A Legacy of Lean Thinking

This article is a reprint from an athlete that I have had the pleasure of training over the last 10 years. She is one of the stars of the Back-to-Back Virginia State Championship team that was the focus of my previous article Trust the Process – Winning is the Result. It is awesome to see how implementing a culture of Lean Thinking into training not only helped our athletes on the field but, it is shaping them for success off of the field.

Reprint from https://www.linkedin.com/pulse/how-data-analytics-helped-my-team-win-two-predictions-kaplan/

How Data Analytics Helped my Team Win Two Championships—And Predictions for Much More

  • Published on November 24, 2019

Courtenay KaplanNCAA Division 1 Athlete at Radford University1 article Following

Prior to my first graduate-level course at Radford University, I had no real hands-on experience with data analytics. The idea of using codes and equations to compile data into meaningful sets intimidated me as I was unfamiliar with the process and unsure of the skill level needed to complete these computations. Yes, I took the required information technology class during my undergraduate classes to teach me on how to organize and clean up the data I was given, but I had no idea about the countless opportunities to group, sort and analyze the data in ways that could be useful to taking future action. Luckily, I was able to start my master’s degree in marketing this year and enrolled in business analytics course.

Throughout the semester I started to realize the impact that analytics can have on any operation and how useful it can be if performed correctly.

Not only am I a student at Radford University, but I was a goalkeeper on the Women’s Soccer team for the past four years. During my junior year, my team was fortunate enough to qualify for the championship game in the Big South Conference. While we were preparing for the match, our coach showed us film on the opposing team. Through the program InStat, we were able to analyze statistics about the opposing team such as how many of their shots landed on the goal, how many shots came from varying distances, as well as what percentage of their attacks came from either side of the field, to name a few. The statistics that were laid out were completed through analysis of the team’s entire season and their performance. With these insights, our knowledge of the team grew tremendously, allowing us to predict their attacks or at the very least, be aware of their strengths and weaknesses. This awareness allowed us to form a strategic plan to defeat the opposing team. I believe it even helped me stop a penalty kick in the championship game. We watched every goal their star striker had that season. We knew which foot she favored, as well as which side she consistently shot her penalty kicks to. I knew which direction to dive based on analysis of the statistics we gathered. I can’t imagine heading into a game without these analytics. It would be the equivalent of not studying for an exam or prepping for a presentation. And, yes, we won the championship! In fact, we won back to back championships and I believe statistical analysis played a large part of our success.

The impact that analytics had on my team was a key factor to our success. As a collegiate soccer team can be compared to any business, aiming for wins or in other terms profits, while attempting to avoid losses, or costs. If applied correctly, the impact can shape the course of the organization’s future in a constructive way. As my coach prepared for the following season, he reviewed our own team’s analytics that were summarized in a simple manner so that whether you were a freshman or a senior, the technical jargon of the data was simplified.

Another major impact that analytics can have in the soccer world is throughout the recruiting process. Many young players across the nation are constantly trying to find new ways to stand out and become noticed by top schools. If soccer clubs around the nation were to upload their film to the database such as InStat, each of their players that are looking to play at the next level, could have analyses of their play at the ready for prospective college coaches. Many collegiate coaches are often too busy to watch lengthy highlight tapes of your best players over the course of a year or two. However, if you showed them the statistical analysis of how many shots per game were on goal as well as how many of those shots resulted in a goal, they would start to notice that numbers don’t lie. It would not only make it easier for players to get noticed but assists the coaches in finding consistently well-rounded players. They can compare the statistics of prospective players much easier by having data that is mainstreamed and centralized in one source. The coaches could also see how your play has changed over time to track improvement and consistency as those are driving key factors in finding a solid player.

If soccer club associations added this asset to their teams, I predict that the level of play at the organizations would also improve. Prior to having this program, I would reflect on my play and assume I did well if the final result of the game was in my favor. However, that is not always the case as I review the film from a previous game and see all of the action I had and how I dealt with it. I was able to decipher what my weaknesses were and what my strengths were in any particular game and take that feedback into the following weeks training sessions. Instead of covering all aspects of my play, I was able to focus my training sessions on areas that needed help, making my use of time more productive so that I could be a more effective goalkeeper. This change in training was crucial to a successful season as not only am I reviewing the film from previous games, but so are my competitors. This technology was pushing not only myself, but my teammates to a higher standard.

My mom is an elementary school teacher in my hometown and uses analytics to help drive her instruction. Formative and summative assignments are given throughout each unit of study to help inform her teaching. Formative assessments are benchmarks or checkpoints to make sure understanding is occurring. If formative assessments show students are not learning the material, then my mom knows to adjust her teaching. Additionally, throughout the year students in my mother’s second grade class take a nation-wide exam that evaluates their reading and math skills. The exam is administered three times a year to track the student’s growth and knowledge progression to ensure the teacher is adjusting their lesson plans for every student. These benchmarks give insights into how much information each student is retaining as well as their projected growth. Prior to these analyses, teachers were instructed to teach the curriculum as it is, whether they had excelling students who were bored or struggling students who were frustrated. Data analytics encouraged adjustments in teacher’s methodology as well as revealing insights on how far a student has come over years. I believe that this is a crucial addition to the education industry as this is such a critical age for learning and development in children. I predict that the future holds even more individual programs and lessons that match the student’s preference. The personalized learning programs would be focused on their interests and skill level on a nation-wide scale. The use of technology to help evaluate these students will be key as many young students are starting to become more familiar with technology and the advantages it holds in education. If students had their own personal tablets to complete interactive activities rather than standardized worksheets, it may reveal more useful data.

