The Command Center - one screen to rule them all
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The document is a presentation about using data and analytics to gain insights and make better decisions. It discusses using a "command centre" approach to gather data from various sources onto a single screen to help monitor situations. It provides examples of command centers from different organizations. The presentation cautions that data needs to be interpreted correctly and not all data is helpful, mentioning concepts like "dark data", exceptions, anomalies, patterns and thresholds that need to be considered to get the right picture. It promotes an approach of being alert without being alarmed using analytics to help address risks and opportunities.
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The Command Center - one screen to rule them all
- 1. The Command Centre “One screen to rule them all” Image Source: Brandwatch Vizia, https://www.brandwatch.com/vizia/
- 2. Paul Grant - Digital Strategy & Analytics Manager Core Services Systems Operations Division, Australian Digital Health Agency - Ex Chief Innovation Officer CREATION (London), advising more than 20 healthcare companies, 30 brands, in over 20 languages and 30 countries. Disclaimer No part of this presentation should be construed to be delivered on behalf of the Australian Government or the Australian Digital Health Agency, and any views represented are my own. Mentions of products or services do not imply endorsement. No stipend or other benefit was received in relation to this work. Where a company or technology is mentioned there may exist past or current working relationships. paulgrant interactivestrategy
- 3. Image Source: erik_stein | CC0 Creative Commons https://pixabay.com/en/ring-gold-middle-earth-golden-ring-1692713/ The Ring slowly but inevitably corrupted its bearer, regardless of the bearer's initial intent.
- 4. Hence it is only the enlightened ruler and the wise general who will use the highest intelligence of the army for purposes of spying and thereby they achieve great results. Sun Tzu – The Art of War XIII 27 Image Source: Goodchild A (F/O), Royal Air Force official photographer http://media.iwm.org.uk/iwm/mediaLib//53/media-53443/large.jpg
- 5. Image Source: marcelokato | CC0 Creative Commons https://pixabay.com/en/suitcase-travel-luggage-vacation-2682784/
- 6. Image Source: SpaceX-Imagery | CC0 Creative Commons https://pixabay.com/en/space-center-spacex-control-center-693251/
- 7. Image Source: Dell Social Media Command Center https://www.pcworld.com/article/249394/how_social_is_your_culture.html
- 8. Image Source: KRISTEN FORTIER https://www.fastcompany.com/3054764/inside-paypals-command-center
- 9. Image Source: sasint | CC0 Creative Commons https://pixabay.com/en/hospital-clinic-lamp-light-room-1822457/
- 10. Image Source: Free-Photos | CC0 Creative Commons https://pixabay.com/en/summit-climb-climbing-climber-1209168/
- 11. Image Source: MireXa | CC0 Creative Commons https://pixabay.com/en/cutting-scissors-tree-tool-work-3500397/
- 12. Image Source: SarahRichterArt | CC0 Creative Commons https://pixabay.com/en/wolf-in-sheep-s-clothing-wolf-sheep-2577813/
- 13. Image Source: Jo_Johnston | CC0 Creative Commons https://pixabay.com/en/office-boardroom-meeting-table-1516329/
- 14. Image Source: backy3723 | CC0 Creative Commons https://pixabay.com/en/pulse-hand-health-care-providers-818378/
- 15. Image Source: Comfreak | CC0 Creative Commons https://pixabay.com/en/matrix-code-computer-pc-data-356024/
- 16. Image Source: StockSnap | CC0 Creative Commons https://pixabay.com/en/flashlight-dark-tunnel-underground-924099/
- 17. Illustration credit: Modification from an image by HP/Syncsort So-called ‘Dark Data’ Traditional enterprise data Big Data Risk? Opportunity?
- 18. Image Source: Social Analytics | © 2016-2018 https://www.linkedin.com/pulse/good-war-ai-fight-paul-grant/
- 19. Image Source: Bru-nO | CC0 Creative Commons https://pixabay.com/en/mortar-spices-spice-mix-season-3433970/
- 20. Image Source: bodobe | CC0 Creative Commons https://pixabay.com/en/painting-pencils-pens-watercolour-911804/
- 21. Image Source: Julius_Silver | CC0 Creative Commons https://pixabay.com/en/hamburg-port-of-hamburg-3021820/
- 22. Image Source: Septimiu | CC0 Creative Commons https://pixabay.com/en/puppet-political-cage-occult-3543246/
- 23. Image Source: Alan O'Rourke / Foter / Creative Commons Attribution 2.0 Generic (CC BY 2.0) https://www.flickr.com/photos/toddle_email_newsletters/15599597515/
- 24. Image Source: 6689062 | CC0 Creative Commons https://pixabay.com/en/financial-analytics-blur-business-2860753/
- 25. Image Source: qimono | CC0 Creative Commons https://pixabay.com/en/question-mark-pile-question-mark-1495858/
- 27. Image Source: knollzw | CC0 Creative Commons https://pixabay.com/en/auto-dashboard-steering-wheel-3047614/
- 29. Alert not alarmed • Exceptions • Anomalies • Thresholds • Patterns • Delta Image Source: Security | CC0 Creative Commons https://pixabay.com/en/alarm-clock-clock-time-minute-hour-590383/
- 30. Image Source: AJEL | CC0 Creative Commons https://pixabay.com/en/traffic-light-green-light-1024768/
- 31. Questions
Editor's Notes
- Sauron intended it to be the most powerful of all Rings, able to rule and control those who wore the others. Creating the Ring simultaneously strengthened and weakened Sauron's power. On the one hand, as long as Sauron had the Ring, he could control the power of all the other Rings, and thus he was significantly more powerful after its creation than before;[3] and putting such a great portion of his own power into the Ring ensured Sauron's continued existence so long as the Ring existed. On the other hand, by binding his power within the Ring, Sauron became dependent on it—without it, his power was significantly diminished.[1][3] The Ring slowly but inevitably corrupted its bearer, regardless of the bearer's initial intent. Source: https://en.wikipedia.org/wiki/One_Ring
- Prime Minister, Churchill when he visited the Cabinet Room in May 1940 declared: 'This is the room from which I will direct the war’. Translation: http://classics.mit.edu/Tzu/artwar.html
- The business case - When do you need a command centre?
- Mission / Campaign / Initiative – don’t want to have anything go wrong.
- Customer service model – looking for opportunities
- Transactional anomalies and fraud detection – identifying threats
- Operational model – efficacy, safety, improvements
- Evaluate whether you are achieving your objectives - ‘How are we going?'
- Optimise your processes – tweaking, pruning, trimming the fat
- Identify threats
- Impacts of implementation - Cultural change versus operational
- Sense that finger is on the pulse
- Awareness of data driving decision making
- Shine a light on dark data
- What is dark data…
- Systems thinking
- Cross-functional data integration – cross-pollinate and experiment to discover new insights.
- Cross-functional data integration – art is making it look beautiful – data visualisation is an art, not a science!
- Standardise – containerise. Make secure but portable. Recognise that there are different needs.
- Politics
- Organisation might be too busy to help.
- Differentiate between reporting and monitoring
- Design with questions in mind
- Compliance and risk – appetite to see the truth (e.g. drug safety)
- Reporting versus monitoring – dashboards. Significantly enough to warrant tracking on a daily basis.
- Find the signal in the noise
- Seek the outlier – the abnormal. No use monitoring that everything is normal.
- Don’t create signals if you are not going to obey them – take action. Know what the resulting action is!
- Discussion