What to change
Show the underlying counts beside the percentage and review whether the observation window is sufficient for the decision. A small numerical difference can produce a dramatic relative change without establishing a stable pattern. Ask the analyst to compare a longer relevant window and document operational changes that might explain the result. Avoid inventing a statistical certainty; the useful output is a proportionate next check based on the available evidence.
A worked example
Illustrative example
Fictional calculation: enquiries rise from two to three. The increase is one enquiry; (3 − 2) ÷ 2 × 100 gives 50%. Report both numbers: 3 enquiries, up 1 from 2, rather than presenting 50% growth alone. Review a longer consistent window and operational context before recommending a costly change. Agree what additional evidence would justify that change and which proportionate check can happen now. These small illustrative counts do not establish a stable future pattern.
What this means for your practice
A change from two enquiries to three is a large percentage increase but a small number of additional observations. Show both figures before deciding whether the website needs a major change. Ask your analyst to review a longer relevant period using consistent definitions and note operational context that may matter. The purpose is proportionate judgement, not dismissing small volumes or claiming statistical certainty that the evidence does not support. Agree what stronger or repeated evidence would justify action and what sensible check can be made now. This gives the practice a useful next step without turning every large-looking percentage on a quiet week into an urgent redesign request.
How to check the result
The manager understands the scale and limits before commissioning a fix.
A mistake to avoid
A large percentage is not automatically a large operational change.
Turn reading into a next step
Your action checklist
Work through these checks with your team or supplier. Tick the ones you have resolved and leave unknowns open.
Record what you know, what is still missing and the answer you need from your team or supplier.
Use project decisions only, without personal, patient or confidential details. Entries stay in this page and are not submitted to Kay & Co. Copy or download before leaving; this page does not save your notes.
Further reading
These sources provide background for the topic. The practice examples and checklist are illustrative planning suggestions from Kay & Co.
Related guides
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