Ultimate Guide To Turning Data Into Actionable Insights
Updated: Sep 13
“Without big data, you are blind and deaf and in the middle of a freeway.” – Geoffrey Moore.
Big Data and Analytics have become a crucial driver of progress for firms across many industries. The 'big' in Big Data points to the massive volume of data involved.
Many firms use these massive amounts of data to uphold their decisions rather than driving their actions. But why?
The worst case would be to ignore your data and what it has to say. After all, data holds value only if you can render it into actionable insights. Such insights drive an action, particularly those that make you rethink and drive you in a different direction.
Armed with meaningful analytics, industry leaders can promote actions to improve the bottom line. Data is not meant to be used as a crutch.
So here we have collated a few strategies for transforming data into actionable insights:
1. Data Visualization - Ask the Right Questions
Here we discuss the questions you should ask about the context, demand, thought, and consequence of your data.
This process of defining the right questions can help you to visualize data effectively.
Questions must reflect the perception of a company's strategic preferences and an understanding of the significant pain points that business analytics and profitability data can help mitigate.
2. Pattern Recognition
One of the most critical steps in converting your load of data into actionable insights is Pattern recognition.
This will help you to see further beyond information and gain knowledge. Not all patterns that the data depicts are relevant. The implication of every pattern must be reviewed rigorously, and those must be recognized which answer your questions accurately.
3. Insight Articulation - Track Your Insights
There is no 'right' or 'wrong' way to analyse data. There's only one 'appropriate for your business' way. Reliable insights come by using data to answer a business question for you.
"One size fits all" is thus a misconception, and all stated "best practices" may not be good for your business at all.
Evaluating the insights that emerged out of the recognized and relevant patterns earlier according to your business needs becomes very important. Because you can’t manage what you can’t measure. You can capture these insights and place them on a flip chart to track each one, effectively.
4. Insight Incubation - Alter Your Insights, If Needed
People. Not Technology.
An able team will give you the needed insights from your heap of data. It is quite easy to fall into the trap of huge amount of data and get myopic while mining through it. Synthesizing the findings and crafting insights should be done without forgetting the bigger picture.
This strategy is a critical one, which asserts that you and your team must be given some time away. This helps you take a wholesome look at distinguishing the insights and pronounces the need for alterations if any. This will lead to your rephrased actionable insights to be used as the fuel for ideation.
5. Reaction Assimilation
After ascertaining insights, it is essential to assemble the reactions of all the concerned workers.
They were included during the initial stages. This aids in determining whether the insights resonate and enforce the user enough to make key decisions.
Leveraging information into insights can prove to be useful for many organizations.
The Bottom Line
In today's marketplace, businesses are under continuous pressure to raise profitability. This, in turn, is implying them to explore even higher levels of transparency into financial performance. It will unearth insights that will enhance decision making and generate value.
The approach to turn the raw data into actionable insights is to combine and interpret data from all sources to influence better and optimized business decisions.
Thus, it is necessary to turn this humongous amount of data into useful insights to avoid data overloading. Actionable insights are created by examining processed data and forming conclusions.
Ask yourself: What does the information ultimately mean? What point are you trying to make as a firm? How do your inferences and results drawback to the fundamental business problem? You're crafting an anecdote that should spontaneously resonate with your target audience.