Presentation prepared for a webinar hosted by the International Association for Information & Data Quality (www.iaidq.org) It looks a a few low cost, high practicality approaches to driving Information Quality change in your organisation.

1. BUILDING IQ
FROM INSIDE
OUT
(OR: 10 THINGS YOU CAN DO FOR LESS THAN
$100 A TIME TO INFLUENCE AND EMBED
CHANGE)
(c) 2012 Castlebridge Associates

2. ROLE MODELS TO
INSPIRE US

3. MAGYVER
Applies principles to problems

4. MAGYVER
Applies principles to problems
Thinks outside the box

5. MAGYVER
Applies principles to problems
Thinks outside the box
Focusses on Solutions

6. MAGYVER
Applies principles to problems
Thinks outside the box
Focusses on Solutions
Focusses on People

7. MAGYVER
Applies principles to problems
Thinks outside the box
Focusses on Solutions
Focusses on People
Is a leader

8. MAGYVER
Applies principles to problems
Thinks outside the box
Focusses on Solutions
Focusses on People
Is a leader when needed
Has a THEME SONG

9. ‘THE DOCTOR’ FROM DR. WHO
Has a THEME SONG

10. ‘THE DOCTOR’ FROM DR. WHO
Has a THEME SONG
Knows EVERYTHING

11. ‘THE DOCTOR’ FROM DR. WHO
Has a THEME SONG
Knows EVERYTHING
Thinks out side the box

12. ‘THE DOCTOR’ FROM DR. WHO
Has a THEME SONG
Knows EVERYTHING
Thinks out side the box
Values People

13. ‘THE DOCTOR’ FROM DR. WHO
Has a THEME SONG
Knows EVERYTHING
Thinks out side the box
Values People
Relies on ‘Companions’
for insight and balance

14. ‘THE DOCTOR’ FROM DR. WHO
Has a THEME SONG
Knows EVERYTHING
Thinks out side the box
Values People
Relies on ‘Companions’
for insight and balance
Is a leader, adapts to crisis

15. ‘THE DOCTOR’ FROM DR. WHO
Has a THEME SONG
Knows EVERYTHING
Thinks out side the box
Values People
Relies on ‘Companions’
for insight and balance
Is a leader, adapts to crisis
11 incarnations of the same
principles and values, with
different style and face.

16. FIRST TAKE AWAY POINT
GET A THEME SONG FOR YOUR TEAM

17. FIRST TAKE AWAY POINT
GET A THEME SONG FOR YOUR TEAM

18. FIRST TAKE AWAY POINT
GET A THEME SONG FOR YOUR TEAM
A theme song helps develop the collective identity of a group
Some psychologists are of the view that music, musical rhythm and
harmony, and the human ability to follow rhythm and harmony in big
groups evolved to help develop neurochemical changes in an individual
that helped them attune to a group identity.

19. A SUGGESTION
I’m Gonna Data Profile (500 Records) *
When I wake up, well I know I’m gonna be,
I’m gonna be the one who profiles early and often for you
When I go out, yeah I know I’m gonna be
I’m gonna be the one who goes along with data
If I get drunk, well I know I’m gonna be
I’m gonna be the one who gets drunk on managing risk for you
And if I haver up, yeah I know I’m gonna be
I’m gonna be the one who’s havering about how: “It’s the Information, Stupid!”
But I would profile 500 records
And I would profile 500 more
Just to be the one who profiles a thousand records
To deliver the profound business benefits of data profiling to your door
(* to the tune of ‘I will walk 500 miles by the Proclaimers)
- With thanks to Jim Harris at www.ocdqblog.com

20. WHAT’S THAT GOT TO DO WITH
QUALITY?

21. HOMEWORK:
WRITE YOUR
THEME SONG

22. COMMUNICATE

23. For millions of years, mankind lived
just like the animals.
Then something happened which
unleashed the power of our
imaginations…
….we learned to talk.
Stephen Hawking

24. If you can’t describe your vision for a change initiative
in 5 minutes or less and get a reaction that signifies
both understanding and interest you have a serious
problem
John Kotter

25. 30
secs
Elevator Pitch: High level outline of current problem, the
Vision for the future, and how you will get there.
3
mins
The Chat: The next level of detail where you can expand on
the Vision and its value proposition
30
mins
The “Big Pitch”: where you can expound in detail on your
Vision and the road map to achieve it.

