Interesting interview

Pedro Garcia who writes a blog (http://www.aeriaa.com/) has asked me a number of interesting questions. Please see the answers in his latest post: http://www.aeriaa.com/2013/04/07/airtalk-with-jurgen-weder-neuropies-ceo/

Refresh Rates for Visualization of Real-Time Data

What's your expectation of refresh rate for "real time" data visualization? One could argue that the refresh rate depends on the time when such real-time information is still actionable, i.e. you can still take an action to avoid an issue or to ensure an expected result. This goes beyond traditional dashboards which are being refreshed in intervals. You will have to be notified immediately when something goes wrong or when something did not happen in due time.

That may be a reason why the demand for refresh rates ranges from zero latency to hourly refresh. I would aim for zero latency. Because, as a user, I do not want to ask myself whether this information is up to date. Nor will I want to know when it is being refreshed. In a real-time / operational environment it must be up to date.

Dashboards versus Scorecards

There have been ongoing discussions about the difference between scorecards and dashboards.

In the book Drive Business Performance the authors refer to Wayne Eckerson (Deploying Dashboards and Scorecards, July 2006) with a nice overview.

	Dashboard	Scorecard
Purpose	Measures performance	Charts progress
Users	Managers, staff	Executives, managers, staff
Updates	Real-time to right time	Periodic snapshots
Data	Events	Summaries
Top-level display	Charts and tables	Symbols and icons

Is it important to differentiate? Not really, both present a structured view of the goals and objectives for the organization. Key is to drive efficiency and help them focus on what matters.

Only good news make it to the top

Every manager knows that there are processes of selective filtration which occur in information transmission in organizational hierarchies. In other words, good news travel in lightning speed, bad news are filtered out. In fact, in my experience, they are filtered out only until an underlying problem eventually escalates.

I am not an expert on organizational behavior. Research indicates that interpersonal factors like subordinate's trust in his superior, subordinate's perception of his superior's influence on his career and subordinate's career aspirations are factors influencing the upward communication. The first one seems to be most important.

I am sure we need to work on the trust thing. At the same time we need to make sure that management has access to action-relevant operational information in due time in a simple and straight-forward format. You will now shout 'dashboard' but be aware, dashboards tend to be either over-simplistic or too complicated. The trick might be a good mix of relevant performance indicators in a dashboard format with a filter on what is important and drill-down possibility.

In a later post I plan to write about dashboards, the difference of dashboards to scorecards and why you should not ask managers i.e. users what they should look like. Well, at least not in the beginning.