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On March 1, 2021, Aspirent earned the Top Workplace award by the AJC for the second time in a row! This is an incredible honor for our firm, we work hard to create a great culture for our consultants and clients. This award is a big deal for us and a further indication of our progress and we look to build the leading consulting firm for Analytics. Aspirent believes that the satisfaction and associated retention of our consultants is key to our long-term success.

Some of the latest dashboard products include “data-prep” tools that simplify and automate data sourcing and transformation tasks, offering the potential to accelerate the development process. Leveraging these tools can also simplify development and maintenance as transformation logic is written through advanced user interfaces that avoid locking transformation logic deep in code. Dashboard tools also allow some degree of data transformation and metric calculation in real time which provides additional flexibility, in some cases with a minimal performance hit. Often, it makes sense to use a blended approach, combining database and SQL transformations with data prep tools to load the refresh the dashboard and then perform real-time metric calculations on this foundation.

Mark Hodgdon, Manager in the Execution Practice for Aspirent, recently did an interview with Dave Prior of Leading Agile and the Drunken PM Podcast on Personal Kanban. In the interview Mark and Dave talk about how using Personal Kanban can help manage all aspects of day-to-day life: home, work, and even a band. Mark shares the different boards he uses to keep his work sorted and also shows what he has started doing to track performance metrics on his use of Personal Kanban. The discussion and examples show how Personal Kanban and agile practices can be used on a personal level to manage work and non-work projects.

An example would be teams go to the work versus work going to the teams. By combining the CLEAR WHY with organizational change management (OCM) these specialists can provide answers based upon their due diligence of understanding the organization to avoid the pitfalls mentioned here. Gaining understanding led by impartial discovery through surveys and interviews as to how leadership, management, and staff envision the scaling to happen and what it means to them is the seed to establish the plan. This discovery can be blended into the scaling plan to provide insights as to how to coordinate across the enterprise and synchronize the change to help maximize the benefits of scaling while minimizing confusion and lack of ownership.