This Focused Performance Weblog is a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective. TOC is noted for its applications in Project Management and Multi-Project Management (Critical Chain) and Operations Management (Drum-Buffer-Rope), as well as in Marketing, Strategic Planning and Change Management (TOC Thinking Processes). If you are on an archive page, current postings are found here.
The importance of analytics and access to the 'right information at the right time by the right people' has been largely heralded as a business imperative and essential to enabling the execution of successful business strategy. Consequently, more and more departmental and enterprise-wide data aggregation and analysis projects have come into existence with applications deployed in hopes to more efficiently and effectively understand 'the business.'
Despite these nominal developments that might otherwise be taken as presaging a new 'culture of analysis' for business management, there is a widening gap between the ability of the new technologies to deliver information beyond management expectations and the actual use of that data by management to make improved business decisions.
It's the logical analysis of situations -- the understanding of cause-and-effect that results in what the numbers are saying -- that lead to "improved business decisions." As Goldratt titled one of his books, referring to Information technology and its outputs, it's Necessary but Not Sufficient in the effort to improve organizational performance. What helps round out the sufficiency is the application of logical analysis to provide a context for the quantitative analysis. You can't run a business "by the numbers" alone.
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