A technical overview of how I'm applying the methods and ideas of the Becoming Data Driven in Business series.

Every analytics project consists of two parts. The technical part, and then the 'get the organisation on board' part. We talk about why the latter is the real challenge.

In a business context, what should you think when presented with a time series? Or: a really dumb question that nobody seems to talk about.

The process behaviour chart is the easiest way to differentiate between routine and exceptional variation. This is everything you need to know to use it well.

A lesson from a four month accelerated expertise experiment. Or: why creating new drills for a deliberate practice training program isn't as difficult as you might think.

It turns out that operational excellence results from the pursuit of a certain form of knowledge and using metrics in business is about the pursuit of this knowledge. This is Part 3 of the Becoming Data Driven series, and the result of a deep dive into the field of Statistical Process Control.

The answer, like most things from Statistical Process Control, is more surprising and more obvious than you might think.

Two case studies of real world competitive advantage, followed by a question: was this a moat or not?

Most companies skimp on process improvement. But the surprising thing is that they do so not because they're bad or lazy — but because there are system dynamics that prevent them from doing so. We take a look at what those are.

Focus may be about saying no to good ideas, but it certainly doesn't mean doing one thing at a time. This is what focus looks like at an organisational level, told through the story of a business turnaround and the Marine Corps approach to war.