arguments, and I am almost certain annoyed many people when I was required to challenge that the metric was being made. After discovering Simon Sinek, I suddenly found I was not alone.

When you are a “doer”, you are responsible for doing the process; stacking shelves, selling stocks, building houses, or anything. Why is the assumption that a Manager, Director, Vice President, President, C-level Executive is also somehow responsible for the doing? That’s why we have top-level metrics that are focusing on the doing. The truth is those are easy things to measure when you compare them to what better metrics for management would be. After all, “Sales per month” is so easy compared to “Team members inspired”.

So Power, what does that mean to you? There is a belief that Power is seniority; the more senior you are, the more power you clearly have, but can physics be wrong or is it that these words have different meanings? The more I see, the more I read, and the more companies I speak to and work with for Geordie Consulting, that isn’t the case. The buzz words now are Innovation and Excellence. The problem is innovation can only come when you can fail as for excellence, well that must be unachievable, or it would be a plateau. We must all aspire to Excellence but must also acknowledge that true excellence is an aspiration with no end. That leaves Innovation; what do I mean you have to allow failure to innovate? For much of my career, I have worked within the IT side of businesses, helping with Processes around Incident Management (break/fix), Request Fulfilment, Problem Management and Change Management. I do have a real love for Problem Management, but it is something businesses struggle to implement because failure is not an option. Problem Management is about looking for repeating failures and then defining a fix them, evaluating the cost to fix against the cost per instance of failure and then, when the economics are correct, implement a lasting fix. The challenge is that the “fix” may not be a fix at all or may break something else that you did not know about. All too often, it paralyses businesses. How can senior management be given guarantees that the “Fix” they are about to spend money on will fix the problem? Those of you who are embracing Continual Improvement will have no doubt faced the same issue the roots are, after all, very similar. So what is the gap? The issue here is the metrics. Fixing an issue within the process does not necessarily mean an increase in sales, it may see a decrease in costs, but that is often extremely difficult to quantify ahead of time. So the “Sales per month” metrics are not affected, so why look at it? Good Problem Management (and Continual Improvement) doctrine evaluates quickly, and if you think you’re in the wrong role, back to the original. The benefit is that you now know more about the influences on your process. However, when you have a business where someone knows their job is at risk if their “fix” fails, will they innovate a solution, or will it be a safe, low risk, low-value committee based solution?

In Chapter 8 of Starship Troopers – Robert A. Heinlein (1959) – the hero (if you read the book, you will find out he is definitely not Casper Van Dien) considers the meaning of responsibility. An example of a puppy is used, when you toilet train a puppy, what do you do? Put them down if they have an accident, or do you have a teaching moment? Too often in business, our analytics and measures look at what are termed “Business Objectives”. Business Objectives are an endpoint; They are achieved by having empowered, trusting teams working together for a common goal.

I founded Geordie Consulting because businesses deserve better, and as a company delivering Data Analytics Solutions into companies, we need to support a higher standard for all. We hold ourselves to account for the solutions we deliver. We make sure they are not just dropped into your environment but rather that they are transitioned into your environment so your teams can start to take them over from day one. The goal of Geordie Consulting is to encourage a better data culture within businesses because as your data culture matures so, you will find your overall business improves. The Democratisation of Data sounds like a scary thing for many business leaders, but transparency is never something to be feared; rather, with it, people start to appreciate each other and the talents of those around them. From there, they become more willing to make suggestions for improvement and growth. The best thing is an amazing Data Culture has minimal costs. If this resonates with you, why not book a meeting with one of our team, we will work with you to deliver your data culture.

Analytics and Abstraction

It is easy to be fooled by the quote and think that, of course, we would not possibly think that the deaths of millions could be less important than the death of one. However, turn on any news service, open any paper, and you will see this to be the case. At the time of writing, Myanmar is going through significant turmoil, but how real is it to you and me?

Stalin knew that context was everything; when people have a personal connection to an event or subject, they “feel” it more. When they do not have any connection, it becomes something they can read about and move on.

Think about these two stories; “There’s been a train crash, and 20 people have died.” or “There’s been a train crash and my wife, Mary, was killed.” Which story has more of an emotional connection with you?

So what does this have to do with Analytics?

