We needed to enhance the path of Data-Information-Knowledge as the basis for any decision That’s not where the path ends..
Data with Strategy is key
Developing and joining up the pieces of the puzzle. Have a clear strategy for the transformation
Business principles, org behaviour & culture, strategy along with big data, analytics and technology Big Data elements (technology, analytics, etc..) Strategy Gaps – missing pieces
What we did Metrics framework Transparency Business Rhythm
Demonstrate the difficulties of execution on our sound strategy
First steps (babies). The first things I did was not that obvious and were not focused on Data/technology Executive support. – from ceo, cfo, product, engineering Corporate wide – not limited to the tech areas, we needed to convince that it’s the only way to go Centre Stage - Not a regular IT or data project. With the proper communication and limelight
Few steps later were again not focused on data yet but on Branding & Marketin Crisp and coherent messaging to ensure we have the engagement we need
Communicated to the entire organization
Whole greater than the some of the parts
Not just Org benefits but professional benefits
Start looking at the data Format that everyone in the org can use Nowadays, more non-technical employees have the skillset and ability to extract data from multiple sources However, that does not apply to everyone
Examples, what we did – tools, dashboard, printouts, lenses from executives to employees
Change is difficult, too many changes or too fast a change can risk the reaching the objective of the change in the first place But how do you promote adoption and embed the mindset into the daily work of the business Integrate the data and metric framework into the task systems (backlog, project, etc..) Small change with significant impact – for the mindset and culture, and for the future reports and biz principles
Reports – management ensure people are focused
Embed in the business, day to day work, adoption – JIRA VC? Small change with significant impact
The analytics needs to be embedded in tools that engage managers and frontline employees on a daily basis
One key element was to create Common language between all functions Metrics framework Two benefits – promotes data driven change & helps improve, streamline and enhance the business process (strategy to execution, etc..) Common goals – common metrics – common understanding – common way of looking at our business
Example – Marketing would want an add campaign, product wants a feature, engineering increasing the capacity….they were all saying the same thing
Tiered metrics aided the business’ understanding on how we deliver value and led to the desired cultural behaviours Offers a feedback loop to the business from the customers using the metrics as a language Connects top down strategy to bottom-up activities Develops our knowledge on what adds value for the users and shareholders Embeds a metric & insight-driven culture in the business: The value of all activities is linked to metrics One source of truth
Strategy to Action report
All the backend and infrastructure work allowed us to determine where point A is, what’s are our capabilities to execute on the strategy so we can start devising one.
Easier steer from above and context from the developers, marketers and others
Metrics – data driven, experimentation and innovation Effort – give time to innovation and not just corporate strategy, constraints and capabilities Strategy – show how the strategy trickles down
The Effort Allocation Report shows the value in man days and the cost in USD of each PBI completed. The objective of the report is to support PDs, PMs and senior management understand how the capacity has been distributed and what are the key initiatives that have been prioritised. Overall, it allows us to see if our efforts are aligned to our strategy
The HW we needed to install the tools, processes and culture necessary for the strategy and innovation to work
Data-driven and action-oriented business rhythm: the cycle of data-insight-action-review will foster operational excellence Informed, proactive innovation, not reactive behaviour Transparent and collaborative: X-Functional alignment means less duplications, more creative input , better insight Defining ownership and agreeing on the criteria for success helps establish causality of metrics
Who brushes their teeth (morning, evening, any other time during the day)? It’s in our routine in the morning and evening but not in the middle of the day For better adoption of the insight-driven culture we needed to align the data rhythm to the decision and business rhythm…so align the frequency of the data refresh to the business reviews when decisions are being made
We had to create a routine, a new biz rhythm that is not necessarily what we planned for
Like many transformation which look at people, process and technology: The 3 building blocks on the left have been synthesized to create a culture that is user-focused and insight-driven, aligning our everyday work to strategy. Examples for each Data – Tools – Governance - Culture – making everything stick Data shows that companies with unsupportive cultures and poor strategic alignment significantly underperform their competitors
3 types of insights with the business insight the holy grail Business Insights - What drives value to our users and shareholders Organizational/Behavioural Insights - What structure & governance would best support our business Data/Infrastructure Insights - What data would best support our business & strategy
Pieces of the puzzle Defining strategy is not a one-off process. It’s an iterative process based on the feedback & results we receive but also the changing environment.
“ Ideals are not sufficient. The biggest failing of the average organization is usually its inability to execute…” “Analysis is not panacea; good judgement is needed in assessing results”
“The purpose of business analytics is to deliver value by supplying information that spurs action”
“Any organisation that wants to be relevant must clearly articulate and evolve its business model”
“Relying on intuition and experience to drive business is not enough. We are working in a knowledge economy…”
The benefits Linkage between strategy and execution. Strategy trickles all the way down. nimble Culture - Transparency and collaboration - language of communication Decisions based on data more profound Transformation - becoming business as usual.
Skype's Business Transformation - Chief Strategy/Innovation Officer Summit
Flexibility, Market Dynamics, Time, Metrics..
• Common Consistent Language
• Marketing, Product & Engineering
• Common Goals, Metrics, Understanding and View
• Feedback Loop
• Easier Steer & Context
• Focus on Value
• One source of truth
• Data culture
• Connect strategy with
Relevant external data can be used as
benchmark. (competitors, market data
and comparable divisional data).
Clear x-functional business rhythm with
defined ownership & accountability and
a data->insight->action->review cycle.
A list of clients and functional
contributors (along with the proportion)
can be available for each metric.
Each applicable metric can be broken
down by: geography, time, platform &
version, function & other segmentation.
Forecast, Target & Trend
Move from a rear view mirror into
forward looking view.
The drivers for each metric can be
modelled and mapped to create the
Metrics are operationalized through dashboards, reports and analysis tools