Plenty of ambition, little result: why data-driven working often stalls
Many organisations aim to work in a predictable, data-driven way. But in practice, this proves difficult to realize. Innovation managers who know the benefits - often from previous experience - frequently encounter resistance in their current organisation. How do you get people moving? How do you break through silos? And how do you prevent change from stalling in isolated initiatives without lasting effect?
From silos to synergy: behaviour and language as key
It’s not the tools, but the people that make the difference. Data-driven working requires a shared language, mutual understanding, and the will to act on insights. How do you ensure departments truly understand one another? How do you prevent data and models from gathering dust? The answer lies in collaboration, and in changing both behaviour and communication.
Working together on change
The path from intention to impact is different for every organisation. No standard approach, but tailor-made support that fits your context, your people, and your ambition.
From analysis to action: how CQM supports change
CQM helps organisations collaborate in a practical and fact-based way, from the initial idea through to industrialisation.
We typically start with interviews to understand how development currently takes place, what expertise is already in place, and what is needed to take the next step. Based on this, we propose a change approach that fits your organisation.
We realize change together. Clear communication is key. We use recognisable frameworks, such as the V-model, to make collaboration across disciplines like marketing, development, engineering and quality transparent. This fosters clarity and visible alignment between teams.
Training and coaching are an essential part of our approach. We often start directly with multidisciplinary teams working on concrete challenges. This way, training delivers visible results that can be shared immediately across the organisation.
We support people who are both willing and capable, make results visible, and provide content-based guidance where needed. This leads to alignment, ownership, and momentum.
Where needed, we develop customised training materials that align with your processes, tools, templates and software. For example, we help make milestone procedures more fact-based.
CQM has decades of experience with methods such as Engineering for Processability (EfP), Design for Six Sigma (DfSS), Design for Reliability (DfR), Statistical Process Control (SPC), Quality Function Deployment (QFD), and Lean Six Sigma (LSS).
What does this deliver?
The impact is tangible. Colleagues better understand each other’s roles and reasoning. That strengthens collaboration and improves job satisfaction. Positive results become visible sooner.
Teams work in a more structured and fact-based way: think first, then test. This leads to deeper insight into risks and better decision-making in design, development and operations.
The result: fewer surprises, less rework, and lower costs.
Organisations that don’t take this step often remain reliant on fragmented knowledge. They lack cohesion, rely on assumptions, and run the risk of delays, higher failure costs, or suboptimal products.
In short: smarter collaboration, more enjoyment, and better outcomes.
Case: Tailored DfSS for a coffee machine manufacturer
For a manufacturer of coffee systems, CQM developed a customized DfSS training program for employees from development, quality, and production engineering. The objective was to embed fact-based working within the V-model and strengthen collaboration. From the outset, participants worked in module teams to immediately apply what they learned in practice.
The training supported the organization in adapting to its increased scale and aligned with a broader program focused on systems thinking and modularity, as well as the introduction of a milestone-based process.
Participants were enthusiastic and went on to act as ambassadors of the DfSS approach. Decisions are now made in a more data-driven manner. There is also demonstrably more transfer function work, both analytical and through well-designed experiments. The CQM trainers were appreciated for their energy and pragmatism and continued to support the teams weekly on site after the training.
Case: Predictable processes in the process industry
For a client in the high-tech process industry, CQM developed a tailored programme for all application, process and research engineers.
The focus was on deepening their use of transfer functions. From the start, multidisciplinary engineering teams worked on understanding and mathematically modelling relevant (sub)processes.
The programme helped teams create more predictability in their development work by improving process understanding and reducing surprises. Participants also learned to clearly communicate the value of their work and its impact on the customer.
Six months later, management confirmed the change had stuck: people now collaborate much more across the chain and no longer need encouragement to apply transfer functions.
Ready to move your organisation forward?
Curious how your organisation can take the step towards predictable and data-driven working? Get in touch with Peter, he’ll gladly walk you through it and help you get started.
