TIPS & TRICKS

Data Sherlock: The Case of the Wrong Metric

In this week’s case, our Data Sherlock was brought into a very mature IT organization that had a large blind spot. At this company, the average tenure of key leaders was over five years, they had clear roles and responsibilities and worked as a flawless team 95 percent of the time.

However, the CIO, who happened to be the newest member of the team at less than nine months, knew the team had an Achilles heel that reared its head every 30-45 days. See, this team operated as one unit and a united driving force for good right up until something went wrong. Once there was a problem, all teamwork went out the window because each leader or team was only focused on one metric–mean-time-to-innocence (MTTI). The CIO was not happy about this rush to score MTTI and he knew there had to be a better way.

This is why the CIO first reached out to our Data Sherlock and requested a one-on-one conversation outside the office. Their discussion helped the CIO understand why this rush to MTTI was so prevalent in the organization and why it would eventually cause irrefutable damage to the team if it persisted.

As the CIO shared the internal workings of his organization, it became clear why each team was always in a hurry to score MTTI. The facts uncovered during their one-on-one meeting was that each leader had their individual tool of choice for their silo of responsibility. And the different leaders didn’t have the ability to access the tools or data of their colleagues to see what was happening across the organization. Worst of all, no leader had an inkling of how to to look at the big picture or the service that the business was running as a whole. It was this revelation that led the CIO to invite our Data Sherlock in to speak with his leadership team.

The CIO’s team was looking at each silo individually: 

The CIO kicked off the meeting by stating the facts as he saw them, and then invited our Data Sherlock to share how the team could move forward.

After a brief summary of the data collected during our Data Sherlock’s review of the organization, our Data Sherlock offered up a framework that would remove the need for MTTI, “I only have two suggestions and one recomendation for you as it is clear that most of the time you operate as a flawless unit.”

“The first priority of this organization is to establish a service-oriented view of everything you offer the company as a whole. This could be quote-to-cash, procure-to-pay or customer 360, but until you as a whole operate at this end-to-end service view, all of you will naturally fall back on your tool of choice and MTTI will be the outcome.”

Our Data Sherlock recommended a service-oriented view:

“Second, and equally as important, each of you needs to ensure that the data collected in your tool is populated in a repository that can be accessed by all your team members and is related to the service outlined in point one. After ensuring your data is accessible to all, you should ask yourself if you can get the value of your tool another way, as you are likely spending lots of extra money on duplicate tools.

My recommendation is quite simple. You need to review what Splunk software has to offer, because it is the only platform on the market that can easily ingest all the data from your various tools, can take machine data and relate it to a service via Splunk IT Service Intelligence (ITSI) and, lastly, Splunk customers have historically retired many point solutions that don’t add value to the entire organization.

In the end, MTTI is not healthy but is a natural outcome of point solutions and encourages a lack of appreciation of the end-to-end service.”

With this, the CIO thanked our Data Sherlock and started up-leveling the conversation to reviewing the services offered and the tools used that could and should be replaced.

Case Closed.

Z  - Data Sherlock

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