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Published online by Cambridge University Press: 05 December 2013
Day after day, day after day,
We stuck, nor breath nor motion;
As idle as a painted ship
Upon a painted ocean.
“The Rime of the Ancient Mariner” – Samuel Taylor Coleridge
THE NEED FOR ANALYTICS
Is that how your enterprise is going – or rather, not going? Which lever should you pull to give it the best impetus? Why this lever and not another lever? How will you decide? And how will you know whether you’ve changed things in the way you intended?
The purpose of this book is to describe how to obtain performance measures that will provide you with a sound basis for answering these questions: measures that can help you focus your efforts on improvements likely to have the biggest impact on your most pressing business issues – how to increase market share, how to reduce staff turnover, how to work better with suppliers, how to build community support for a development.
Most leaders now recognize that it isn’t good enough to rely simply on some financial measures supported by a few indicators such as market share. More information is needed if companies - let alone, countries - are to guard against the sorts of risks that resulted in the 2007-2008 Global Financial Crisis. And there are numerous other risks that can also cause the downfall of the most well-intentioned leader who hasn’t got timely and actionable data.
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