26. USE STORIES AND NARRATIVE
•
•
•
•
Create desire for change
Share insights into how change is possible
Use metaphor and analogy to help explain abstract problems
Create associations with well known stories or story
characters to ‘short cut’ discussions.

27. USE STORIES AND NARRATIVE
• Explaining to people why “Stewardship” is a better concept
than “Ownership”…

28. USE STORIES AND NARRATIVE
• Explaining to people why “Stewardship” is a better concept
than “Ownership”…
Tell people they have the “One Ring” to control the data
they “Own” and it may become their “Precious”…
(and the rest of the organisation becomes “Nasty
Hobbitses”).

29. SET A TASK OF TELLING THE
STORY
30
mins
30
secs
3
mins
Story Library
4
Communication Opportunities per day (big, small)
Per Person in your team
(and ask them to ask each person they talk to to share the story 4 times as well)
(CAVEAT: This must be OUTSIDE of formal project meetings, but can be along side them)

30. DID YOU HEAR THE ONE ABOUT
CHESS?
•
Inventor of popular board game invited to name reward
•
Asked for a grain of rice to be placed at A1, 2 at A2, 4 at A3, and
for the amount to double each time until the 64 squares were
covered in rice.
How many grains of rice did
the humble chess board
maker get in the end?

31. DID YOU HEAR THE ONE ABOUT
CHESS?
•
Inventor of popular board game invited to name reward
•
Asked for a grain of rice to be placed at A1, 2 at A2, 4 at A3, and
for the amount to double each time until the 64 squares were
covered in rice.
•
Number of Grains of Rice resulting =
18,446,744,073,709,551,615
• Inventor became king

32. A pile of rice bigger than Mount Everest

33. UNDER COMMUNICATING
Kotter identifies 3 patterns of under communication:
1.A good vision is developed but is communicated with just a few
meetings and memos. The team then reacts with surprise when
people don’t seem to understand or be aware of the new approach
2.The organisation head invests time in making speeches to
stakeholder groups. However lower levels are virtually silent.
Surprise occurs when results don’t match expectations
3.Lots of effort is put into promotion and communication only for
highly visible and influential people to act in ways that are counter
to the vision and undermine it.

34. THE SECOND HALF OF THE
CHESSBOARD
The point where an exponentially growing factor
begins to have a significant economic impact on an
organization's overall business strategy.
Source: wikipedia, image by Andy0101

35. THE SECOND HALF OF THE
CHESSBOARD
The point where an exponentially growing factor
begins to have a significant economic impact on an
organization's overall business strategy.
4 communications per team
member per day
Potential impact?
From a team of 3 people?
Source: wikipedia, image by Andy0101

36. UNDERESTIMATING POWER OF
VISION
Vision plays a key role in producing useful change
by helping to direct, align, and inspire actions on
the part of large numbers of people. Without an
appropriate vision, a transformation effort can
easily dissolve into a list of confusing,
incompatible, and time-consuming projects that go
in the wrong direction or nowhere at all
John Kotter

37. UNDERESTIMATING THE POWER OF
VISION
A vision is a clear and compelling statement
of where all this is leading

38. LINKING TO QUALITY
PRINCIPLES
Adopt a CONSTANCY OF PURPOSE
Adopt a NEW PHILOSOPHY
AND SHARE IT WITH PEOPLE

39. A FREE THING TO DO NOW
STEAL THIS BOOK
http://www.sethgodin.com/ideavirus/01-getit.html

40. HOMEWORK
• Define a good Mission/Vision
• (lots of books to help you with that)
• With your team, develop and rehearse your talking
points for:
• 30 Second Elevator Pitch
• 3 Minutes in the Lunch Line at the cafeteria
• 30 Minutes in a taxi cab across town
• Take your material on the road
• Try work your Mission/Vision into your Theme Song!!