The process of Analysis is an abstraction; it adds “distance” between the realities of a situation and the consumer. Ask yourself how many metrics you have in your organisation that management looks at but don’t support the activities. Almost every day in my dealings with companies, I hear a similar story “[Insert name here] cherry picks work and gets all the praise”. This is the impact of abstractions. The metrics get between the management layers and the truth, even worse, just like Stalin, an air gap is forming, isolating the business from its Analytics. The value of analytics comes not just when it is aligned to the goals, but now we want Analytics also to be able to direct and steer our businesses. If we do not actively seek to make the changes to stop our Analytics from becoming completely abstract, we risk making Analytics our Stalin.

Power BI is all about the democratisation of data; in fact, for me, that was one of the first terms I learnt in my Power BI journey (thanks Rob Collie), the act of breaking down the data silos and bringing in a whole new way of working is transformative, but we must make sure it isn’t another “Storming the Winter Palace”, the nature of disruptive technology is that people can use it not just for good, but also for evil. Whatever your views are on Communism, I think we can all agree that the “vision” of 1917 was dead by the time Stalin took over.

Strategies

To avoid abstractions, you need to make sure you have encouraged a culture of cross-pollination of ideas not just across your departments but vertically within them. Are the leaders of your organisation increasingly isolating themselves and using metrics to feed and support their views, or are they opening doors and encouraging collaboration and open discussion? The enemy of abstraction is the personal touch. If you consider the Train Crash again, would you be more supportive of changing a section of the track to make it safer? Would the personal impact have a greater impact on you? It should do if we have made a personal connection. We may not be there yet.

In his 2007 study, “Putting a face to a Name”, Adam Grant found that personal investment from teams makes them perform better. They provided teams of fundraisers in an outbound call centre with some motivation (there was also an unmotivated control. Researchers introduced group One to the people their fundraising would benefit, and A manager read the other a story about how the fundraising helped someone. Amazingly there was a difference, the people who personally met someone who benefited saw a near 150% increase in their weekly fundraising amount compared to the control group (no changes) and the group whom managers only told about the benefits. Adam repeated the study with Lifeguards and found that those given the more personal side about the impact of their lifesaving work were more attentive.

The lesson is clear people respond better to personally investing in something, so if you want your metrics to go in the right direction, you need to think about how to break down the abstraction. Think to yourself, “How can I put a face to this”. After all, we are all human beings, and we all like to feel connected to people and those around us.

Conclusion

So Analysis, if left unchecked, will lead to abstraction, and this is where the danger begins. The take-home message is clearly “Don’t be like Stalin”, encourage a culture of openness and support and develop the ideas within your organisation. To finish, 3M has a culture of fostering intelligence and ideas. In 1968 Spencer Silver made a mistake while developing an extra-strong adhesive; the test sample he came up with was just not strong. In fact, it was just plain weak. In many companies, Spencer may have been fired, reprimanded at the very least, admonished. At 3M, he wrote up his failure, and he shared it with his colleagues. Two years later, Arthur Fry was having problems with bookmarks in Choral Music books when he came across Spencer’s adhesive. From those humble beginnings, Post It Notes were born.

Analytics and Data Literacy

The role of our Consultancy is to help companies make the most of their data. The foundation of this is Data Literacy. Without Data Literacy, you cannot have a deep Data Culture and transition to become a Data-Driven Business without tackling Data Literacy’s challenge.

Data Literacy means helping people to understand what data means. If you ask yourself honestly, “How much of our Analytics are understood by the whole audience?” It is not uncommon in a Siloed Data Culture for few, if any, outside the producing team/department/division. This is a major challenge for developing your business, and moving to a data-focused business, you have to face this head-on and address this issue.

How does Data Literacy help our business?

Data Literacy is the central component in any data strategy, but why? Firstly, data is complicated, and often those looking at the analysis results are not involved in the tasks being analysed. The impact of this is incredibly damaging and is one that is extremely difficult for many to take in.

