Data Share House
As highlighted within the infographic, the United States are the most prominent in Nobel prizes as they currently hold 263 Nobel laureates. Most of these prizes consist of physiology or medicine and Physics. Albert Einsteins efforts within theoretical physics has had a large impact due to his efforts within the ‘photoelectric law’ he produced in 1905, 16 years later this law was recognised and he went on to win the Nobel Prize in Physics. What has become peculiar though is that Einstein’s study on relativity was not recognised for a Nobel Prize, which he also came up with in 1905; but nevertheless he has predominately become an icon for his studies within Physics. We have seen 68 laureates win from the USA for physics; that’s 11 more wins than Germany, UK and Russia combined.
One of the most recent Nobel Winners that derived from the USA was none other than Bob Dylan; with his contribution to literature. They finally broke the tradition of novelists, and saw past the culture of ‘music’ to reflect what Bob Dylan has really expressed within his songs; fine poetry. With his contribution to the Nobel Prize within Literature, the USA have now had over 9 winners and account for 81.8% of all of North America. With strong statistics and consistency, the USA are globally ranked 1st with over 29.7% of all nobel laureates.
Interestingly, the UK are globally ranked 2nd for the amount of laureates receiving Nobel prizes. As the UK persistency remains within the top 8 for nearly all prizes (except from per capita)
The UK also has a strong foothold within the Europe region, ranking 1st with over 98 Nobel prizes and accounting for 20.2% in the whole of the EU.
The most highlighted prize for the UK is under physics, like the USA they have strong foundations of the subject and are held responsible for 26.9% of the Nobel Prizes within the EU. That is more than France and Russia combined. Germany managed 24 laureates and help make the EU stand at a staggering 53.9% for all awards given in Physics.
Continuing with Science based awards given to the UK, they have more laureates than France, Austria, Poland and Sweden converged; with 24 Nobel laureates in Chemistry. One of the most notable awards went to John Douglas Cockcroft in 1951. Sharing the award with Ernest Walton, they sourced the first helium atoms in a protocol accelerator. Developing the idea of nuclear power and resources, their work has been admired and given a new spectrum on nuclear fission for today.
One of the most highlighted rarities within the list is Spain, as it only ranks within the top 10 for Nobel Prizes in Literature. Holding account for 5 prizes, the writers illuminated more spectrum on the Spanish civil war through poetry and drama. Because of their influential literature, it holds account the same amount of Nobel Prizes as Poland and Russia with 4.4%.
If we look into the Africa and Middle East region, we can see they hold a very small percentage of Nobel Laureates; however even though they only hold 34 prizes, their dramatic increase since 1981 has given the nation more recognition. South Africa being awarded the most prizes within Peace between 1981-2000. In particular, Desmond Tutu and Nelson Mandela both receiving recognition and awards in the Peace category for their decades of work to help empower black movement and human rights. With Mandela the first to open a black legal firm in the country and South African president in a democratic society. Since then, they have not received any awards within the Peace category, but have obtained over 3 awards between 2001-2016 that ranks them 10th in the top countries.
The most dramatic increase has derived from the Asia-Pacific region, where they have gained momentum since 1961 and have continued to climb. Their largest percentage of awards coming between 2001-2016; where they have received over 27 prizes already. With this great statistic in mind, we can anticipate the Asia-Pacific region to continue to have a large effect on the Nobel Prizes.
We're excited to have Aaron Couron (left) in the Data Share House today. Aaron is an expert in Qlik products, and has shared with us some awesome tips on how to use Qlik in a better way. Aaron answered questions which we've received regarding Qlik products. Enjoy!
Which Qlik feature you find most useful?
The most useful Qlik feature for me is the associative data model itself. The ability to freely navigate and filter across the data model with the resulting aggregations calculating across the entire data model in real time is the core competency that sets Qlik apart from all other competitors.
Which Qlik feature you think users often do not use to its optimal potential?
The built in ETL scripting is very often misunderstood and/or completely overlooked. Many developers have the idea that they need a data warehouse or have to cleanse and prep their data in a SQL server before loading it into Qlik. That is not true. Using the ETL script and QVDs developers can create a transformed, scalable deployment completely in Qlik.
Share a recent trick of yours which you think is a great time saver for Qlik users?
When starting a new app, I immediately extract the tables I will need to QVD. I then develop from the QVDs rather than going to the original datasource, only flipping the switch back when I am done. This GREATLY speeds up development time and lightens your footprint on the original datasource.
3 reasons why you think Qlik is better than Tableau?
1. The Associative Data Model - Tableau has no concept of an associated data model. Linkages are completely manual.
2. Extensibility - Qlik Sense is completely extensible with published API’s for everything from Server Management to Visualization Design. Tableau is more or less a closed system.
3. ETL - Tableau has no ETL tools. To employ Tableau in any decent sized environment, you MUST have a system upstream to cleanse and prep your data. QlikView and Qlik Sense have built in ETL which saves the enterprise money.
What's your view on QlikSense? Do you already use it and how do you think it contributes to the toolest of the data analysts?