41. CLEARLY DEFINE
YOUR
INFORMATION
OBJECTIVES

42. WHAT DOES THE INFORMATION
MEAN?
Mailing List Database

43. WHAT DOES THE INFORMATION
MEAN?
Mailing List Database
OR
Master Reference Data Set supporting
•Customer Registration
•Product Purchasing
•Sales
•Invoicing
•Inventory Management
•Customer Segmentation
•Credit Management
•Call Centre operations
•On-line Retail
•Risk Management….

44. WHAT DOES THE INFORMATION
MEAN?
Mailing List Database
OR
Master Reference Data Set supporting
•Customer Registration
•Product Purchasing
•Sales
•Invoicing
•Inventory Management
•Customer Segmentation
•Credit Management
•Call Centre operations
•On-line Retail
•Risk Management….

45. MEANING AND PURPOSE IS
KEY!!
“So far, for 50 years, the information revolution
has centered on data - their collection, storage,
transmission, analysis, and presentation.
It has centered on the "T" in IT.
The next information revolution asks, what is the
MEANING of information, and what is its
PURPOSE?”
PURPOSE
Peter Drucker, quoted in the Atlantic Review, August

46. MEANING AND PURPOSE IS
KEY!!
“So far, for 50 years, the information revolution
has centered on data - their collection, storage,
transmission, analysis, and presentation.
It has centered on the "T" in IT.
The next information revolution asks, what is the
MEANING of information, and what is its
PURPOSE?”
PURPOSE
Peter Drucker, quoted in the Atlantic Review, August

47. HOW?
• Involve relevant stakeholders
• Identify “Key Resulting Outcomes”
• Determine how Information and quality
information contributes/enables those
outcomes
• Get agreement on a clear statement of
what the objective of the information is

48. HOW?
• Map Processes
• Understand Value Chain/Value Circle for
Information in your organisation

49. THE INFORMATION VALUE
CIRCLE
©English 2010
Shipping
Clerk
3
Pick
Order
Warehouse
Clerk
4
Ship
Customer
Order
Ship
DB
Credit
Analyst
Contact
Centre Rep
2
Approve
Customer
Order
Fin DB
Fin DB
Order
DB
Customer Request
“Customer places Order”
Accounts
Receivable
Clerk
6
Apply
Customer
Payment
Audit
DB
Auditor
Customer
1
Create
Customer
Order
Accounts
Receivable
Clerk
5
Invoice
Customer
Order
Customer Benefit
“Satisfied Customer”
7
Audit
Order
Cycle

50. VALUING
INFORMATION

51. THE PROBLEM WITH VALUE

52. THE PROBLEM WITH VALUE
“Value” is less
tangible.
Value to whom?
Valued for what?
TCO of solutions/software
is tangible and easy to
measure

53. START THINKING IN TERMS OF “VALUE
AT RISK”
Source: Data Migration Practices and Tiered Storage Management:
Challenges and Opportunities, Prof Paul Tallon and Dr Jim Short, Paper prepared for a webinar in September 2010
http://hmi.ucsd.edu/pdf/DataMigrationSept_2010_webinar.pdf

54. WHAT IS THE VALUE AT RISK?
What is the Value At Risk for Customer Data in a Call Centre?

55. WHAT IS THE VALUE AT RISK?
What is the Value At Risk for Data in a Call Centre?
No data?

56. WHAT IS THE VALUE AT RISK?
What is the Value At Risk for Data in a Call Centre?
No data?
Incomplete Product Data?

57. WHAT IS THE VALUE AT RISK?
What is the Value At Risk for Data in a Call Centre?
No data?
Incomplete Product Data?
Missing Customer Data?