I predict that business analytics will be incorporated into not only into the bigger, long-term decisions of the organization, but into the small day-to-day operations as well. Organizations will start to incorporate trainings for all levels of the management to be familiar with the use of analytics in their specific job duties and how it can help them improve their procedures, productivity or efficiency. Schools will encourage and create new ways to incorporate business analytics into their courses, earlier on in the student’s education. This will give students confidence in data processing and analytics as well as experience with popular programming systems so they can move confidently in the analytics world. I also expect that the next surge of graduates will have data analytics as one of their expertise that they can bring to their job prospects. Due to the integration of business analytics into more day-to-day operations of organizations, there will be growing demand in graduates who have experience in data analytics. Rather than standing out with experience in data analytics, it will become an expectation upon graduation that you are familiar with analytics, if you want to compete in the job search.

Data analytics holds the power to insights that many organizations, such as schools or sports programs, can utilize to streamline their strategic plans in a productive manner. The key is to hold the data in a centralized and organized system to make the analysis easier as well as have employees that all understand the basics of analytics. The base knowledge will assist the organization in a unified effort of asking perceptive questions. These questions may lead to data queries that hold truths that are yet to be found. I’m excited to see in what other ways data analytics can assist coaches, teachers, professors, students, athletes and many other people who are aiming for success.

Your next goal: becoming a Social Business


As I continue to improve myself and my service to clients, I have become involved with Social and Connected Business as the next wave of transformation. Below is an article from my good friend Dioni Nespral from everis Spain.  It was originally posted on our Social and Connected Blog at http://socialconnectedbusiness.com/your-next-goal-becoming-a-social-business/?lang=en

Becoming a Social Business means growing into a social and connected entity, centered in the digital field and that has socialized its internal and external processes, achieving, this way, great flexibility and a dynamic in line with its sector that allow it to innovate and lead the business models of the XXI century.

Past status: lost.

Maybe you can identify with this: sitting with the executive committee of your business area or even with the company’s management team. Presentations are traditional, the message repeated: “we want to be leaders in…”, “our strategy for the next 3 years will be…”, “the increase in the sales shall be of…”, and you think to yourself how little things have changed in the last few years and in the difficulty when obtaining those leading positions when 5 years ago they were feasible thanks to a witty advertising campaign, a good budget and a thorough market analysis. Nowadays, little of this has its effect; only the current share is maintained.

You wonder where the magic wand is and don’t find an answer. Like it or not, the current situation is way beyond us. Not even the lessons learnt in our highly specialized courses or having attended conferences of the biggest gurus of the moment help. This is changing by leaps and bounds. The future is Social, and probably your area, company or organization isn’t and doesn’t have a strategy to get there. It can be the beginning of the end. Perhaps it’s time to take relevant decisions.

Current status: off/online.

History has always meant permanent change. But now even more, due the speed of the change. We are caught between a growing wave of connectivity that seems to have no end. A wave that will continue to change and modify itself, but that cannot be reversed. The world is connected. The Social world has gotten into the lives of the people and in our “natural habitat”: Leisure, work or school and family. Television programs include a social parallel “reality”, sometimes much more interesting than traditional broadcasts. Conversation occurs before, during and after the event and the connotations are different from usual. Conversations between families, schools and parents, are held quickly thanks to the simple sharing tools that can literally accelerate change and strengthen relationships. And all this has an influence in our professional environment.

Our working environment is where we spend more than a third of our day and it is in deep crisis (not economic crisis, but identity crisis). The restructuring of the organization to adapt it to a dynamic and changing environment takes place by increasing the connection between its members, accelerating the exchange of experience and natural knowledge of the company and by reviewing the working model. Nothing will remain untouched, and it is a priority to involve various actors in the business conglomerate. Nobody said being a Social Business would be easy.

Organizations have ambitious programs of motivation, dynamism and integration of talent running in order to change, grow and build new institutions to lead the post-crisis change. And they focus on collaboration, innovation and horizontal communication. All based on the most important values ​​of the network. However, the vast majority of executives surveyed confirmed that they are concerned about the little or non-existing ability of their organization to cope with this new environment. It is not the technological part that worries them, but the required organizational and cultural change. The barriers to overcome when wanting to become a Social Business grow noticeably as we get closer to the heart of the organization. The lack of interest of the management team and the fear towards the lack of management control are two other things that need correcting asides from the obvious absence of a robust strategy and the need to implement a new company culture.

Future status: Social Business.

We enter a new phase regarding strategy. Organizations need be visible for their clients, suppliers and other external agents in. It is clear that social tools are increasing and that the proximity to the clients, suppliers etc.  is no longer limited “from 9 am to 5 pm “. The client, the citizen, requires extreme attention subject to their own experiences, so the organization has to know how to integrate these experiences in the value chain of its service or product, controlling, this way, its Social Customer Journey.

But nothing will work if no movements in the companies and institutions’ internal processes are made too. The real differential value appears here: 80% of the success of an initiative to become a Social Business begins with the socialization of internal processes. Creating networked environments , fostering collaboration among members of the organization, facilitating the horizontality of the processes against the current hierarchy , investing in sociodigital training and the necessary cultural change, launching the transition to socialized customer care channels and establishing innovation models based on collaboration and collective creation , are, among other actions,  necessary to approach the most important challenge that organizations will face in the coming years : becoming a Social Business .

The match has begun. Social&Connected Business? Let’s begin.