How to communicate data

3. YOU DON’T NEED TO BECOME A
WINEMAKER TO BECOME A WINE
CONNOISSEUR.
Professor Xiao-Li Meng

4. There is a
pressing need
for more
businesspeople
that can think
quantitatively
and make
decisions based
on data and
analysis.
Managers do
not need to
become quant
jocks. But
most do need
to become
better
consumers of
data
WHO DO WE NEED?

5. Too many managers and their analyst
colleagues, are simply compiling vast
databases of information that never
see the light of day, or that only get
shared in auto-generated business
intelligence reports.

6. If you’re going to spend the better part of
a decade on a research project, also put
some time and effort into disseminating
your results.

8. As a manager, it’s not
your job to crunch the
numbers; but as
Jinho Kim says- it is
your job to
communicate them.

11. RESULTS WILL “SPEAK FOR THEMSELVES.”
THEY DON’T!
It’s a common mistake our managers and their
employees, need to understand and adapt
to asap.

12. GEORGE ROUMELIOTIS FRAMEWORK
• My understanding of the business problem
• How I will measure the business impact
• What data is available
• The initial solution hypothesis
• The solution
• The business impact of the solution

13. Details on statistical methods(regression
coefficients, or logarithmic transformations)
are not added, as most audiences neither
understand nor appreciate those details;
they care about results and implications.
Focus on telling a good story with your
data — starting with what your audience
really needs to know.

14. It may be useful to make such information
available in an appendix to a report or
presentation,