58. WAYS TO MEASURE VALUE
• Fixed Costs of areas that put information to work
• i.e. call centre desks, computers, light & heat, rent etc.
• Reason: No data = no value derivation from that investment.
• Activity Based Costing
• Analyse information chains in the organisation to identify
bottlenecks and areas of cost that could be avoided if quality was
improved.
• Reason: Scrap and Rework is Wasted Value.
• Capture Anecdotes and try to put some data with them
• Look at support case logs for problems with a DQ root cause.
• In these cases DQ is driving up TCO for the organisation.
• Find out how often (anecdotally) a particular problem occurs, then
put some monetary value around each instance of the problem.
• Regulatory Penalties
• What fines or other sanctions might be levied if information can’t be
trusted?

59. EXAMPLE?
New SVC platform installed in large organisation
• Held customer names/addresses in concatenated fields.
• Outbound Call Centre systems required
firstname/lastname and a 4 line address to load dialler
systems and Campaign management system.
• Majority of sales, particularly in consumer market, driven
by outbound telemarketing.

60. THE VALUATION CALCULATION
Outbound Sales
Revenue Target for
that year
+
Costs of paying Call
Centre staff &
overheads
+
Sunk costs in dialler
and call centre
software systems

61. THE VALUATION CALCULATION
Outbound Sales
Revenue Target for
that year
+
€3.5 million
Costs of paying Call
Centre staff &
overheads
150 staff @ avg €30k
€4.5 million p/a
+
Sunk costs in dialler
and call centre
software systems
€3million, with 4 yrs
to run on business
case for ROI
Value at risk from not fixing problem was: €11 million
Cost to fix: <€200k

62. INVEST IN
TRAINING,
LEARNING, AND
KNOWLEDGE

63. BUILD A LIBRARY
Have a book shelf in your team area where
other people can borrow reference books

64. BUILD A LIBRARY
Have a book shelf in your team area where
other people can borrow reference books
Promote it. Give co-workers ‘library cards’.

65. BUILD A LIBRARY
Have a book shelf in your team area where
other people can borrow reference books
Promote it. Give co-workers ‘library cards’.
Track who is reading what

66. BUILD A LIBRARY
Have a book shelf in your team area where
other people can borrow reference books
Promote it. Give co-workers ‘library cards’.
Track who is reading what
Use it to start conversations

67. BOOK CLUB/DISCUSSION
GROUP
AKA ‘Learning Circles’ or ‘Knowledge Cafes’

68. BOOK CLUB/DISCUSSION
GROUP
AKA ‘Learning Circles’ or ‘Knowledge Cafes’
Brown Bag Lunch sessions
Presentation on a topic
Assign reading (not mandatory
but encouraged)
Discussion

69. BOOK CLUB/DISCUSSION
GROUP
AKA ‘Learning Circles’ or ‘Knowledge Cafes’
Need to relate to a particular issue
or opportunity in the organisation
Present people with new ways of
looking at current problems
Make it ‘open invitation’

70. PROVIDE ‘IN-HOUSE’ TRAINING
Best way to learn is by teaching.

71. PROVIDE ‘IN-HOUSE’ TRAINING
Best way to learn is by teaching.
IQ Leader can start the teaching

72. PROVIDE ‘IN-HOUSE’ TRAINING
Best way to learn is by teaching.
IQ Leader can start the teaching
More effective if you
encourage team to teach
each other…

73. PROVIDE ‘IN-HOUSE’ TRAINING
Best way to learn is by teaching.
IQ Leader can start the teaching
More effective if you
encourage team to teach
each other…
Lunch-time tutorials
‘Down-time’ tutorials

74. PROVIDE ‘IN-HOUSE’ TRAINING
Best way to learn is by teaching.
IQ Leader can start the teaching
More effective if you
encourage team to teach
each other…
Lunch-time tutorials
‘Down-time’ tutorials
IQ Leader needs to have a PLAN