Metrics are toxic – Teams will make their metrics but miss the goal

No one wants to admit that their carefully crafted metrics damage their company or, even worse than the “Recommended” metrics from [insert framework or organisations here], are undermining the very things they are supposed to deliver. To explain, ask yourself (and comment below), does your organisation chase its metrics? The purpose of metrics is to measure the successful execution of the process; however, it is always possible to meet your metrics without following your process. A classic often seen in the real world is the chasing of SLA’s. Our teams will do everything they can to avoid an SLA breach, but once something has breached, does the priority drop as completing it now will harm the team! So we leave breached items until we are forced to deal with them or until the start of a new cycle when we have a chance to “balance the books” as it were.

Whoever agreed on the metric and implemented it no doubt had the best of intentions. Of course, the people working like this are following the example set to them back their colleagues and lower management levels. However, the problem is that the metric has become the goal rather than a proof of “good” execution. So how does Data Literacy help with this? The answer is simple Data Literacy mandates that EVERYONE has access to the packs and is allowed to make recommendations or suggestions. Are our SLA’s unachievable, or is there something else that is misaligned that adds to the pressure in a key area that leads to ethical fades? It is fundamentally unethical to pursue the metrics as we should be chasing the perfection of process execution.

For example, in the past, I have had numerous conversations about Password Resets and how important/critical they should be, adding how we can make them properly secure to protect the organisation. I have worked with many organisation that felt these were absolutely business-critical and should be treated with the same laser focus as a major outage. I have known businesses adopt the “Well, why didn’t you register with the self-service tools” mentality and almost inject some customer pain into the situation (these are deliberately extreme). What is your view, and how should we build the execution steps to them evaluate the SLA? In the first company where Password Resets need to be done within an hour, what happens if you set up a challenge/response style of user validation to get a password reset. The customer fails, is the fall-back position to seek written (email) approval from the person’s line manager to reset the password? How realistic is it to achieve that and get written confirmation within an hour? In our other company to put pressure on the teams responsible for doing the password resets customers will exaggerate the importance of their need, to get a quicker response “I need to have this done for [insert Senior Management name here] in the next hour and I am unable to because your system has locked me out”. Both options have led to ethical lapses. Answers below again, how would you best tackle your password reset process and success/failure reporting?

Once everyone is involved and the metrics are transparent, these lapses in ethics become apparent quickly. As humans are fundamentally ethical, we can only correct these issues by making them accountable through data literacy. If everyone understands what is being reported up and why they can more readily get involved in helping prevent people from being put in a position where they feel they have to act unethically. If you start to take your metrics and present them to the whole business and request feedback, you will find that your business challenges are surfaced and can then be addressed.

Conclusion

Business Transformation through transparency is incredibly painful for many of those involved. They have to give up many of the controls they have previously relied on to enforce their ways but remember the illusion of control that is provided may reap short term benefits. If you want your business to exist in terms beyond this Quarter or the next Quarter, you need to stop and think about how we can continue to grow and develop our processes. The excuse that you shouldn’t burden those junior to you with the realities of their business is a falsehood.

In 1950’s Japan, a radical concept evolved – Kaizen Principals – these went on to become the foundation of the Agile Methodology, but at the base level of both is the idea that small changes will gradually improve an organisations processes. These small changes do not always directly make things better, in fact. It is expected that a number of them will turn out to be based on a flawed assumption or incomplete data, so you need to stop and mark that as an invalid option rapidly; this “failure” is still seen as a success because more information is now known about the process and the real drivers of it. A traditional business chasing the metrics will be more likely to see failure as a failure and seek to blame and punish instead of acknowledging and moving forward.

Data Literacy shines a light on your data and makes everyone aware of what the metrics are supposed to be driving. You can then empower them to support the process better and evolve your success criteria.

Trust is a two way street, trust your employees and show them they can trust you. Data Literacy will provide that common vocabulary.

Ross – Director of Business Intelligence

Looking Forward

Geordie Consulting continues to evolve, grow and develop. I have spent the last period of lockdown focusing on where I want to take the businesses. One of the things that I have been asked about is why I chose the names; “Geordie” in particular. The response is two-fold firstly of course I am incredibly proud of my hometown. Newcastle is home and will always be. The second is a little more complex, Geordie is a remarkably well-liked accent of English, often considered as both friendly and trustworthy, however, it is also often shown in the media as being used by those who are less “sensible” – I’m looking at you Geordie Shore (please note, none of the cast is Geordie’s and the production company is from Liverpool!).

