Tag Archives: management

Why you need Change Management in successful BI products adoption. Effective implementation strategies.

I promised to prepare a post about strategies of BI product successful adoption. It is a really hard work to achieve this. Not because your company CEO is a miser, and he or she doesn’t want to give any penny more for technology or on hiring a new workforce or outside company that works for you. The true challenge is to change the way people think … and behave.

Is Excel still the main data processing tool in your company? Do people still value working with this tool, because of its simplicity? If your answers are yes, you should already feel that changing their work habits is not a piece of cake.

BI solutions are new tools that need to be adapted in your organizational structures with proper care. Introducing a new tool goes hand in hand with introducing a new process. Introducing a new process involves managing change. And that is exactly what adoption is – the change management case.

Many organizations have in their structures Change Management department that can support BI projects in better and faster implementation by leverage knowledge of change management processes and techniques. Human Resources department can be very useful as well when it comes to redesigning some people habits and behaviours. I highly recommend asking them for support in any initiatives involving the introducing any new solutions.


Before we delve into the subject, let me briefly explain what change management is. It is a structured approach to prepare and support the entire organization and individuals in making organizational change.

For me, the term “change journey” is more appealing than “change management”. I associate change with the human factor more than with processes because without people’s willingness any change will take place. There are several methods or frameworks to lead successful change, however, for BI products adoption I found ADKAR model appropriate.


A like AWARNESS of the need for change

From my experience, it is very important to start communicating about the change a long time before it happens. There is a psychological explanation behind this: people don’t like changes. They must get familiar with it, so preparation is key.

There are many channels that can be used for that purpose such as intranet, emails, workshops, and face to face meetings. The message should focus on answering why change is needed and on the benefits for each individual and the entire organization. It is important is to address any concerns or biases related to the change. (I wrote more about it here).

Ask HR department for support in this sensitive case. Involve top management as the voice of change.

D like DESIRE to participate and support the change

Although all efforts go into Awareness phase, it doesn’t mean that the results will be spectacular. The reason is that each person must make their own inner decision whether to support the change or not. Many practitioners point out that win hearts and minds is the most difficult part.

The main challenge here is how to get people to care about something they don’t care right now?

As unfaithful Tomas, most of us have to see to believe. Data platform projects are relatively long-term and for most of the time, end-users do not see results. Fortunately, we often create PoCs (proof of concepts) or prototypes to test certain assumptions. These small pieces of work can be shared to prove major concepts of a new approach. If this prototype is prepared to address one of the main company’s pain points, it would be easier to promote the new approach in the organization because of its undoubted value, which shows how this change can work for them.

K as KNOWLEDGE on how to change

This phase is associated with learning new tools and new skills. Many organizations use Excel to communicate data. Most of the time they prepare reports and send pdf files by email. Introducing a new tool like Power BI or Tableau forcing breaking old habits and behaviors and building a new one. This transition must be supported by delivering inhouse training that will bridge the gap between current knowledge and skills and desired one. In addition, all training must follow with creating an internal space where people have access to information about this new tool and have a place where they can share their experience and find answers to their questions.

Too often I observe a common scenario, that a new tool is introduced, however, staff training is not budgeted. This gives rise to a lot of frustration when people are required to provide valuable analysis, but they lack skills.

A as ABILITY to implement desired skills and behaviors

Having knowledge doesn’t mean that you know how to put it in practice. It takes time for people to develop a strong conviction that they are capable to use new tools for expected results. They won’t do it without support from the company side. Bringing in trainers or field experts who will work with them for a while can speed up learning process and smooth transition from the old to new approach. The main slogan here is practice, practice and even more practice.

R as Reinforcement to sustain the change

Have you heard about the “JoJo effect” when it comes to weight loss? It often happens that people who put a great effort into losing a few kilograms and spent several weeks or months on exhausting diet and psychical activities, very quickly regain their original weight. The reason is that they didn’t change their habits but only suspended for a while. There is even scientific proof that our brain reverts to safe, comfort and well-known practices. Therefore, maintaining the change is very demanding.

