What to change
Distinguish classification changes from changes in underlying activity. Ask the analyst to apply the old and new rules to the same fixed sample of source labels, then show which records move. Annotate the reporting break and keep the original definitions accessible for later comparisons. The business narrative should describe what changed because of the rule rather than treating a newly prominent channel row as proof that additional people arrived.
A worked example
Illustrative example
Illustrative test: The same sample produces an explained redistribution between categories without inventing extra visits. A revised channel rule may reclassify existing email-like labels into a new group. Applying both rules to the same fixed sample shows movement between categories without any additional visits. The analyst notes the definition change beside the chart and preserves the old rule for comparison. Your practice can use the clearer grouping while assessing real demand separately, rather than calling the newly prominent row evidence of campaign growth.
What this means for your practice
A new reporting rule can move existing activity into a different channel without bringing any additional visitors. Ask your analyst to apply both the old and new rules to the same fixed sample and show which records change category. Keep that explanation beside the chart and preserve the previous definition for later comparisons. The practice can still benefit from clearer grouping, but the newly larger row should not be described as fresh demand by default. Review underlying activity separately before making performance claims. This is particularly useful during dashboard redesigns, when a more attractive presentation can make a classification change look like a marketing result.
How to check the result
The manager can separate relabelling from measured changes in demand.
A mistake to avoid
Renaming a reporting category does not create new visitors or enquiries.
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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