I use Qlik Sense extensively. It is awesome. It takes the base QlikView model and takes it to the next level. Qlik Sense is extensible. Qlik Sense is responsive by design. Qlik Sense is user enabled. It has taken the design of dashboards all the way to the analyst. The interface is easy and clean, and the visualizations are beautiful and useful.
Aaron's entertaining visual of data visualization history.
Humor is cleverly used throughout his blog to help the reader absorb the heavy content with ease.
What features/ improvements are you most excited about with Qlik's new versions?
I am not privy to the feature roadmap, but I am excited for the future. With the rich ecosystem growing around the platform and the recent acquisition of Idevio, I only see Qlik gaining steam and market. And LivingQlik will be there to document the progress.
Aaron is not afraid to experiment with Qlik View and Sense's features and creatively pushes the boundaries of what Qlik can deliver for your clients. If you are hungry for more tips, Aaron's blog (livingqlikview) features countless articles on the Qlik portfolio of products.
A young and ambitious BI trainee, I was confident technical skills were sufficient to make me a living BI rock star with no chance of failure. Entering the big shark corporate life with confidence in my expertise I hit straight into a wall. And that wall was called people.
At university and in my personal projects at home, the problems I encountered in my work were from IT nature - I would learn how to fix the problem, and all issues would be solved with a few clicks. Maybe that's why my brain entered in a state of shock when my brilliant BI projects started failing in a corporate environment because an office manger doesn't like the way I space characters, or because my work only gets utilized by 10% of the task force, while the rest keep running dodgy Pivot tables all over the place.
What do I do? What do I do? I'm not a people person... On a sociable day, I like facing only 1 an not 2 office walls and I greet a colleague while waiting for my coffee. How can I make them like my work, let alone use it and promote it?
My first attempts were to make small talk with my users, trying to understand what was going on in their head and how I can turn some of them into my allies. This didn't end spectacularly well, as we didn't share many common interests. Unfortunately, I don't follow reality shows and I have no clue what footballers or fashion icons tweet about. Getting personal made my situation even worse.
I had to find my own way to overcome this. I started building an image of a self-aware geek - expressing and underlining my natural awkwardness, and applying self-humor where applicable. That was the first approach which gave some results. My colleagues started to respect me more as a professional, even though still finding me weird as a person. I finally started receiving credit for my work - I couldn't believe it.
From the position of a more respected man, I started encouraging them to tell me anything that annoys them or they would like to see in my projects. The response was overwhelming. And while some requests would never get to see green light, others were easy to implement, and their originators became my army of BI allies across the organisation. I really didn't mind altering the font or moving a column right if that makes all the difference for someone. Furthermore, people like if someone listens to what they say. Making them feel heard is a powerful tool. Maybe too powerful.
My feedback promotional campaigns resulted in easing my work immensely. Not only the adoption rate of my tools skyrocketed to 70-75%, but also I had a good number of BI-friendly people who would proofread my projects before launch, saving me many hours of painful proofreading.
Since that experience, I kind of opened a self-proclaimed BI Feedback Hot Line, and I have kept it open for years. I make sure my team listens to our users, implement the simple requests which have no implication on the logic and consider the more difficult ones for real. And I know when that hotline bling, that can only mean one thing.
This story was sent to us via our LinkedIn page and comes from Germany.
Send us your story and we'll be happy to share it with the BI community!
Arguably, the way we manage unexpected events could result in the ultimate success or failure of our business. Thus, learning how to effectively tackle challenging surprises is critical in the fast-moving world we work in.
The most fundamental thing to understand about managing surprises is that most of these are not surprising at all. It could be a risk which we undervalued, a detail which we failed to take into account or a person we overtrusted. Anyway, the responsibility to predict surprises is entirely ours and we shouldn’t, at least consciously, fall victims of these.
And how does that relate to Business Intelligence? Isn’t it all data and IT stuff, which are mostly technical?
In a world where BI was in its independent universe, surprises wouldn’t matter at all, but in our business reality, BI solutions are affected by the dynamics of people, processes and authorities. Thus, at the building stages of a BI process or tool, we should make an in-depth assessment of anything that could change. There is no need to list endless scenarios of earthquakes and military coups, just make sure every aspect of your BI processes which could change (despite this doesn’t seem likely), is easily amendable.
For example, let’s look at two common BI objects:
“Year” – it is predictable this would change. Fixing such an object as permanent would make your tool unusable the following year. Of course.
“Main Currency” – imagine you bill in USD ($) and you build your tool in a way that it converts to and from USD whichever currency. Your USD is a fixed, non-amendable object. You have traded this way for the last 10 years. However, if tomorrow, for whatever reason you adopt global billing in EUR, your BI tool, if not prepared, is already useless or subject to a costly rebuilding. Except.. if you had pre-built your tools to accommodate such a change with a click of a button.
Another common example of "unexpected" change is when a process is tied to a person. People get involved with processes, and they lose motivation too. Not predicting an employee could leave and setting processes around people, not roles, is a risk to your BI and data management.
