Corporate Culture Transformed – An Insider’s View (Part 4 of 4)

by Keith Smith, Senior Consultant From My Cold Clicking Hands The internal community of QlikView business users at my old company has continued growing, and can be summarized in just a few words:  THEY JUST LOVE USING QLIKVIEW. Many of these business users were familiar with competitive offerings from other BI vendors, as well as …

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Bardess Sponsors NJ SIM Golf Event – May 21, 2012

  On Monday, May 21, 2012, Bardess Group will once again be a major sponsor at the Annual New Jersey SIM Foundation CIO Technology Exchange and Charity Golf Event at the Neshanic Valley Golf Club in Somerset County, NJ.  Last year, the event was a huge success with the charitable foundation raising over $100k. During …

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Corporate Training and the Use of Instructional Design Processes

By Diane Lauer, Bardess Senior Consultant, Lead Instructional Designer and Organizational Development Specialist Effective corporate training courses, regardless of length or instruction type, do not just happen – they are created using a systematic process referred to as Instructional Design. Instructional design is more than just putting information in front of the learner. It is …

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Corporate Culture Transformed – An Insider’s View (Part 3 of 4)

by Keith Smith, Senior Consultant Witnessing the Transformation One of QlikView’s greatest strengths is the ability to connect to multiple data sources of interest (ex: Oracle, Excel, *.csv, *.txt, etc.) and load all of this data into QlikView as part of one comprehensive data model.  QlikView can truly become a “one-stop shopping destination” for all …

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Corporate Culture Transformed – An Insider’s View (Part 2 of 4)

by Keith Smith, Senior Consultant Conversations change when the information is instantly available After loading our company data into QlikView and developing a simple dashboard, I was amazed at the things I could do, and how quickly I could do them.  Reports that previously took one week to assemble now took less than five minutes …

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Corporate Culture Transformed – An Insider’s View (Part 4 of 4) Bardess Sponsors NJ SIM Golf Event – May 21, 2012 Corporate Training and the Use of Instructional Design Processes Corporate Culture Transformed – An Insider’s View (Part 3 of 4) Corporate Culture Transformed – An Insider’s View (Part 2 of 4)

May
09

Corporate Culture Transformed – An Insider’s View (Part 4 of 4)

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by Keith Smith, Senior Consultant

From My Cold Clicking Hands

The internal community of QlikView business users at my old company has continued growing, and can be summarized in just a few words:  THEY JUST LOVE USING QLIKVIEW.

Many of these business users were familiar with competitive offerings from other BI vendors, as well as with internal homegrown solutions.  They enthusiastically embraced QlikView and appreciated the freedom it gave them to explore business data, making discoveries of their own and spending less of their time gathering data, and more of their time analyzing and thinking about the business.

I really wanted to capture and document my co-workers’ feelings on the subject (a mixture of sales, marketing and financial managers and analysts), as we had made this journey together.  When given the opportunity to provide anonymous feedback about the QlikView applications that had been implemented, the quotes are just too good not to share:

  • “QlikView is a one-stop shop for me for key data points I need to do my product marketing job”
  • “If everyone worked with Qlikview we would be able to get performance reporting significantly sooner than we do today.”
  • “ The speed and ease of use will greatly increase the amount in-depth analysis of key business metrics”
  • “It’s critical we standardize on one tool that has all the up-to-date data loaded. Consistency of data is something we lack here, and the ease of accessing data is also something we lack. QlikView gives us all this”

And, finally when asked the question “If QlikView were suddenly no longer available, how would this affect you?”  These were some of my favorite responses:

  • “AIIEEEEEE!!!!! Much longer process times for retrieving Sell thru and Disti Inventory”,
  • “Less time for analysis, reduce the potential number of factors reviewed, more wasted time for the must have items”
  • “This will have a big impact on all of us who have been exposed to QlikView. If it goes away, we will be taking many steps back. Obtaining and reconciling data across various sources will become a challenge and for us, I can definitely say that it will take away from our current jobs. We’ll be spending more time chasing and validating data as opposed to performing product marketing functions”
  • “Little to no visibility of data, and very long lead times to access the data”
  • “I would be very, very disappointed and frustrated as I will be forced to make decisions based much less on data”
  • “I’m not sure how I would do my job at all without this data. I would have to find it somewhere and consolidate it. Given the time that would take I don’t think I could actually focus on Marketing, I would be too busy gathering data”

Are you interested in learning more about how Bardess can make QlikView work for your business?  Contact us today for a free consultation.