Before we are going to introduce a new approach, we must find out how the current processes are like and what people think and feel about it. Most of cases in organizations there are two or even more ways people do certain things. The first one is official procedure which can be found in organizational documents or regulations. The second one is the informal way people really work. This informal approach manifests their habits, behaviors and beliefs and is significant for us. Without revealing true processes, the new change won’t be successfully implemented due to lack of knowledge of how to implement it in such a way that people would be open to accept it.  


Quick wins

You don’t have to start big. Start small.

When working with the client, we usually choose only one business area to improve. This could be sales performance, for example. Then we makeover reports, or we design them from scratch, develop and make them available as the reporting platform. This short cycle has many benefits. First of all, we can quickly verify technical aspects of the proposed solution, check with the stakeholders whether the product meets all the requirements, and what is most valuable if the product can be release to wider audience and prove its usefulness to them.

Leverage old tools

Instead of introducing rapid change as revolution, sometimes we can achieve better results by doing it in slower pace like evolution. If your employees are used to using Excel, don’t take it away from them. Most of the BI products have possibility to extract data into an Excel file. Focus in the first phase on process automation and ensuring a single source of truth. Anyway, they have to use the BI product to retrieve some data. Over time, as they trust and become familiar with the tool, they will start using it instead of extracting data from it.

Top management involvement

Recognition and a pat on the shoulder is not enough. Every change (as well as every initiative) requires fully committed top-level managers.

Several years ago, at one of my previous employers, I was involved in designing and implementing a new business intelligence tool. The goal was to provide a large number of reports covering all business aspects. The task wasn’t easy due to its complexity and data accesses challenges. Most of data were stored with IT department which didn’t want to share accesses. The first release took us almost a year (it was long before I heard about Scrum 😊). As you can imagine tremendous effort and time has been invested in delivering this tool.

This project was under company digitalization umbrella and aiming to improve the availability of information at every level of organizational hierarchy. However, most senior managers didn’t use this new platform, where they had all important information at their fingertips. They preferred the old-fashion style to send tones of emails asking for these essentials.

As you get the impression the adoption wasn’t spectacular, I would say that we missed the momentum.

There is a proverb that “the example comes from above”. I believe that if senior managers presented themselves as hard users of the platform, it would have enormous impact on the platform usage.

Ambassadors of the new approach on each level of organizational hierarchy

Apart from Top management, you need army of true believers, who will be a voice of change. These people should come from different departments and from different levels of company’s hierarchy. They should be a role model for their colleagues.

There is no better option to involve people by giving them the chance to become fathers and mothers of the initiative. Parents love their children selflessly.

You can follow the tactic of one of my clients. They formed working teams with people from different departments, who were involved in the design of a brand-new reporting platform. These people talk about their new project in the halls, canteens, and during cigarette breaks. This is a perfect example of viral marketing!

Support, support and once again support

How would you perform driving a car without hours of training and a good teacher? Likewise, your people need teachers and resources to learn and master their skills. You can leverage whatever works: on-demand or instructor-led training, online resources, community groups or newsletters with examples how to use and read data from the new BI product.

One of my clients constantly uses emails to send out extensive examples presenting usefulness of the BI product. They provide screenshots and guide others on how to use a tool, but more importantly how to analyze with the tool and create insights.

Start with day one

The last good practice that I want to present is to combine BI products into internal processes. This tactic forces people to use this tool and cut any discussion, whether they deem it relevant or not.

That tactic is for companies that really have ambitions to become a data-driven companies quickly. In such case all teams have to start workday by checking the latest data and on that basis and making decisions what they will do today to improve the performance, for example.

The great example is Daily Scrum – meeting (one of Scrum time boxes). During this event, a team relies on yesterday’s activities planning today’s activities. They use Kanban board to track data about the progress of current work.

Likewise, dashboards or reports should be used as a mandatory tool for daily stand-ups to discuss ongoing performance and set the next directions.

Data storytelling for busy people – strategies which always work

Do you need to know how to tell stories with data?

Ask yourself how often do you use data in your daily job? Or maybe how many times do you use data to convince others to your ideas? If your answers range from rarely to often, then this post is for you.

