Friday, February 6th, 2009
This blog makes regular pleas for maximum information density. And newspapers offer many great examples. Now, FAZ is further improving its density – to cut costs – and is starting to use graphical tables. Which offers more analytical insight on stock quotes to us readers.
Friday, September 21st, 2007
Sachsen LB could have at least tried to. Their board of directors trusted a few traffic lights. They were usually green, but now all German taxpayers see is red.
Friday, August 3rd, 2007
Although we are software designers, we can learn from 100 years of automobile history. If we focus on the right issues and are not tempted by superficial analogy. Thus, we can e.g. substitute ludicrous tachometers for managers with more meaningful gauges.
Friday, July 27th, 2007
It’s understandable that managers don’t want to spend more time studying a computer screen than they would perusing the business section of the Wall Street Journal to simply get their latest revenue statistics. Yet it is no reason to substitute suitable for foolproof reporting.
Monday, November 13th, 2006
Every sports fan gladly takes up a lot of information from data-dense league standings printed in news papers. The same persons as managers fall for bright and shiny information deserts termed “dashboards” to provide them with essential information about their business. What went wrong here?
Monday, November 6th, 2006
“Good management is boring” says Peter Drucker and “If you want excitement, don’t go to a good management information system.” We should reflect on this statement if we do not want to amuse but to inform executives.
Tuesday, October 3rd, 2006
Is Business Intelligence itself only a hype without any proven benefit for companies? How can it be that successful companies existed before BI? These and other questions are discussed in an Interview with Dr. Nicolas Bissantz. In it, he sketches a modest and honest industry of BI software providers for the future.
Tuesday, June 21st, 2005
Adored by the software industry and hated by visualization experts – those colorful little controlling speedometers that are supposed to, at a glance, tell executives whether the company is headed for a brick wall or staying on course. Is the dashboard metaphor really a suitable approach for visualizing key business figures?