Decision making increasingly relies on data, which comes at us with such overwhelming velocity, and in such volume, that we can’t comprehend it without some layer of abstraction, such as a visual one. Now visual communication is a must-have skill for all managers, because more and more often, it’s the only way to make sense of the work they do.ĭata is the primary force behind this shift. For the most part, it benefited design- and data-minded managers who made a deliberate decision to invest in acquiring it. Not long ago, the ability to create smart data visualizations, or dataviz, was a nice-to-have skill. This article is adapted from the author’s just-published book, Good Charts: The HBR Guide to Making Smarter, More Persuasive Data Visualizations. Thanks to the internet and a growing number of affordable tools, visualization is accessible for everyone-but that convenience can lead to charts that are merely adequate or even ineffective.īy answering just two questions, Berinato writes, you can set yourself up to succeed: Is the information conceptual or data-driven? and Am I declaring something or exploring something? He leads readers through a simple process of identifying which of the four types of visualization they might use to achieve their goals most effectively: idea illustration, idea generation, visual discovery, or everyday dataviz. Decision making increasingly relies on data, which arrives with such overwhelming velocity, and in such volume, that some level of abstraction is crucial.
But now it’s a must-have skill for all managers, because it’s often the only way to make sense of the work they do. Not long ago, the ability to create smart data visualizations (or dataviz) was a nice-to-have skill for design- and data-minded managers.
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