 

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Apr
27

Bardess Sponsors NJ SIM Golf Event – May 21, 2012

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On Monday, May 21, 2012, Bardess Group will once again be a major sponsor at the Annual New Jersey SIM Foundation CIO Technology Exchange and Charity Golf Event at the Neshanic Valley Golf Club in Somerset County, NJ.  Last year, the event was a huge success with the charitable foundation raising over $100k.

During the event, Bardess, a Management and Business Consulting Firm, will be demonstrating the power of Business Discovery using QlikView.  QlikView’s Business Discovery approach is a leading dashboard productivity tool that puts business users in control of exploring and exploiting their data without limits.  (See how QlikView ranks first in 10 critical categories.)

Bardess President of Consulting Services, Joe DeSiena is one of the Founders and first President of the NJ SIM Foundation.  The NJ SIM Foundation, Inc. is a New Jersey Not for Profit 501(c)(3) corporation set up by the New Jersey Chapter of the Society for Information Management to assist worthy charities and individuals as described below.

The NJ SIM Chapter has grown substantially in recent years and finds itself in a position where it can and wishes to “give back” to the IT profession and the community at large in the form of financial and/or information technology related assistance.

Learn more about this event.

To learn more about Qlikview, visit our website.

 

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Apr
20

Corporate Training and the Use of Instructional Design Processes

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By Diane Lauer, Bardess Senior Consultant, Lead Instructional Designer and Organizational Development Specialist

Effective corporate training courses, regardless of length or instruction type, do not just happen – they are created using a systematic process referred to as Instructional Design.

Instructional design is more than just putting information in front of the learner. It is a systematic process used to develop training to effectively and efficiently impart knowledge and skills to an intended audience. This process consists of determining the needs of the learner, defining the end goal of instruction, and creating an ‘approach’ to assist in the transition from classroom to job application. Ideally, this process includes adult learning and design theories and techniques historically rooted in cognitive and behavioral psychology. This systematic process ensures that:

  • There is a need for training
  • Courses are well designed and scoped out
  • Quality training materials used both during and AFTER training are developed to meet the needs of intended audiences
  • Skills and knowledge are easily transferred from classroom environment to job environment
  • There is a connection made and value identified by the intended audiences
  • Courses are implemented using appropriate strategies
  • Courses are evaluated to ensure the transition from classroom to job application

The person responsible for designing training using an instructional design approach is referred to as an Instructional Designer. While many trainers and instructors focus on delivery of content alone, a true Instructional Designer is focused on what occurs before, during, and after training, thus focusing on materials and processes from audience assessment and content scoping, through on-the-job application and evaluation.  The role of the instructional designer is to help learners make sense of the new information and skills they are in need of acquiring.

The most common instructional design model used by the instructional designer is the ADDIE model.  This model acronym stands for:

  • Analysis
  • Design
  • Development
  • Implementation
  • Evaluation

Following this process, the Instructional Designer incorporates the principles of adult learning and clinical training to develop highly interactive, participant-centered training when possible.

In summary, Instructional Design…

  1. Is more than just putting information in front of the learner
  2. Has clear goals and gets your learner focused on the right things
  3. Provides context and perspective
  4. Compresses the learning process and saves time
  5. Engages learners with clear and meaningful content

Regardless of your specific training needs, engage an Instructional Designer to assist. A Bardess Instructional Designer will help to ensure an effective training approach for your audiences and impart learning beyond the classroom.

Visit our website to learn more about our Instructional Design approach to learning or contact us to speak to a Bardess Instructional Designer.

Diane Lauer is a Senior Consultant employed by Bardess, Ltd. She began her professional career in Organizational Development, Corporate Training and Documentation in 1980 and is well versed in the customization of Instructional Design, and in the presentation and design of a broad range of business programs addressing leadership, executive, managerial, sales, technical, and administrative issues and concerns. In addition Ms. Lauer has worked closely with a number of specialized groups to assess and satisfy both organizational and individual needs. She has conducted extensive research in the fields of Adult Learning Principles, Behavior Modification, Accelerated Learning, Communication Styles, Neurolinguistics, Change Management, Employee Skills and Knowledge Adoption, Quality Improvement, and Needs/Task and Performance Analysis. Ms. Lauer’s industry exposure includes Telecommunications, Technology, Financial Services, Insurance, Pharmaceuticals, Utilities, E-commerce, Internet Advertising, American Cancer Society. Ms. Lauer has a B.A. in Communications and Psychology.

