Cookies help us display personalized product recommendations and ensure you have great shopping experience.

By using this site, you agree to the Privacy Policy and Terms of Use.
Accept
SmartData CollectiveSmartData Collective
  • Analytics
    AnalyticsShow More
    image fx (67)
    Improving LinkedIn Ad Strategies with Data Analytics
    9 Min Read
    big data and remote work
    Data Helps Speech-Language Pathologists Deliver Better Results
    6 Min Read
    data driven insights
    How Data-Driven Insights Are Addressing Gaps in Patient Communication and Equity
    8 Min Read
    pexels pavel danilyuk 8112119
    Data Analytics Is Revolutionizing Medical Credentialing
    8 Min Read
    data and seo
    Maximize SEO Success with Powerful Data Analytics Insights
    8 Min Read
  • Big Data
  • BI
  • Exclusive
  • IT
  • Marketing
  • Software
Search
© 2008-25 SmartData Collective. All Rights Reserved.
Reading: No Wait in Kuwait – But Some Weight
Share
Notification
Font ResizerAa
SmartData CollectiveSmartData Collective
Font ResizerAa
Search
  • About
  • Help
  • Privacy
Follow US
© 2008-23 SmartData Collective. All Rights Reserved.
SmartData Collective > Uncategorized > No Wait in Kuwait – But Some Weight
Uncategorized

No Wait in Kuwait – But Some Weight

GaryCokins
GaryCokins
6 Min Read
SHARE

I am in Kuwait today and am completing a four week international seminar tour ending in Dubai, Saudi Arabia, Qatar, and now finally in Kuwait. What have I observed? It never ceases to astound me how middle managers seem to quickly comprehend the principles and benefits of the various enterprise performance management methodologies – but their executive teams above them often don’t!

What’s going on? This has been a mystery to me that I have some theories that may explain this paradox. I refer to it as a paradox because aren’t executives supposed to be smarter than middle managers? Why are executive teams an element of the “weight” that is slowing the adoption rate of applying managerial methodologies such as strategy maps, balanced scorecards, customer profitability analysis, and business analytics? Here are my theories:

Theory 1 – Executives have been burned in the past by systems implementations that did not fulfill the high ROI promises of large scale systems implementations such as an enterprise resource planning (ERP) system. My belief is these systems do provide the raw transactional data to be exploited for better decision making…


I am in Kuwait today and am completing a four week international seminar tour ending in Dubai, Saudi Arabia, Qatar, and now finally in Kuwait. What have I observed? It never ceases to astound me how middle managers seem to quickly comprehend the principles and benefits of the various enterprise performance management methodologies – but their executive teams above them often don’t!

More Read

How to service-orient your love life
Is Unstructured Collaboration the Key to Business Agility?
5 Questions To Ask Before Embedding Business Intelligence Into Software
Breaches of data confidentiality can be costly
A CTO Analysis of Secretary of State Hillary Clinton’s Speech on Internet Freedom

What’s going on? This has been a mystery to me that I have some theories that may explain this paradox. I refer to it as a paradox because aren’t executives supposed to be smarter than middle managers? Why are executive teams an element of the “weight” that is slowing the adoption rate of applying managerial methodologies such as strategy maps, balanced scorecards, customer profitability analysis, and business analytics? Here are my theories:

Theory 1 – Executives have been burned in the past by systems implementations that did not fulfill the high ROI promises of large scale systems implementations such as an enterprise resource planning (ERP) system. My belief is these systems do provide the raw transactional data to be exploited for better decision making, but the modeling tools and analytics were not (or were deficiently) applied to transform the data into meaningful information.

Theory 2 – Executives are distracted by daily firefighting. Their pre-occupation with solving a myriad of never-ending one-off problems prevents the time to think of longer-term sustaining solutions.

Theory 3 – Executives continue to exhibit silo-based behavior that narrows their view on how the seamlessly integrated methodologies of the performance management solutions produce enterprise-wide synergies. One plus one can be greater than three.

Theory 4 – Executives know something that their middle managers don’t know. Maybe executives believe their middle managers and employees teams are not capable of leveraging the cross-functional benefits of enterprise performance management. My belief is executives under-estimate the competencies and ability to learn that middle managers possess.

Theory 5 – Executives were promoted to their positions less on their understanding the business they are in and more on cunning and politics.

I have more theories, but you probably see the theme and pattern that I am postulating. To be fair, some executives do “get it.” But they too are up against something few of us were ever trained on – behavioral change management. Resistance to change, which is human nature, is very large. It is much larger than most everyone realizes.

The managers in Kuwait and other rising countries and economies I visit are rarely different than managers in established North America, Europe, and Asia-Pacific organizations. Most middle managers and employee teams are anxious to implement improvements and don’t want to “wait” to get going. But they have this heavy “weight” of executive teams that are wary or reluctant to take next steps up the stages of maturity ladder. A great resource to better understand these stages are being researched by Howard Dresner, President of Dresner Advisory Services, an IT analyst firm. Howard’s Performance Culture Maturity Model is one of the best frameworks I have seen that explains what is necessary to ascend to higher levels of enterprise performance management and improvement.

There are no valid reasons to wait, in Kuwait or anywhere.

TAGGED:business analyticsenterprise performance management
Share This Article
Facebook Pinterest LinkedIn
Share

Follow us on Facebook

Latest News

Generative AI models
Thinking Machines At Work: How Generative AI Models Are Redefining Business Intelligence
Artificial Intelligence Business Intelligence Exclusive Infographic Machine Learning
image fx (2)
Monitoring Data Without Turning into Big Brother
Big Data Exclusive
image fx (71)
The Power of AI for Personalization in Email
Artificial Intelligence Exclusive Marketing
image fx (67)
Improving LinkedIn Ad Strategies with Data Analytics
Analytics Big Data Exclusive Software

Stay Connected

1.2kFollowersLike
33.7kFollowersFollow
222FollowersPin

You Might also Like

Take the Predictive Analytics in the Cloud survey

2 Min Read
advanced business analytics benefits
Analytics

Yes, Advanced Business Analytics Can Cut Costs

6 Min Read

Irony and WordPress.com advertising

1 Min Read

Bi , Ba and Bs

3 Min Read

SmartData Collective is one of the largest & trusted community covering technical content about Big Data, BI, Cloud, Analytics, Artificial Intelligence, IoT & more.

AI chatbots
AI Chatbots Can Help Retailers Convert Live Broadcast Viewers into Sales!
Chatbots
giveaway chatbots
How To Get An Award Winning Giveaway Bot
Big Data Chatbots Exclusive

Quick Link

  • About
  • Contact
  • Privacy
Follow US
© 2008-25 SmartData Collective. All Rights Reserved.
Go to mobile version
Welcome Back!

Sign in to your account

Username or Email Address
Password

Lost your password?