By applying the principles above to the tools and designs you build, you could save valuable resources. By outsmarting "unpredictable" future changes at the right time, you could minimise the damage surprises could potentially do to your BI processes and reports.
A shipping company with global operations, using a mix of software products contacted us to solve one of its pressing issues – calculating costs and margins.
This client used to spend over 70 hours per week (their own estimation) to calculate the shipping cost they would provide to a customer. The decision was based on a matrix of fixed revenue figures, a long list of exceptions which apply to specific geographies, a current currency exchange rate… In other words, a process which was designed as a true recipe for disaster.
In result, the client suffered stressed and demotivated work force which faces this analytical challenge every day, and unimpressed customers who were often given slow and incorrect estimates.
None of the above scared us. Applying our own 10 Tips to better manage processes, within 20 days, we were able to turn this process around and deliver version 1.0 of a Cost and Margin calculator which take into account the entire complexity of the process and spills out the numbers which our client’s people need to effectively do their job and serve clients.
Our user-friendly design turned all the uncertainly and stress into a couple of clicks. Our solution was built with sustainability in mind - to be refreshed every time rates, exceptions or currency rates move.
In result, the client experienced:
Allowing our clients to focus on what matters, and let us simplify and manage admin*, is our mission. In this case, our mission was successfully accomplished.
*There was no need to buy any new software - as always, we worked with the products our client had already paid for.
We are no strangers to the common data management issues which plague most contemporary businesses. Staying true to our mission to minimise admin and clear more space for strategy and customers, we have developed a plethora of techniques which enable us to smartly manage the flow of data with no extra cost involved. These are rather principles, than set rules, and we adjust them to the realities and culture of each client.
1. Talk to your people
It is not senior management who executes the endless processes which keep the organisation running – it is your people. Hence, they are the ones who really know the imperfection of your processes, and the impact of these on your operations. The majority of flaws can be fixed with little to no investment, however, smooth processes designed for those who use them are a true game changer.
2. Question every single action
The majority of processes are there for a reason, however, in every organisation, there are countless examples of bureaucracy which spoil the work of your people, damage the experience of your client, and erode the motivation of everyone involved. Revise your processes and leave only what is really essential.
3. Define clear objectives
Managing data, even when your processes are smooth, could be a challenge. Inconsistencies and errors occur, and these multiply by the number of the departments involved in a process. Be clear on what your data objectives are, and make sure everyone is aware of these. If you need five data fields to be correct 99% of the time, promote this in every possible way.
4.Train and support your people
Communicating objectives, requires defined guidelines of how these objectives could be achieved. These guidelines could be detailed and process-driven, or simply mark the principles/ final objectives which should be followed; depending on the nature of the process and the culture of your organisation. Nominate champions across the organisations who bring expertise in the process locally.
5.Use BI to ease admin, not increase it
It is easy to get overwhelmed by building sophisticated reports, which in turn require more admin, and create more work than the work they save. Make sure you keep a simplistic approach which focuses on the defined objectives and facilitate the smoothness of your processes.
6.Skip middle management
We all know employees love their mid management but not associating your project with the latter could raise your chances for a successful project delivery. There is no reason to send reports to middle managers who then communicate down to their team, when you can automate reports which get delivered directly to the inbox of your people who work “on the floor”, featuring only information relevant to them. After all you are a BI specialist, not HR. Such an approach increases their responsibility, and also gets the data professionals closer to the everyday operations, opening new communication channels.
7.Integrate BI, processes and people
Don’t fix each part of the process/report individually. Together with the rest of the key stakeholders, agree on a vision of the ideal state of a certain process. Then, use Business Intelligence to integrate the rules/process with your task force. It is common for IT to astrange individuals from a process or demotivate them. Personalise and customise as much as possible to avoid fatigue and sense of full automation.
8.Recognise your data/ process champions
Some organisations tend to focus on the output of poor performers, however, we advise you to take a more positive approach and recognise your champions. This way you promote your values, your processes and your best. The rest will follow –if it doesn’t – then, alert HR. Optimism brings better results (this is scientifically proven) – be a successful organisation, and don’t chase your people – encourage and recognise them for the right behaviours.
9.Open a hot feedback line
Allow your people to share feedback on your processes, then implement the logical suggestions which in reality enable you to achieve your objectives as an organisation easier. You will notice an immediate sense of pride in your task-force and a much greater data entry quality.
10.Stay true to logic, not your historical decisions
This is not a one-off exercise, and business intelligence/ data processes need to be constantly redesigned to be in line with your organisational reality. Objectives, principles and processes can and should be amended when the change would further empower your business. Nonetheless, most of the potential changes would be unnecessary if you have built an optimally customisable BI product.
You have probably noticed that the above 10 tips are not as data focused as the title of this article suggests. However, we reassure you that following these would bring positive results not only in the way you manage your data, but in your organisation as a whole. Because this is the nature of what business intelligence does – empowering business through data, with a passion for people.