 

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Apr
13

Corporate Culture Transformed – An Insider’s View (Part 3 of 4)

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by Keith Smith, Senior Consultant

Witnessing the Transformation

One of QlikView’s greatest strengths is the ability to connect to multiple data sources of interest (ex: Oracle, Excel, *.csv, *.txt, etc.) and load all of this data into QlikView as part of one comprehensive data model.  QlikView can truly become a “one-stop shopping destination” for all of your relevant business data.

The applications I developed encompassed manufacturer orders & shipments, channel inventory & sell-thru, industry performance & vendor market share (from external market research), and channel partner demographics.  QlikView’s in-memory technology provided the perfect solution to load millions of rows of detailed, granular transactional data (no need to summarize in advance), perform complex calculations on this data on the fly, and then present it in a tabular or graphical format, easily understood by the business user.  Additional filtering is performed with simple mouse clicks.

One sales executive shared my passion for fact-based decisions, and had come to understand the power of “one-second results”.  No longer held back by inaccurate, pre-conceived notions of what was (or wasn’t) possible to analyze, he became a frequent visitor to my cubicle, hungry for new information and full of ideas of new “business discoveries” we needed to be making.

A company like ours thrived on maintaining healthy, mutually beneficial relationships with technology channel partners.  When either party is motivated purely by self-interest, the other party suffers.  We had concerns that one of our distributors was not “playing by the rules”, and we needed to address the issue.  Analysis was needed in order to effectively evaluate each of the options we were considering.  QlikView enabled me to quickly generate a report (from data that had already been loaded) that provided a detailed view into this distributor’s business.  These insights were then used to make a decision on the best course of action to pursue.  All of this took place in one day, not weeks or months that seems to be the more commonly (yet unfortunate) expected timeframe for in-depth studies of this nature.

NEXT:  From My Cold, Clicking Hands

In case you missed it, read Corporate Culture Transformed – An Insider’s View (Part 2 of 4).

For more information on Bardess Group, visit our website or  contact us now.


About the Author
Keith Smith, a Senior Consultant at Bardess, has been blending business data with cutting-edge processes and technology for the past 15 years.  He looks forward to challenging projects that involve delivering the right information, to the right people, at the right time.  He is especially interested in data visualization techniques that foster acceptance and comprehension of management performance dashboards.

 

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Apr
04

Corporate Culture Transformed – An Insider’s View (Part 2 of 4)

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by Keith Smith, Senior Consultant

Conversations change when the information is instantly available

After loading our company data into QlikView and developing a simple dashboard, I was amazed at the things I could do, and how quickly I could do them.  Reports that previously took one week to assemble now took less than five minutes (later improvements would reduce that time even further).  Analyzing company sales and orders was now… FUN.  I was no longer held back by technology – the only thing that could hold me back now was my own imagination.  I started sharing my insights with co-workers, and enthusiasm around QlikView grew quickly.  The possibilities were endless.

I began searching the internet for content I could learn from, and came across a blog entry entitled How One-Second Results Change Everything (the author is now a valued colleague of mine here at Bardess).  I read it with great interest.  “Yes!”  I thought to myself.  I had participated in too many meetings where very little was accomplished, because needed information was not readily accessible:  managers and analysts sitting in the same room, attempting to solve an operational problem or decide upon pursuing a new business strategy.  My division utilized a two-tier distribution model to sell hi-tech products to business customers.   We shipped manufactured goods to large IT distributors across the country, who in turn sold to resellers, who then sold to the end consumer.  We were SWIMMING IN DATA, BUT STARVING FOR INFORMATION.  Questions such as,

  • “Which reseller sold the most of Widget A last quarter?”
  • “Who are the top 50 resellers buying from Distributor X?”
  • “What types of products are moving through the value channel?”

All received answers like this one:

  • “I don’t have that information right in front of me – can I get back to you?”

It might be days before the answer was ready, and by then the conversation had changed, a decision had already been made, and managers were thinking about the next strategy.

QLIKVIEW CHANGED ALL OF THIS.  Powerful, easy-to-use analytical applications in the hands of business users transform the conversations in these meetings and allow knowledge workers at all levels to spend less time gathering, and more time analyzing critical business data.