75. WHY TEAM SHOULD TEACH

76. WHY TEAM SHOULD TEACH
Done well, Team as Teacher
supports Level 3 to 5

77. HOW TEAM SHOULD TEACH
• Avoid basic ‘Student as Teacher’ model (scares people off)
• Break team into groups if possible
• Assign small units of content to teach
• Need to have a plan for how required training topics will be
covered so learners can see ‘interconnectedness’
• Guidelines are
• Teacher can deliver content any way they want
•
(Goal is to make them think about the material and how to explain
it to others…)
• Teacher needs to ensure that their audience has understood
content correctly
• IQ Leader needs to support teacher in delivery by helping to
ensure correct and respectful environment

78. WHO THE TEAM SHOULD
TEACH?
Primary focus –
the rest of your team and
immediate stakeholders

79. WHO THE TEAM SHOULD
TEACH?
Primary focus –
the rest of your team and
immediate stakeholders
Secondary focus –
Open the doors, see who turns
up!!

80. WHY?

81. WHY?
ine the
? Imag
s
t Effort one ran
“Bes
if every eir best
chaos
ying th f
ound tr eory o
ar
out a th inform their
with
dge to r”.
knowle
Disaste
ctions.
a

82. What if we train them
and they leave?

83. What if we train them
and they leave?
..What if you don’t and
they STAY?

84. HAVE A HAPPY
UNCONFERENCE

85. A WHAT NOW?
An unconference is a facilitated, participant-driven conference centered on
a theme or purpose. (Wikipedia: http://en.wikipedia.org/wiki/Unconference)
An unconference is a conference organized, structured and led by the
people attending it. Instead of passive listening, all attendees and
organizers are encouraged to become participants, with discussion leaders
providing moderation and structure for attendees.
(Techtarget.com: http://whatis.techtarget.com/definition/unconference)

86. KEY POINTS
•
Agenda structured and led by the attendees (bottom up agenda
setting)
•
Actively facilitated by organisers (to cluster topics, drive focus
onto important topics etc).
•
Topics directed by the attendees
•
•
In advance, often using a wiki or similar tool to make suggestions
and vote on topics
• On the day in the first hour using Affinity diagrams, Sticky notes, and
caffeine powered Facilitators
Audience participation
•
•
•
They define schedule
They present on topics
They prioritise what is important

87. BUT WHAT ABOUT THE
SCHEDULE?

88. KEY POINTS
FEED THE
PEOPLE!!
•Social interaction of peers is
important in an Unconference
•Doesn’t have to be fancy

89. KEY POINTS
The Law of
TWO FEET
•If not learning
•Or not contributing
•Move to another
session

90. QUALITY PRINCIPLES
PARALLEL
•
VOICE OF THE CUSTOMER

91. QUALITY PRINCIPLES
PARALLEL
•
VOICE OF THE CUSTOMER
•
Deming’s 14 Points for Transformation

92. QUALITY PRINCIPLES
PARALLEL
•
VOICE OF THE CUSTOMER
•
Deming’s 14 Points for Transformation
•
•
“Break Down Barriers”
“Put Everyone to work…”

93. QUALITY PRINCIPLES
PARALLEL
•
VOICE OF THE CUSTOMER
•
Deming’s 14 Points for Transformation
•
“Zero Defects Day” (Philip Crosby)

94. QUALITY PRINCIPLES
PARALLEL
•
VOICE OF THE CUSTOMER
•
Deming’s 14 Points for Transformation
•
“Zero Defects Day” (Philip Crosby)
•
Crosby suggests having a “launch party”
for your quality initiative with balloons etc.

