Category Archives: Knowledge Management

Want To Improve Your Performance? Increase Your CQ!

A recent article over on the HBR blogs on “how your brain connects the future to the past” discussed some “recent studies” that suggest that the areas of memory that remember the past and the areas of creativity that imagine the future in your brain are almost one in the same. More specifically, the brain’s memory circuits are not merely for reflecting on the past but are also vital mechanisms for imagining, anticipating, and preparing for the future, a skill that each of use needs daily in this fast-paced knowledge-driven economy.

In the business world, it’s a distinct advantage to have a brain that anticipates future demands and negotiates them well because accurate predictions typically translate to success. A proactive brain that flexibly recombines details from past experiences that, by analogy with your current surroundings, help you make sense of where you are, anticipate what will come next, and successfully navigate the transition increases your performance. But how do you get a proactive brain?

The article provided some tips, which included:

  • thinking about your (organization’s) goals for the future,
  • giving your brain a rich bank of experiences, and
  • interacting with others.

In short, increasing your CQ will increase your performance. So what’s CQ? That’s the subject of a new 10-part series, edited by Dick Locke — SI’s resident expert on international trade, that starts tomorrow!

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Clean Data Is Good …

… but the ability to clean it on the fly is better!

Chain Link Research, which has been publishing some of the best thought leadership on Supply Chain Management in recent months, recently ran a piece on “contract and supplier management lessons” that summarized eight key lessons from their recent research. Seven of these are dead on and emphasize lessons I’ve been trying to impart for years (including a couple that still haven’t been learned by most of the space).

The eighth lesson, which states that data cleanliness cannot be overemphasized is correct, but overlooks the fundamental problem associated with data — it will never be 100% clean. Even if you have one hundred bodies manually reviewing and cleansing the data (which is exactly what you get if you buy a certain vendor’s solution, since that’s their unwritten strategy for dealing with all the transactions that their automated mapping algorithm is unable to classify), you’re not going to get it all right. First of all, data is always being added to the system — you’ll never be 100% up to date. Secondly, classifications need to change over time. And, most importantly, humans make mistakes and while they’ll fix some errors correctly, they’ll screw up other errors (which they may miss entirely).

The real to success is having a data analysis tool that allows you to fix an error in real time as soon as its spotted — not a traditional data warehouse where you have to wait weeks (or months) for the refresh. Then you can get away with 80% to 90% accuracy* (which is all you need to figure out where the problems really lie) because, if a supplier or customer spots an error in the data, you can say “sorry, let me fix that”, click on the transaction, click on the link that shows the rule that ultimately produced the mapping, and either (a) change the rule if it is wrong or (b) create a new exception (overlay) mapping rule if the mapping rule is normally right, but this is a special case. The report is updated, very little changes in the big picture, and you move on. That’s the way you do it.

* You can achieve this level of mapping accuracy in a matter of days, creating rules by hand, no matter how much data you have. All you have to do is apply the secret sauce of:

  1. Map the GL codes
  2. Map the top Vendors
  3. Map the Vendor + GL codes (for top Vendors who sell more than one Commodity)
  4. Map the Exceptions (for example, GL codes that always map to a particular Commodity)
  5. Map the Exceptions to the Exceptions**

** If your data is really bad or you have a really sophisticated categorization scheme.

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There’s No Intelligence Behind a Spreadsheet

Not even of the artificial kind. So please, kill those electronic cockroaches now before the infestation becomes so big that the only way to remove it is with enough C-4 to totally obliterate the entire office building.

So what set off this latest rant? Rich Wilson’s comment at the CPO Agenda roundtable in London this May on “budgeting for a wider influence” where he said:

We developed these powerful analytic capabilities that we have applied to high spend categories, but people weren’t using it. So what we have today is a device called RFxpress, for taking an ordinary Excel spreadsheet that is fed into the front end of our application and configuring it. In essence, it enables the user to have the full power of our analytics to invite suppliers at the push of a button and conduct bids over the internet.