 

NEXT:  Witnessing the Transformation.

In case you missed it, read Corporate Culture Transformed – An Insider’s View (Part 1 of 4).

 

For more information on Bardess Group, visit our website or  contact us now.


About the Author
Keith Smith, a Senior Consultant at Bardess, has been blending business data with cutting-edge processes and technology for the past 15 years.  He looks forward to challenging projects that involve delivering the right information, to the right people, at the right time.  He is especially interested in data visualization techniques that foster acceptance and comprehension of management performance dashboards.

 

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Mar
28

What is Involved in the QlikView Development Process?

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by Dmitry Gudkov, Business Intelligence Consultant

If you have ever worked with consulting companies, or at least considered involving BI consultants on a project, then at some point you might have the question – what do these “development” men-hours include? Isn’t QlikView development simply writing a rather short load script and tweaking some UI settings as it was shown during product demonstration? Well, despite the fact that QlikView indeed speeds up development and reduces total project time, there is still some work to be done, that doesn’t depend on the BI tool itself. Here are some tasks that I typically perform as a QlikView developer.

  • Fill the gaps in requirements. Often a task description looks like a rather incomplete mix of business and technical requirements, full of company-specific terms and abbreviations, and some paragraphs look more like wishes than a detailed description of what has to be done. And that’s OK – because it might be hard for you to foresee what kind of information might be required for developing a BI application simply because you do not develop them every day. Therefore I ask a lot of questions to understand the task better and fill in the gaps. And that takes some time.
  • Data profiling of source data. I don’t automatically trust source data. I have to be sure that source data contains what it should contain to avoid surprises like unexpected nulls, or numbers instead of text, or text instead of numbers, or dates from King James epoch, etc. Also I check relationships to make sure, for instance, that reference table (e.g. list of products) has all products IDs mentioned in fact table (e.g. journal of sales).
  • Create UI layout design.  Because the dashboard layout is often missing in requirement specifications, I need to figure out which UI layout best suits the needs of business users. Sometimes this is a repetitive process because users need to try the layout in daily work and they often come back with suggestions for improvement. Also, QlikView is a bit different from other BI tools – because it is not only a BI tool, but it’s actually a Lego for analytical applications thanks to its flexible UI customization capabilities. However all this beauty requires time to set up, and users like the final result.
  • Test It. Finally, before giving the application to the end users, I test it. I know that users don’t have much time to thoroughly test the application, so I try to reproduce various combinations of selections and source data before I hand over the application for user acceptance testing.

At the end of the day, “pure” development barely takes more than 50% of actual effort. Often even less than that because it’s only a part of a bigger effort, required to produce a correct, reliable and user-friendly analytical application.

For more on Bardess and Qlikview, visit our website.

About the Author
Dmitry Gudkov is a Business Intelligence Consultant at Bardess Group Ltd. His experience with analytical systems started when he was a Sales Analyst at large corporation and then he started developing analytical applications himself.  Dmitry has extensive experience with BusinessObjects and Cognos, and switched to QlikView in 2009. As a developer, he makes special emphasis on user-friendliness and usability of analytical applications.

 

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Mar
21

Corporate Culture Transformed – An Insider’s View (Part 1 of 4)

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by Keith Smith, Senior Consultant

Readers of this blog are likely already aware of our excitement around QlikView, a powerful “business discovery” platform that delivers self-service BI, empowering business users to discover new insights and make better decisions.  Bardess has been delivering innovative QlikView applications to companies across the US for years, and I am thrilled to be a part of the journey.  As I interact with current and prospective customers, their excitement around the product and its analytical capabilities comes across loud and clear.  And during every one of these interactions I am reminded of my own first experience with QlikView, as a customer, and the culture change I was lucky to be a part of.

I had just started working for a large, well-known Fortune 200 company.  Critical information regarding sales, orders, and inventory resided in various systems and databases that were slow-performing and difficult to access.  Management reports required days of human labor to assemble and distribute, reducing their timeliness and, therefore, their usefulness.  I had been tasked with the exciting (yet intimidating) assignment of making improvements to these processes and delivering new insights to managers and executives.  During those first few weeks and months, after gaining additional understanding of our business and the many scattered information systems that kept things running, I thought to myself:  “There has to be a better way!”