Newcastle is a city that prides itself on a rich history of pushing the boundaries of technology and the new digital age is no different. From the first public street to be lit by electricity to hydraulic accumulators. From Ship making to rifling of breach loaded naval cannon. Newcastle has seen it all. We’ve come a long way and we have so much more to offer!

I want my companies to embody the Geordie Spirit; Trust, Ownership and Innovation.

Geordie Intelligence is progressing well and given the nature of the material I am happy with its continued progress, growing at 5 – 10% per month.

Geordie Consulting has been significantly impacted by lockdowns and the current economic climate, the clients we are working with are typically asking for assistance in unlocking their data and cutting day-to-day costs. New projects are also being delayed as companies evaluate their own financial position.

I want us to remain true to ourselves so as we come out of lockdown and start to return to normal I want to give you three offers.

  1. Kickstart Sale – To help companies bounce back and move towards a more data-driven approach I am offering the first session of the Kickstart engagement free. The Kickstart offering is a two-day engagement typically split into four sessions to review where your business is with data and layout a framework for your next steps. In your free session, we will work with you to determine a baseline. Only if you want to continue will we invoice you for the remaining sessions.
  2. Angels of the North – Premium membership tier of Geordie Intelligence is something that I believe is excellent value, but it adds a lot of strain to my small consultancy. My advice to people wanting to undertake this (yes we don’t offer it to businesses) would be to use it as a way of accessing premium resources to point you in the right direction, shape your plans and help you maximise what you are doing in Power BI. There is no limit in terms of numbers you can have attending the monthly two hours of consultancy (either single session or split in two) and you are in charge of the content.
  3. Training Sale – To support businesses further we are offering all our training courses at 50% until the end of April 2021. That’s great value for the one day (two remote sessions) – Basics course aimed at all new starters, the intermediate – Getting Started Course (four remote sessions) and the Business-focused – How to use Power BI course (two remote sessions).

I can’t wait for us to all be able to get together again, I hope you all stay safe! Fingers crossed we’ll be able to meet face to face again soon.

Ross Waterston
Director (Founder)

2021 – A year of consolidation

As we look to move on from 2020 and the disruption that it held, it is clear that 2021 will be a year of admin activities. Across 2020 we all took decisions rapidly and the IT landscape of many businesses went through three to five years of change in a concise period of time – days if not hours for some businesses. The net result is that we will all have to normalise our new businesses practices at some point.

The pace of change required within many businesses last year was unprecedented; it has convinced the world that rapid change is not bad and that it is the path to success. I am already hearing that 2021 is going to be the year that DevOps fully comes of age. What does that mean for us in the world of Data Analytics? Does DevOps really apply to us?

To answer that question, we need to look at the origin and methodology behind true DevOps; Google is credited with determining what DevOps should be and what the principal should be. It falls to the idea of planning, preparation and modularity.

Planning

By documenting your process and being clear about what should be happening and when it becomes possible to determine what activities need to be undertaken

Prepatation

Looking at the plan allows you to code solutions; solutions can be for positive activities and prepare for negative events.

Modularity

Code must be lightweight and able to be retooled/reused with little or no human involvement.

Code Team “Owns” the whole management cycle

Result

The net result of these three is an agile solution that is as self-correcting as possible with context (parameters) being used to allow multiple uses of all elements, i.e. having a single “Write to log” module, with parameters being used to determine Title, Description, Start Status, End Status. As you use simple components to make rapid minor changes to keep performance within agreed specifications. So DevOps is about Automation. In addition to this (and many would say the crux of DevOps) as code becomes more critical and code being used/reused, traditional Change Management methodologies cannot effectively manage the solution instead the coding team begins to monitor their own work and determine the delivery pipeline… This whole situation’s implications are that the business hands over control, management, and accountability of their process to a code-focused team (typically IT).

For Analytics?

Power BI works remarkably well with the DevOps mindset; however, it must be made clear that there s a divide and that divide becomes the biggest challenge to balancing a lasting Power BI Enterprise Grade solution.

