"The types of graphics used in operating a business fall into three main categories: diagrams, maps, and charts. Diagrams, such as organization diagrams, flow diagrams, and networks, are usually intended to graphically portray how an activity should be, or is being, accomplished, and who is responsible for that accomplishment. Maps such as route maps, location maps, and density maps, illustrate where an activity is, or should be, taking place, and what exists there. [...] Charts such as line charts, column charts, and surface charts, are normally constructed to show the businessman how much and when. Charts have the ability to graphically display the past, present, and anticipated future of an activity. They can be plotted so as to indicate the current direction that is being followed in relationship to what should be followed. They can indicate problems and potential problems, hopefully in time for constructive corrective action to be taken." (Robert D Carlsen & Donald L Vest, "Encyclopedia of Business Charts", 1977)
"Part of the strategy of regression modelling is to improve the model until the residuals look 'structureless', or like a simple random sample. They should only contain structure that is already taken into account (such as nonconstant variance) or imposed by the fitting process itself. By plotting them against a variety of original and derived variables, we can look for systematic patterns that relate to the model's adequacy. Although we talk about graphics for use after the model is fit, if problems with the fit are discovered at this stage of the analysis, We should take corrective action and refit the equation or a modified form of it." (John M Chambers et al, "Graphical Methods for Data Analysis", 1983)
"We can gain further insight into what makes good plots by thinking about the process of visual perception. The eye can assimilate large amounts of visual information, perceive unanticipated structure, and recognize complex patterns; however, certain kinds of patterns are more readily perceived than others. If we thoroughly understood the interaction between the brain, eye, and picture, we could organize displays to take advantage of the things that the eye and brain do best, so that the potentially most important patterns are associated with the most easily perceived visual aspects in the display." (John M Chambers et al, "Graphical Methods for Data Analysis", 1983)
"Many of the applications of visualization in this book give the impression that data analysis consists of an orderly progression of exploratory graphs, fitting, and visualization of fits and residuals. Coherence of discussion and limited space necessitate a presentation that appears to imply this. Real life is usually quite different. There are blind alleys. There are mistaken actions. There are effects missed until the very end when some visualization saves the day. And worse, there is the possibility of the nearly unmentionable: missed effects." (William S Cleveland, "Visualizing Data", 1993)
"Anyone who has seen, and especially used, a highly responsive interactive visualization tool will be struck by two features. First, that a mere rearrangement of how the data is displayed can lead to a surprising degree of additional insight into that data. Second, that the very property of interactivity can considerably enhance that tool's effectiveness, especially if the computer's response follows a user's action virtually immediately, say within a fraction of a second." (Robert Spence, "Information Visualization", 2001)
"All good KPIs that I have come across, that have made a difference, had the CEO’s constant attention, with daily calls to the relevant staff. [...] A KPI should tell you about what action needs to take place. [...] A KPI is deep enough in the organization that it can be tied down to an individual. [...] A good KPI will affect most of the core CSFs and more than one BSC perspective. [...] A good KPI has a flow on effect." (David Parmenter, "Pareto’s 80/20 Rule for Corporate Accountants", 2007)
"Many management reports are not a management tool; they are merely memorandums of information. As a management tool, management reports should encourage timely action in the right direction, by reporting on those activities the Board, management, and staff need to focus on. The old adage 'what gets measured gets done' still holds true." (David Parmenter, "Pareto’s 80/20 Rule for Corporate Accountants", 2007)
"A persuasive visualization primarily serves the relationship between the designer and the reader. It is useful when the designer wishes to change the reader’s mind about something. It represents a very specific point of view, and advocates a change of opinion or action on the part of the reader. In this category of visualization, the data represented is specifically chosen for the purpose of supporting the designer’s point of view, and is presented carefully so as to convince the reader of same." (Noah Iliinsky & Julie Steel, "Designing Data Visualizations", 2011)
"Data alone isn’t valuable. In fact, it can be expensive in time and resources to manage and maintain. The analysis of this data is closer to something that is valuable. A clearly communicated analysis starts to transform a reflection of the world into knowledge in the minds of people. Even so, knowledge alone does not make your organization better. It is the decisions and actions of people - based on this data-sourced knowledge - that is the goal. But these decisions are seldom made in a vacuum. In most organizations, decisions are a collaborative, social experience. People come together to discuss options, review their knowledge of the situation, and arrive at a path to go down. Herein is one of the great powers of effective data products: They can shape and guide these discussions. Conclusions are seldom clear-cut, even when there is data to support a direction." (Zach Gemignani et al, "Data Fluency", 2014)
"Data captures actions and characteristics of the real world and transforms them into something that can be examined and explored after the fact." (Zach Gemignani et al, "Data Fluency", 2014)
"Just because data is visualized doesn’t necessarily mean that it is accurate, complete, or indicative of the right course of action. Exhibiting a healthy skepticism is almost always a good thing." (Phil Simon, "The Visual Organization: Data Visualization, Big Data, and the Quest for Better Decisions", 2014)
"Further develop the situation or problem by covering relevant background. Incorporate external context or comparison points. Give examples that illustrate the issue. Include data that demonstrates the problem. Articulate what will happen if no action is taken or no change is made. Discuss potential options for addressing the problem. Illustrate the benefits of your recommended solution." (Cole N Knaflic, "Storytelling with Data: A Data Visualization Guide for Business Professionals", 2015)
"If you simply present data, it’s easy for your audience to say, Oh, that’s interesting, and move on to the next thing. But if you ask for action, your audience has to make a decision whether to comply or not. This elicits a more productive reaction from your audience, which can lead to a more productive conversation - one that might never have been started if you hadn’t recommended the action in the first place." (Cole N Knaflic, "Storytelling with Data: A Data Visualization Guide for Business Professionals", 2015)
"A data story starts out like any other story, with a beginning and a middle. However, the end should never be a fixed event, but rather a set of options or questions to trigger an action from the audience. Never forget that the goal of data storytelling is to encourage and energize critical thinking for business decisions." (James Richardson, 2017)
"Indicators represent a way of 'distilling' the larger volume of data collected by organizations. As data become bigger and bigger, due to the greater span of control or growing complexity of operations, data management becomes increasingly difficult. Actions and decisions are greatly influenced by the nature, use and time horizon (e.g., short or long-term) of indicators." (Fiorenzo Franceschini et al, "Designing Performance Measurement Systems: Theory and Practice of Key Performance Indicators", 2019)
"The intended endpoint or destination of a data story is to guide an audience toward a better understanding and appreciation of your main point or insight, which hopefully leads to discussion, action, and change. However, if you have several divergent findings and try to combine them into a single data story, you may run the risk of confusing your audience or overwhelming them with too much information. To tell a cohesive data story, you must prioritize and limit what you focus on. Sometimes an insight deserves its own data story rather than being appended to the narrative of another insight." (Brent Dykes, "Effective Data Storytelling: How to Drive Change with Data, Narrative and Visuals", 2019)
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