95. QUALITY PRINCIPLES
PARALLEL
•
VOICE OF THE CUSTOMER
•
Deming’s 14 Points for Transformation
•
“Zero Defects Day” (Philip Crosby)
•
Using Tools and Techniques

96. QUALITY PRINCIPLES
PARALLEL
•
VOICE OF THE CUSTOMER
•
Deming’s 14 Points for Transformation
•
“Zero Defects Day” (Philip Crosby)
•
Using Tools and Techniques
•
•
•
Affinity Diagrams
Brainstorming
Prioritisation

97. ONE APPROACH TO TIME
TABLE
09:00 – 09:45
•Brief participants
on approach
•Participants use
post-it notes to
stick their
suggested topics
on flipcharts.
10:15 – 10:30
•Have a “KeyNote”
kick off presentation
•Use to give
OTHERS time to set
up
09:45-10:00
•Coffee break for
participants.
•Facilitators cluster
similar topics.
•Clustered topics
prioritised based
on number of times
suggested
10:35 – 13:00
•Start each
“unconference
track”
•Facilitated
leadership
•10-15 minute
slots
10:00-10:15
•Present selected
topics and
prioritisation
•Get Audience to
select 3 topics to
focus on from the
short list
•Assign group
facilitators
13:00 – 14:00
•Lunch.
•Feed the people
•Get them talking
to each other!!!

98. A SIDE EFFECT…
Side Effects of UnConferences
1.Stakeholders communicate in “Information
Quality” terms
2.Your team can align vision with priorities
better.
3.People start TALKING about Information
Quality
•
Other side of the Chessboard!!
1.People start wanting to LEARN
•
Lending Library enquiries may go up!!

99. COFFEE AND
BAKED GOODS –
THE UNSUNG
LEVERS!!

100. POWERFUL LEVERS

101. POWERFUL LEVERS
They are great conversation starters…
People have to STOP and focus on the
Coffee-Bearer
They make communication more social
and less formal
They let you bypass formal chain of
command…
They create opportunities to talk for 30
seconds…

102. AN INTERESTING VARIANT

103. AN INTERESTING VARIANT
IQ Team used ‘baking contests” for internal team building

104. AN INTERESTING VARIANT
IQ Team used ‘baking contests” for internal team building
Began to invite senior IQ stakeholders to “help judge”

105. AN INTERESTING VARIANT
IQ Team used ‘baking contests” for internal team building
Began to invite senior IQ stakeholders to “help judge”
Impact:
Stakeholders met the ENTIRE team regularly
Team had an opportunity to share IQ stories/issues
Stakeholders had a forum to raise questions/issues
informally

106. BEING VISIBLE AND
VOCAL

107. THE MIND SET SHIFT
You are running a
business, providing
a service that
people need but
don’t always want.

108. MARKETING 101
People will not buy a service
they don’t know exists, and
won’t be loyal to a brand that
isn’t constantly reminding
them that it exists.

109. TOOLS
Use company intranet (if not possible – MaGyver it).
Have it open to EVERYONE in the organisation.
Link to external content from it.
Write stories about your UnConference, your projects, progress, wins,
interesting things happening outside the org, IAIDQ webinars etc.

110. TOOLS
Use company intranet (if not possible – MaGyver it).
Have it open to EVERYONE in the organisation.
Link to external content from it.
Write stories about your UnConference, your projects, progress, wins,
interesting things happening outside the org, IAIDQ webinars etc.
Set up a mailing list for your communication about Information
Quality.
Make it opt-in (very important)
Use it to point people to your Information Quality Blog/Team Site.
Refer to books, articles, content etc. from inside or outside the
organisation.
Use technology like Microsoft Lync to run regular small exclusive
webinars on topics.
Advertise your team’s services and abilities.

111. BROCHURE
Do you have a ‘brochure’ that summarises
•The skills and technologies your team has
•How they can be applied to common projects or activities
•How and when your team can be contacted?
•Highlights where members of your team
•
•
Have specialist qualifications
Have been recognised professionally (e.g. “conference presenter”)

112. BROCHURE
Do you have a ‘brochure’ that summarises
•The skills and technologies your team has
•How they can be applied to common projects or activities
•How and when your team can be contacted?
•Highlights where members of your team
•
•
Have specialist qualifications
Have been recognised professionally (e.g. “conference presenter”)

113. GO OUT TO COME
BACK IN…

114. CONFERENCES & COMMUNITY
I need training to understand how to
get organisation to value this job and
our approach to doing it.
Until the organisation values this job
and our approach to doing it I won’t
get budget for training.