DevOps in Power BI

So Enterprise Analytics can benefit from a DevOps mentality. When done correctly, the bonds formed between the main Business Community and the Power BI Team have wider benefits. To achieve excellence in your Analytics Vision requires close integration with report consumers and those carrying out the activities being focused upon. In other words, the value in a “Sales Report” is only provided because the report shows the Sales Director what she needs to see in terms of success and failure while being clearly aligned to the sales team’s working patterns.

2020 is now firmly behind us. Looking at the future, we must all now consolidate on the rapid business changes implemented to keep the business going and transition back into a “Business as Usual” (BAU) mindset. DevOps is excellent for BAU in an uncertain world because it embraces the principle that everything is not always perfect. The principal of inbuilt error or issue management enables your business to carry on. The simplest example of this within Power BI is the refresh model. A parallel refresh is used so there is no downtime during the data load; additionally, should the refresh fail the last known good version remains up and available. A clear example that Microsoft has developed the platform with DevOps at the centre.

email office@geordieconsulting.co.uk and we can get you moving forward.

What is data-driven

One of the questions I get asked is what Data-Driven means, is the reality of this concept possible? To understand the question, let us take a data-driven approach and look at the alternative or “What is done today.” Across a business, there are three types of decisions: Operational, Tactical and Strategic.

Operational: Day-to-day decisions, “Fred is sick, so Owen and Jeff will need to cover some of the tasks.” 

Tactical: Short-term plans, “Fred has been sick, so Project Champion risks delay, there is a penalty clause so to avoid that we need to either provide overtime or seek a contract resource.”

Strategic: Medium and Long-term plans, “We must expand our delivery pipeline and take on more projects so we can increase our revenue and cash reserves. We will achieve this by taking on two additional developers.”

If this seems familiar to you, then I have done a reasonable job of setting out what I see when people first start their journey with us. Operational and Tactical decisions tend to be data-driven by definition; something has happened and requires a response. The options available are limited. It is possible to define actions through if this then that style of remediations. The strategy is where data-driven typically fails for many businesses. There is a common misunderstanding that Goals and Strategy are the same; they are not. A company may have the goal of “Expanding operations in China”, or “Grow 3% YoY”. A strategy is a broad view of how to achieve the goals “In the next two years we will open a service centre in China” or “We will establish a staff development pipeline to support our growth”. When excessive detail becomes part of the strategy, then it drifts very quickly into the realms of Tactical or even operational decision making. When that happens, the result is Chaos! The Data Community must take their share of the blame for why Good Strategy goes bad as well.

The CEO needs three lights on her desk; Red, Amber & Green if Green then she can play golf.

While that’s a joke, there is a surprising amount of truth in the statement; your CEO must be focused on strategy. When you routinely present management layers that should be focused on strategy with Tactical or Operational data, you invite them to micromanage. So there has to be a balance as you move to become data-driven. Your strategy needs to define success factors and then review the validity of those periodically. REMEMBER – “wrong” does not always mean incorrect; great strategy drives behaviours that will lead to the goal. So those defined “Success Factors” will lead to your tactical decisions being far more transparent with people able to pre-empt changes. Operational decisions are also able to influence “Success Factors” so you see Tactical changes being made as a result.

Let’s put this into a scenario to see if it makes sense. In 2020 COVID has had a significant impact on our lives. In the UK, we have adopted a Micro-management strategy, that makes it impossible to plan or prepare anything beyond a week or two in the future. What would the data-driven alternative be?

Goal: Preserve the UK economy and workforce

Strategy: In the absence of a vaccine ensure that support services are not overwhelmed, and businesses are given the best chances of remaining viable. 

“Success Factors”

  1. R-rate 
  2. Intensive Care Bed Utilisation – %

Ideally, you want to look for four or five success factors. Each success factor is then assigned a Red, Amber Green value, i.e. R-Rate less than 1 = Green, 1.0 – 2.0 = Amber greater than 2.0 = Red. By combining your factors, you can build up local pictures to allow people to engage and prevent the tactical decision to implement restrictions actively. So, by presenting your Success Factors together and defining clear rules, i.e. all green = low risk, one amber = medium risk, three ambers = High risk, All Amber or one Red = Very High Risk. By adopting this view, it becomes possible to present just the four levels when required and a local breakdown of those figures for people to be able to understand where their area is today and if it is moving in a positive or negative direction. 