ENTER QLIKVIEW.  During my research of different Business Intelligence vendors, QlikView came across my radar.  The challenges it claimed to address were some of the same that I was experiencing – slow query response times, a need to combine and report on data from multiple source systems, and a steep learning curve, even for a technical person like myself (not to mention the managers and executives who really needed them).  “What have I got to lose?” I thought.  I downloaded the free trial, connected to some source data, and loaded it into QlikView.  Next I re-created some of the reports, charts and tables management depended on.  The ease of use, lightning fast response times, and clickable “path to discovery” were like nothing I had ever seen.  It didn’t take more than a few days for me to arrive at the obvious conclusion:  THIS CHANGES EVERYTHING.

NEXT:  How One-Second Results Change Everything.

For more information on Bardess Group, visit our website or  contact us now.


About the Author
Keith Smith, a Consultant at Bardess, has been blending business data with cutting-edge processes and technology for the past 15 years.  He looks forward to challenging projects that involve delivering the right information, to the right people, at the right time.  He is especially interested in data visualization techniques that foster acceptance and comprehension of management performance dashboards.

 

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Mar
07

The Importance of Change Management

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by Diane Lauer – Bardess Senior Consultant, Lead Instructional Designer and Organizational Development Specialist

Although change is an inevitable part of business, especially in today’s tumultuous corporate environment, it is not always embraced by employees and managers with open arms. No matter how important and unstoppable change is, it can be very stressful. Many individuals are hesitant to take on something new or leave something behind due to already established comfort zones or familiarity associated with jobs and job functions. Most organizations which have gone through change without a change management plan in place can attest to the problems and troubles they have experienced.

Whether hesitant or fearful, those impacted by any change must be guided through a series of activities and steps for successful change adoption to occur.

Effective Change Management plans, which focus on the ‘people side of change’, involve a structured approach aimed at empowering individuals to accept, embrace, and prepare for change. This approach ensures alignment with group expectations and objectives, and personnel readiness for effectively integrating and managing the change or changes about to take place within any given team, department, or company-wide initiative or endeavor.

The chart below outlines some of the most common implications of either effective or ineffective change management. These implications support the justification for using a Change Management process.

IF change is EFFECTIVELY managed

  • Employees have a solid understanding of why change is happening.
  • Employees engage in both the solution and the change.
  • Training is used to build knowledge and skills after employees have made the personal decision to support the change.
  • Resistance is identified and dealt with early in the process.
  • Senior leaders demonstrate their own commitment and the organization’s commitment to the change.
  • Change is supported.
  • A coalition of support among senior leaders and managers creates momentum throughout the organization.
  • Probability of meeting project objectives is increased.

If change is NOT Managed

  • Productivity declines as people become more consumed with the change being introduced.
  • Passive resistance grows.
  • Active resistance emerges and sabotages the change.
  • Employees become disinterested in the current state and the future state.
  • People are left to wonder why the change is happening.
  • Employees revert back to the ‘old ways’ to avoid implementing the ‘new ways’.
  • Changes are not fully implemented.
  • Changes are cancelled due to lack of support.
  • Many types of risk are created – risk to the project, to the organization, to the employees involved and to the individuals supporting the change.

The Change Management Process

The Change Management process is a sequence of steps or activities that encompass a group of systems and tools for managing change. These systems and tools are needed to manage any organizational change effort in order for those involved to make a smooth transition from their current environment to what is desired or needed. Change management’s goal is to minimize change impacts on those involved and to avoid distractions and resistance.

The various steps involved in any successful Change Management  process include the following:

  1. Prepare the environment and those involved in the change
  2. Implement and manage the change
  3. Collect feedback, reinforce the change as it is occurring, and adapt the change process as needed

Establishing and instituting the above steps creates a ‘clear path’ to proper resource implementation and new job responsibility integration by:

  • Ensuring Executive and Management sponsorship/support and employee motivation
  • Preparing individuals to become successful / effective and for management to effectively coach and facilitate in an environment conducive to the success of the change
  • Identifying change Sponsors and employee readiness and possible resistance

Successful employee transition from their current environment to a desired environment – weather implementing new processes, jobs, or job responsibilities/functions is what Change Management is all about.

If you would like to learn more about Bardess’ approach to implementing a Change Management process for your company, contact us.

