**6. Conclusions**

This chapter proposes a hybrid Design Thinking and Data Analytics methodology for the conception of Operational Performance Management Systems (OPMS). With this purpose, an extensive literature review was made about the three topics

**111**

**Author details**

decision-making.

Portugal

Diogo Ginjo Jantarada1

Caparica, Portugal

and Antonio Grilo2

\*Address all correspondence to: acbg@fct.unl.pt

provided the original work is properly cited.

\*

1 Faculdade de Ciências e Tecnologias, Universidade NOVA de Lisboa, Caparica,

2 UNIDEMI, Faculty of Sciences and Technology, Universidade NOVA de Lisboa,

© 2020 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/ by/3.0), which permits unrestricted use, distribution, and reproduction in any medium,

*A Hybrid Human-Data Methodology for the Conception of Operational Performance…*

bring huge value to the operational performance management.

addressed by the methodology: Operational Performance Management, Design Thinking and Data Analytics. This proposition was tested resorting to a case study research methodology, where it was possible to analyze while being deployed on a practical application. It provided evidences of the power in combining DT and DA practices for a full comprehension of the operational context, both in subjective and objective terms. Furthermore, during the empirical application, it was developed an initial prototype which conveys the capacity for readily providing operational performance improvements, as well as to envision broader possibilities which could

Immediate operational benefits were depicted with an estimate about the savings the regression model could bring to the operational performance management, when in operation. Moreover, this prototype allowed to envision much more outcomes to the operational performance by continuing the cycle of solution exploration and refinement, with the iterative evolution of the analytic solutions and, thus, their final added value to the company. In conclusion, the proposed methodology was found successful, not only as a promising method to better understand and enhance the operational performance management, but also with many collateral effects which point towards a possible broader application. In the end, this method is perceived as completely feasible for the overall conception of holistic operational performance management systems which can take into account the various operational perspectives and needs, along with dynamic and factual tools to help on daily

*DOI: http://dx.doi.org/10.5772/intechopen.93631*

## *A Hybrid Human-Data Methodology for the Conception of Operational Performance… DOI: http://dx.doi.org/10.5772/intechopen.93631*

addressed by the methodology: Operational Performance Management, Design Thinking and Data Analytics. This proposition was tested resorting to a case study research methodology, where it was possible to analyze while being deployed on a practical application. It provided evidences of the power in combining DT and DA practices for a full comprehension of the operational context, both in subjective and objective terms. Furthermore, during the empirical application, it was developed an initial prototype which conveys the capacity for readily providing operational performance improvements, as well as to envision broader possibilities which could bring huge value to the operational performance management.

Immediate operational benefits were depicted with an estimate about the savings the regression model could bring to the operational performance management, when in operation. Moreover, this prototype allowed to envision much more outcomes to the operational performance by continuing the cycle of solution exploration and refinement, with the iterative evolution of the analytic solutions and, thus, their final added value to the company. In conclusion, the proposed methodology was found successful, not only as a promising method to better understand and enhance the operational performance management, but also with many collateral effects which point towards a possible broader application. In the end, this method is perceived as completely feasible for the overall conception of holistic operational performance management systems which can take into account the various operational perspectives and needs, along with dynamic and factual tools to help on daily decision-making.