BULLCRAP!

Spreadsheets are NOT an analytics tool. They’re a ledger, which can be used as a poor man’s tool for data capture, but not for manipulation, sharing, or collaboration. Why? For starters:

User Entry Can’t Be Controlled

Sure Excel allows a user to define the type of a field and even lets a user define a few macros to check and format data, but considering that another user’s environment might have macros disabled (and, like Office 2008 on Mac, might not even support VB macros) and that any user can override cell types, a user can literally enter anything they want if they have even one iota of technical proficiency.

Cells and Computations Can’t Truly Be Hidden

A…C…K? Better unhide those columns in case they are important! Hmmm … that calculation looks wrong. I don’t really understand it, but I’ll change it anyway.

Application Configuration Can’t Be Controlled

VB supported? Maybe, maybe not. Analytics add-on pack? Maybe, maybe not.Third party optimizer? Maybe, probably not. Etc.

Good Data Goes Bad And Nothing Can Be Done About It

Just like every cell division results in some sort of degradation, be it a shortening of telomeres, an RNA transcription error, or the wrong number of chromosomes, every time a spreadsheet is copied or propagated, new errors are introduced. (That’s why 80% to 90% of spreadsheets have serious errors!)

Freshness is Fleeting

Like a loaf of bread, a static spreadsheet goes stale and gets moldy quite quickly.

Version Control is Impossible

The organization can define all the naming conventions it wants, but people are human and even if they try to follow the standard, they’ll screw up and the repository will degrade quickly. Plus, what happens when two people work on the sheet at the same time and upload a new version at about the same time. Whose is right?

The Sheet Is Not Even Guaranteed to Load

The MS add-in interface is poorly specified and that add-in could easily blow up the sheet, and if the user is unlucky, her installation.

In other words, SPREADSHEETS = FAIL. Is that clear enough?

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Why You Should Use a Consultant

Editor’s Note: This post is from regular contributor Norman Katz, Sourcing Innovation’s resident expert on supply chain fraud and supply chain risk. Catch up on his column in the archive.

Over the years I’ve come to realize that clients rely on consulting services for two reasons:

  1. Because they don’t have the personnel
  2. Because they don’t have the personnel

The difference between the two reasons is that clients either don’t have enough warm bodies to throw at a problem and they need an extra one in the interim or they don’t have the specialized talents and expertise the consultant brings to the table.

Those are two pretty good reasons for organizations to use a consultant — especially one who is willing to transfer knowledge which enables them to take ownership of the projects that they work on jointly with the consultant. For short-term projects of a few weeks or a few months it usually does not make sense to hire an employee when using a consultant is actually a more effective and efficient answer.

So how do you find the right consultant?A great consultant strides to distinguish herself from other consultants by not offering commodity products and services, even though it can be a double-edged sword at times. Let’s face it: a great consultant’s bag of mixed tricks is somewhat specialized and can be a little difficult to explain. Her best “elevator pitch” is likely reliant on the elevator getting stuck between floors for an hour or so. But then again, if a consultant can provide you with their full value proposition in a minute or two, how much do they really know?

But there’s third reason — and a really good one — to use a consultant. And this aspect is what can even separate specialists from being viewed as valued advisors: a good consultant is professionally “out there”.

Aside from reading a daily newspaper or two and approximately a dozen or so various business publications (supply chain, manufacturing, technology, financial, fraud, security, etc.) each month, a good consultant will attend conferences and informational networking events and be on top of current trends and best practices. She will then relay this information to her clients when she learns something she thinks they should know — and do so in a timely fashion. (And, unlike a lawyer, won’t charge a minimum hourly fee to do it!) And the client stays on the ball without having to fork out tens of thousands of dollars to an analyst firm whose reports are stale as soon as they are published.

So hire a consultant today. It’s the best investment you can make with your money.

Norman Katz, Katzscan

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