Actionable Intelligence and the Mindmarker Analytical Tool


What to do with your Mindmarker Data?

We all know that Reinforcement is more than sending reminder messages. In this article I discuss optimizing your Mindmarker Reinforcement Program by turning the data in your Analytical Tool into Actionable Intelligence.

Based on the reinforcement objectives for learning and behavior outcomes, Mindmarker determines what is to be measured. Quiz Questions, Survey Questions and/or Open Ended Questions are used to gather data about participants’ performance and behavior change throughout the Reinforcement Program.

When I talk to clients, they often ask me to measure everything. “To measure is to know”, they say. In 9 out of 10 conversations I have to stop the client in what they want to measure. A Mindmarker Reinforcement Program is not an assessment tool. Instead, the participants’ engagement and positive behavior changes are the goals. It’s about optimizing your training by having participants apply what they learned, measuring participants’ behavior change, and proving your training ROI.

Nevertheless, I do agree with the quote “To measure is to know”. Your Mindmarker Analytical Tool will provide you with valuable data. But if you don’t do anything with this data, measuring is useless. Mindmarker emphasizes that clients turn the data in their Analytical tool into Actionable Intelligence.

Converting Data into Actionable Intelligence

The process below shows what you should do with the data in your Mindmarker Analytical Tool to make focused actions that drive the improvement of your organization.

  1. During your Reinforcement Program, data is being collected from carefully crafted and planned measurement Mindmarkers. The first step is to organize this data.
  2. After you’ve organized the data it can be converted to information in the form of customized reports from the Analytical Tool.
  3. This information will be reviewed and the next step is to analyze the information to convert it intoknowledge.
  4. Use this knowledge to predict why/what will happen. Knowledge then becomes intelligence.
  5. Based on this intelligence you can identify potential decisions to be taken.
  6. Make the decision and take action.

But it doesn’t end here. The cycle continues as you then measure the result of these actions. Organize the data, convert it into Information, and so on. This is how raw data turns into Actionable Intelligence. Measuring is so much more than just knowing- you must translate that knowledge into intelligence that drives your actions.

Here are 3 important Key Points:

  1. For intelligence to have value it must deliver timely answers and actions in order to influence business outcomes.
  2. The availability of data is not an immediate way to improve your business. You must translate that data into Actionable Intelligence.
  3. Statistical models that are missing large sets of data and don’t include influencing data never predict the future; they can be used only to identify past performance.

Questions about Actionable Intelligence

When I talk to clients and explain our Analytical Tool they ask me, “How do I know if I need to take action?” My answer is simple: “Well, how critical are the questions that keep you awake at night?” Then they ask me the next question. “How many people should be using the Analytical Tool?” Again my answer is simple: “Well, how many key managers are currently obtaining and using adequate intelligence effectively for decision making?”

You might encounter these roadblocks when you start to use Actionable Intelligence:

  • Managers don’t value the intelligence (“I know my team”).
  • Managers consider intelligence a luxury.
  • Inability to incorporate it into strategy.
  • The data is not analyzed by the right people.
  • The function doesn’t meet the real needs and concerns of decision makers.
  • The Actionable Intelligence never makes it to the key decision makers.

The Intelligent Organization and the Mindmarker Solution

I want to add 4 important points of attention if you are seriously considering creating the Intelligent Organization:

  1. Adjust decision-making process and culture.
  2. Open communication lines.
  3. Align intelligence to decision-making.
  4. Support the process with technology.


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