I hope you can see from this simple example that when you become data-driven decisions become clearer, and most importantly, things stabilise. It becomes clear what will be done under the circumstances, and that brings greater levels of clarity to your business. Like building innovation requires stability; so if you want your business to benefit from Continual Improvements or foster Innovations, then you need to provide that stability. My goal has always been to empower businesses through their data. Geordie Consulting brings a wealth of experience and skills to support your business transformation.

Ross Waterston
Director (Founder)
Geordie Consulting & Geordie Intelligence

Change your perspective

black and white blackboard business chalkboard

The work we do in partnership with Geordie Intelligence is a significant part of what we do, and it gives us an excellent way of showing what we can deliver. Dataset 007: Loans allowed us to introduce Process Mining to a broader audience.

Process Mining is a method coming of age, thanks to technology. Henry Ford invented the Production Line still used in many factories today. Process Mining is the modern way of assessing the success of a Production Line; the best thing is that it applies anywhere. In the last decade, I have seen more solutions delivered with “Journaling” capabilities. Combine that and your existing KPI’s (or a standard set) suddenly the goal of Continual Improvement becomes rooted in your data.

In the past, I would help people to embed principals of Continual Improvement. No solution is ever perfect, and it should be furthest from perfect on delivery day. Accepting that truth is one I have witnessed all levels of a business struggle with, however, in life, we believe it, so why do we struggle in business?

“Why do we fall Master Bruce?”
Alfred – Batman

A little-known gentleman called Benjamin Franklin said

“Without continual growth and progress, such words as improvement, achievement, and success have no meaning.”

Year on year company executives say that is going deliver growth in an area or expect revenues to change x%, how is any of that possible without change. That change is Continual Improvement. Remember Continual Improvement activities do not always yield a direct positive result, in those cases, you learn, and that is the “improvement”.

Back to Process Mining. The ability to see where things are taking a long time to complete allows you to identify areas for possible improvement. Seeing cycles (steps flip-flopping or chains of steps looping back) is a clear opportunity for progress. It is also much simpler to quantify benefit as you can see “optimally” routed instances and see how they have performed against these “sub-optimal”. Remember, suddenly, it is possible to embed this directly into your Enterprise Analytics Platform. The value proposition offered by Process Mining is enormous, embedded Process Mining is significantly more valuable. At Geordie Consulting we’ve been working with Processes. We have delivered across many of the processes businesses use from HR, Finance, Sales, R&D to IT. This breadth of experience means we can always add value. We want to maximise the utilisation of the data you have already. This will grow not just your Analytical capabilities but also your Continual Improvement opportunities. Get in touch and start your continual improvement.

Ross Waterston
Director (Founder)
Geordie Consulting & Geordie Intelligence

Building a Data Culture

Recently we have been following a video series on YouTube that shares a lot of what we are trying to do. It is always comforting to know that our beliefs are not completely out there.

Here at Geordie Consulting we embrace the principals of #dataculture, and #datadrivendecisionmaking. However, we believe that the benefits of this mindset are not just for business. #powerbi will benefit your #businessintelligence, but as you use it more you will find that the accessibility of #dataanalytics within the tool makes #insights and #innovation accessible also.

Please take some time to watch Matthew’s Video series. it is extremely well thought out and is something we would advise all businesses to be thinking about.

We have arrived

Geordie Consulting Limited Logo

Geordie Consulting is finally here. The last five years have made this possible. For more than 20 years I have been trying to identify a solution to the challenges I faced with my customers; how to enable them to manage their own data and to gain insights into what their business or business area is doing. Five years ago, Power BI burst onto the scene and everything changed. Suddenly a Business Intelligence (BI) tool was born, based around the familiar Excel environment that is so near and dear to so many. Power BI also did another amazing trick. It made it possible for non-specialists to consume reports then change a few filters to gain the insights they needed.

I hope you’ll join us in our journey to change the way we all do business. I believe in Democratisation of Data, alongside the good things come from being open and transparent. Only by improving our Data Literacy can we do that. And who knows, as we all become a little smarter with our data, maybe together we can change the world!

Ross Waterston
Director (Founder)
Geordie Consulting & Geordie Intelligence