 

About the Author:
Diane Lauer is a Senior Consultant at Bardess Group Ltd. She began her professional career in Organizational Development, Corporate Training and Documentation in 1980 and is well versed in the customization of Instructional Design, and in the presentation and design of a broad range of business programs addressing leadership, executive, managerial, sales, technical, and administrative issues and concerns. In addition Ms. Lauer has worked closely with a number of specialized groups to assess and satisfy both organizational and individual needs. She has conducted extensive research in the fields of Adult Learning Principles, Behavior Modification, Accelerated Learning, Communication Styles, Neurolinguistics, Change Management, Employee Skills and Knowledge Adoption, Quality Improvement, and Needs/Task and Performance Analysis. Ms. Lauer’s industry exposure includes Telecommunications, Technology, Financial Services, Insurance, Pharmaceuticals, Utilities, E-commerce, Internet Advertising, American Cancer Society. Ms. Lauer has a B.A. in Communications and Psychology.

 

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Feb
29

Challenges of Working with Smaller Businesses

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Over the past year, I have had the opportunity to work with some of our smaller clients. You may sit there and think to yourself, “Smaller clients are the easier ones.”  Well in most cases that assumption would be totally inaccurate. During my time with these clients I have found one thing to true, the smaller clients are just as complex if not more complex as a large corporation.  However, these clients come with a unique blend of challenges.

Lack of formalized processes – in a lot of smaller companies, there seems to be a lack of formalized processes which leads to systems that are way more complex than they need to be.  There may be two programmers who choose to develop a system or database in their own style, which is the complete opposite of other systems that the organization uses. While this is not an issue at the time the system is implemented, it will become one when the company has the need to integrate this new system with other processes.

Knowledge transfer gaps – Often there is one person in charge of a department or one person that runs multiple departments in small companies.  This employee ends up working at the company for years collecting all sorts of important business knowledge.  While this is great, it is important to remember that this person may either leave the company or be on vacation at times when this business knowledge is needed.  On the flip side, smaller companies often rely heavily on outside consulting firms that end up not transferring the knowledge they have gained while consulting. These companies should treat this business knowledge as an asset and must have a process in place that documents all business rules and processes in every department.

Reliance of legacy software – Another issue I have run into in some small organizations is the strong reliance on legacy software.  Companies are either unaware of newer feature rich software or lack the knowledge of how to implement and leverage them.

All of these issues are easy to overcome as long as you look out for them upfront.  So when you sign on a smaller client be sure to ask the extra questions and do a little more business discovery with them, it will pay off in the long run for both you and your new client.

When You Think Quality Data…Think Bardess!

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Feb
15

Big Data + Poor Data Quality = Big Problem

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According to a May 2011 report from McKinsey Global Institute, Big Data is the Next Frontier for Innovation, Competition and Productivity.  Pat Gelsinger, President of EMC says that, Big Data is a $70 billion industry and growing at a rapid rate of 15% to 20% a year.  So much for the thinking that “big data” is just a fancy marketing term.

According to an October 25, 2011 article in ComputerWorld on Big Data, “blogs, social media networks, machine sensors and location-based data are generating a whole new universe of unstructured data that — when quickly captured, managed and analyzed — can help companies uncover facts and patterns they weren’t able to recognize in the past.”

That same article went on to say “the U.S. healthcare industry could drive efficiencies and increase productivity by effectively harnessing data related to quality of care, success rates and patient history.  The McKinsey Global Institute report, estimated that the industry could generate more than $300 billion in value every year with such big data initiatives. The report likewise suggests that big data has the potential to increase an average retailer’s operating margin by more than 60%.”

However, analyzing large data sets is not the same as it was before.  Many products that handle big data are based on open-source technologies which fall short of the highly-developed, customized systems that an experienced third-party can provide.  An outside consulting company can help bridge the significant gap in analytic skill sets that exist in most IT departments.

Using a third-party team of experts will bring your company working solutions that balance process and systems solutions from the critical view of your organization’s big data assets.  Bardess Group has the understanding and statistical disciplines that you need as well as the expertise in new tools and data management platforms.

Quality Data provides the balance between processes and systems within business solutions.  It is the foundation for all processes and activities within a corporation and the current generation of data is faster and more unpredictable than ever before.  Bardess Data Management Solutions assist your organization in effectively utilizing data for competitive advantage. Our data solutions are tailored to assess, improve, and ensure data quality in your organization.

Why focus on data?  Click here for more information and a free download of questions and answers on data.

When You Think Quality Data…Think Bardess

 

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