115. MY STORY (A SNAPSHOT)…
2001 – Arms deep in Data Quality problems in a big CRM project
2002 – Managed to negotiate a free pass to IRMUK DMIQ conference
as a delegate.
2003 – Submitted a proposal to speak at IRMUK and was accepted.
2004 – Submitted again to IRMUK, also started working on own
conference in Ireland ( Also invited to contribute to
foundation of
IAIDQ.
2005 – IRMUK conference, and invited to Chair conference in Sydney,
started submitting articles to IAIDQ newsletter.
Elected to IAIDQ Board. Spoke at CAISE 2005 in Portugal
2006 – Again UK Conference, this time a half day tutorial, Larry English
invited me to author article for his column in DMReview.
Vendors start quoting my articles back to me in work
IT strategy team in work also start quoting me (without
realising it)
2007 – London, Las Vegas, Dublin
2008 – London, San Antonio

116. BENEFITS OF CONFERENCES
ETC
•
•
•
•
•
Validation of ideas
Exposure to new ideas
Challenging of ideas
Learn from others
Building network of contacts
(sounding boards etc.)

117. SOME MATHEMATICS
Total spent by me on conference delegate fees since 2001-2009
€0
Have spoken in 5 countries, 3 continents
Value of conferences:
Approximately €30,000 worth of conferences since 2001
It PAYS to contribute to the Community.

118. RUN IT LIKE YOU’LL
BE HIT BY A BUS

119. THE 46A RISK
What happens to the Vision
and the Team if the Leader is
gone?

120. THE 46A RISK
What would happen in an
episode of MacGyver if he was
hit by a bus 15 minutes in?

121. HOW TO MITIGATE THE RISK
Different faces.
Same Values.
Different style.
Continuity of
character not of
characteristics

122. HOW TO MITIGATE THE RISK
You need to plan for
succession & hand off.

123. HOW TO MITIGATE THE RISK
You need to plan for
succession & hand off.
Don’t put all eggs in
one basket though.

124. GOING VIRAL
Team members will leave and take
on new roles in the organisation.
Preparing them to be IQ leaders in
their domains helps spread the
vision, approach, and ideas.

125. WALK THE TALK

126. Apply IQ Principles to your own work

127. Apply IQ Principles to your own work
•
Consistently apply IQ practices in projects
you are running
•
Ensuring quality of information presentation
in reports
Tracking cost & impact of poor
quality/missing data on YOUR functions
•

128. Apply IQ Principles to your own work
•
Consistently apply IQ practices in projects
you are running
•
Ensuring quality of information presentation
in reports
Tracking cost & impact of poor
quality/missing data on YOUR functions
•
•
•
•
•
Focus on principles and practices, not tools
Work to make quick wins for your team
Measure benefits to your team.
Document and communicate them.

130. CONCLUSION

131. THINK ENTREPRENEURIALLY
•
Branding
•
• Theme song
• Project names
• Mascots & gimmicks
Marketing
•
• Setting out a stall
• Getting customers to stop and listen
• Running adverts (your 30second slots)
Learning
•
• Build a library
• Get out and present your stories
• Be creative with training.
• Get your customer involved
Plan for your replacement
•
• Value People
• People are FANTASTIC!!!
Walk the Talk/Eat your own Dog Food
•
If you want others to buy it, you have to demonstrate a commitment to it
yourself!!!

132. DO IT YOUR WAY
Don’t wait for the other shoe to drop with senior
management…
…it may never happen!!

133. DO IT YOUR WAY
Don’t wait for the other shoe to drop with senior
management…
…it may never happen!!
You can’t ask customers what they want and then try to give
that to them. By the time you get it built, they’ll want something
new. – Steve Jobs

134. WHILE YOU’RE WAITING FOR
BUDGET..
If you cannot do great
things, do small things
in a great way. –
Napoleon Hill