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.
My experience is that having too much data is more likely to lead to a wrong decision than having too little data...
Don’t get me wrong. I live for stats and metrics: CPA to ROAS to BA to OB and ERA (yes, baseball my favorite analytic endeavor). Yet, having too much data can be paralyzing. It can make overall strategies harder to execute. Each decision can become more and more difficult. It can turn into a data puzzle with no end.
So, next time you have consumed enough data to get that inkling in your gut go with it.
The question for me, however, is whether "enough data" is the precursor to the "inkling in your gut," or if one understands the environment sufficiently from a macro view, the "inkling in your gut" shouldn't serve as a hypothesis which is then tested by data. Of course, "enough data" could be made up of long general experience rather than specific detailed numbers.
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