Category: Meta Analytics

Has well as you can’t manage what you don’t measure, you can’t measure what you don’t understand or don’t know. That’s why I was writing in the past posts about systems, then about organisational systems. During last years companies were trying, without really achieving any interesting result, to implement data driven cultures as a way to combat the disorientation generated by the surfeit of information. The failure can be explained by the non-systemic view managers normally has about organisations. They addresses the problem in the same way they converted they companies in Green Companies, by adding an isolated area in

In my previous posts I was talking about theories of systems and the “Meta Theory” called General Theory of Systems as a way of simplifying and studying organisations. In this post we will organise the parts of the Organisation Systems in general categories that can be also taken as “Variables” for its future “Flow Analysis”. INPUTS: Data. Money. Work. Technology. Energy. Capital Goods. Equipment. PROCESSING: Production Lines. Assembly lines. Management and skills. Generate interest in purchasing. Increase engagement. OUTPUTS: Products. Services. Results. Sales. Registered user. Dividends. Taxes. Information. Customer satisfaction. Employee satisfaction. CONSTRAINERS: Company internal lobby. User experience management. Change

The Digital Analytics Association defines Digital Analytics as the measurement, collection, analysis and reporting of internet data for purposes of understanding and optimising digital usage. It’s not a minor thing that analysis and reporting are separated. Analysis and reporting are two really different things. 1. Analysis: Is the process of breaking a complex topic or substance into smaller parts to gain a better understanding of it. The technique has been applied in the study of mathematics and logic since before Aristotle (384–322 B.C.), though analysis as a formal concept is a relatively recent development. The word comes from the Ancient

Most companies were founded in a time when there was a shortage of information. Getting the information was extremely expensive and not very useful since it normally came along late (and it was normally used just to justify a decision what was already made) . Today getting information is not expensive any more. Actually you have information everywhere and almost in real time for a very low cost. This avalanche of information instead of improving the decision making process is making it harder or in most cases impossible. Today’s managers and executives say that they are drowning in data. Most