One scene from the movie “Silver linings playbook” stuck in my memory. The main character after having an explosion caused by hearing his wedding song, is sitting in the therapist’s office, and complaining that it would not have happened if that song had not been played in the therapist’s office. The response of the therapist was clear and brief “You need to build your own strategy how not to be afraid of that song”.

Building strategies helps us to be more productive and perform better, whether it is in our work environment or our private life. Our brain just loves mental shortcuts, and strategies are those shortcuts.  Especially when we are in a hurry and need simple solutions which always work.

 Let’s see what strategies we can prepare to make data communication more effective and efficient.


Comparisons are always a good choice when we want to present the progress of initiatives, outcomes of introducing new processes, or showcase sales performance in different markets. People compare things in their brains all the time, so any story based on comparison will be easy to understand. But it needs to be well-crafted.

Before and After

This strategy works well when delivering outcomes of recently introduced new initiatives or processes. Old state data is the best background to emphasize big change or the success of a new approach. You can present benefits or results in several dimensions: process, employees’ satisfaction, increase in a number of clients etc. Anything you deem valuable for your business.

As an example, we can put together two dimensions: employee’s satisfaction and a number of human errors. In Picture 1, it is easy to see that changes have improved the employees’ satisfaction and resulted in a decrease in human errors. Simple column charts displayed side by side will suffice to represent this data. Adding lines connecting columns makes visualizations more suggestive.

Picture 1

Us vs. All

Every good manager should brag about her or his team and highlight what a great job they do for the organization. If your team, the product, sales, or converted leads are the best, show how they stand out from the rest of the company.

To draw attention to your data, you can change its colour. This simple trick will distinguish your data from the others and push it to the foreground. See Picture 2.

Picture 2

Where are my stars?

When analysing revenue growth, we consider what is pushing it forward and what is holding it back. A very popular concept is to present leaders and laggers. The popularity of this concept stems from human nature. We admire and envy the best, but love the worst because they are worse off than we are!

C-Levels managers like to see contributors of the growth on the waterfall chart because this visualization shows at a glance which contributors have made money for the company and which have lost. For our revenue growth example, we can use two different colours to indicate leaders and laggers.

Picture 3

Changes over time

Changes over time are the next group of strategies which use the familiar comparative idea with a whole story set in time.  We can present how something develops over time and what is more appealing for our audience how it might be in the future. For such stories, we use line charts.

Show me the bright future!

Who would not want to know the future? Well, I do not… But, when it comes to the business environment the answer is always: everyone. When I work with clients, the trend of any phenomenon is a must. Many decisions within an organization are based on current trends and an estimation of future outcomes.

However, every data scientist will warn against relying too much on historic data. There is a strong tendency to predict future business performance behaviour based on past results. To temper expectations, we can provide several scenarios based on the same dataset. This approach will add value to our analysis if we introduce factor parameters to each scenario. Typically, three scenarios are provided: optimistic, realistic, and pessimistic.

To illustrate the technique, I will use an example with revenue growth (every CEO cares about revenue growth). The main factor in the example could be the launch of product A in a new market. As we all know, launching a product on a new market can be a huge success, but on the other hand, it can also be a spectacular failure.  Using sales of product A as a parameter, we can create three separate revenue scenarios for the upcoming fiscal year.

Picture 4

Factors of success or failure.

Another story which is attractive for the audience is about factors which influenced the results of the phenomenon. This narration is based on our natural tendency to look for cause and effect relationships. Maybe if we knew what had triggered results in the past, we could use it in the future to prevent bad impact or use identified factors to achieve better outcomes?  This strategy is great when you want to convince senior managers to spend money on the next marketing campaign. Simply show them the periods with and without marketing campaigns on the line chart, where they can easily observe the ups and downs of the line representing sales. Do not forget to add some call outs to strengthen a message. See picture 5.

Picture 5

Connecting dots

The last strategy which I want to bring closer to you is about presenting the most crucial business metrics on the one-pager. This strategy is a master level, because whoever prepares it must be aware of connections between separate metrics and the overall influence which they have on the business health. This is very practical when trying to understand which processes drive others. The one-pager can show usual suspects, threats, and opportunities. For instance, if your core business as a company partner is selling services to the specific hardware, you can expect a drop in sales if hardware sales fall down.

Picture 6