Aug 24, 2017

Using Big Data to Create Big Business

Business Has Changed!

There was a time when we could dictate from the top what a business had to be. Someone had to have the responsibility of business decisions so there could be responsibility and accountability.

This was a C-suite focused decision-making approach.

Today the fastest growing businesses are customer led not CEO led. And it is easier to navigate these ships because customers tell you where you should be spending your time, money and resources.

A consumer focused decision-making approach.

How do we shift gears?

Shifting from one type of model to another is difficult because a lot must change in the business. By the way, businesses don’t take long to change people do. Businesses spend millions each year getting their people to change and doing what the business needs them to do.

The world of (web and business) design has had to change to match the new business paradigm. No longer are design teams designing. They’re facilitating groups of users/patients/customers across the design space. Ironically, this too is much easier to navigate than the previous paradigm of command-and-control in design teams.

What makes this navigation even easier is your data.

But not ‘big data’ because that data is useful for big business appealing to the masses. The data we’re interested in is the data gathered from within your business, within your patients, your carers and your clinicians. They tell us how to make your business better, why data is showing up the way it is and the ‘why’ is the explanation behind the data.

This makes good business sense and is the intel you must have to make good business decisions. Unpack this knowledge and create a story wall of information so you know what changes must be made.

In web and business design, bringing the combination of business data and people knowledge to the table with a problem-solving framework is the secret sauce you could be missing.

The Value Proposition

Last quarter our clients told us we reduced solution design time by 30% and increased acceptance of a team-agreed solution by 60-70%.

That’s not just good. That’s amazing. It just seems to work well. Time and time again.

We’ve been taking data, clinicians, patients and carers across this simple, step-by-step design-thinking framework and getting teams to agree to the solution(s) to a problem. Teams (inside health) of 5-8, 25+ and 60+ people.

The data helps us validate what your team says is going on at the operational level, with what your data is saying analytically. The combination is a big step away from guessing and an even bigger step towards knowing we’re creating the right change for everyone – carers, clinicians and the going concern of the business.

Next Steps.

Good data is your first step. Find out what your patients, carers and clinicians are saying. Hear it straight from the horse’s mouth. Raw. Then load that into a problem-solving framework and solve it with your team. That’s how you agree on a team decision and commitment on what needs to change, whether it be something digital, a business operation or an operational process. Then identify and track high–value metrics, apply the changes and measure.

Rinse and repeat.


The main benefit of this way of working is it’s easy. The second and by far the most important, is this approach will attract 60-70% greater acceptance within your team with the changes that must to occur for the business to realise the result.

Think about that for a moment.

How much time is spent getting people to do what you need them to do for business efficiency?  What does that cost you annually? How effective is that in the business right now?

Wouldn’t you like to make that 60-70% easier!

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