Keys to Creating an Analytics-Driven Culture

The First Step in Information Management
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Keys to Creating an Analytics-Driven Culture
January 4, 2018

Today’s Conversation: Analytics-Driven Culture
 Analytics-Driven vs. Data-Driven
 Why Culture Matters
 Engaging Senior Leaders’ Support of Analytics
 Engaging Stakeholder Support of Analytics
 Analytics-Focused Vision Statement
 Communication Best Practices for Culture Change
 Approaches for an Analytics-Driven Culture
 Key Takeaways
 Q&A
pg 2First San Francisco Partners www.firstsanfranciscopartners.com© 2018

Are Data-Driven and Analytics-Driven the Same?
 Data-driven gets lots of attention.
 What does it mean?
Extending the value of an organization’s information infrastructure …
through the interactions of people, technology and business processes …
to move to new levels of productivity and effectiveness.
 But analytics-driven is important, too, and is a subset of data-driven.
Data-driven means business decisions are being made from a quantitative approach,
and when analytics are applied, the resulting pattern are used to add a qualitative
aspect to decision-making. We supplement traditional qualitative decision-making
with an additional quality – the information provided by the algorithm.
pg 3© 2018 First San Francisco Partners www.firstsanfranciscopartners.com

Polling Question
How would you rate your organization’s culture,
related to its being analytics-driven?
 Nirvana state: We’re analytics-driven like you wouldn’t believe!
 Work in progress: We’re on the path to having an analytics-
driven culture.
 We’re clueless: And we don’t know where to begin!
 I’m not sure how to answer this and/or don’t understand the
meaning of analytics-driven.
pg 4First San Francisco Partners www.firstsanfranciscopartners.com© 2018

It’s the “Golden Age of Data,” but Many Organizations …
Find themselves unable to
deliver relevant, timely,
efficient data for
information and analysis
Have data strategies and
cannot execute on them
Aren’t reaping the rewards
of their Data Warehouses
and Data Lakes
Are facing unacceptable
risk embedded in their
departmental data stores
Are realizing their
total cost of data
ownership is too
high, compared to
the value they get
from using it Aspire to be data-driven,
but find it out of reach
Over-buy technologies,
yet under-deliver
true value

www.firstsanfranciscopartners.com
Why Culture Matters

What is Culture?
 Assumptions,
beliefs, values and
behaviors of an
organization’s
employees,
supervisors and
leaders.
 “The way we do
things around here”

What Drives Culture?
pg 8
TheResultForce
Neo
cortex
Limbic
*Adapted from Dan Barnett (Primavera Company), Make or Break Culture© 2018 First San Francisco Partners

Engaging Senior Leaders’ Support of Analytics

Characteristics of a Supportive Executive
 Understands and articulates the vision for the “what and why”
of the analytics initiative
 Demonstrates perseverance when challenges arise and can remediate
 Provides visible support throughout the life of the analytics initiative
 Holds leaders and teams accountable to the initiative’s goals and objectives
 Advocates for overcoming the organization’s resistance to change
 Communicates effectively, keeping people informed and engaged

pg 11
Purpose: Increase Engagement
Use this framework to identify gaps
in stakeholder engagement and
change strategies that could be put
in place to close those gaps.
T I M EStatus Quo Vision
COMMITMENT/ENTHUSIASM
High
Contact
I’ve heard about this
program/project.
Low
I know the concepts.
Awareness
I understand how the
program/project positively impacts
and benefits me and the organization.
Positive Perception
This is how we do business.
Institutionalization
Understanding
I understand what this means to me
and the organization as a whole.
Adoption
I am willing to work hard
to make this a success.
Internalization
I’ve made this my own and will
constantly create innovative
ways to use it.
© 2018 First San Francisco Partners www.firstsanfranciscopartners.com

Discussion Points to Ensure Leadership Alignment
Question Purpose
How does the Analytics Strategy contribute to the company vision and
strategies?
Measures alignment around your company’s vision (or lack thereof),
the Analytics Strategy goals and the true purpose of the anticipated
changes.
What do you see as the major issues to successfully implementing it?
What can be done to address them?
Provides perspective on what’s critical to successful implementation
(specific actions, issues or processes). Measures alignment around
what needs to be done now to improve the chances of success.
From your perspective, what will be different when your Analytics
Strategy is fully operational?
Measures alignment around perceptions of the Analytics Strategy’s
impact on your organization.
What is your definition of success for the Analytics Strategy? Determines alignment among leaders as to what success with the
Analytics Strategy means. Common definition of success drives
common actions and behaviors.
Who’s accountable for delivering on its anticipated results? Measures alignment around roles and responsibilities and who is
ultimately responsible.
What do you think your role is as a leader in making the Analytics Strategy
initiatives a success?
Measures alignment around leadership accountability and where
authority for decisions will be situated.
What are your biggest concerns about the changes that the Analytics
Strategy will drive? How would you address those concerns?
Provides some insight into what the concerns are among leadership.
Measures degree of alignment about areas of concern.
What do you think are the best ways to encourage positive reception of
anticipated changes by key stakeholder groups inside and outside of our
organization?
Measures alignment around most effective stakeholder approaches.

Engaging Stakeholder Support of Analytics

Stakeholder Analysis Guide
WHAT IS A
STAKEHOLDER?
WHAT IS THEIR ROLE?
HOW WILL THEY
REACT?
WHAT WILL BE
THEIR PRIMARY
CONCERNS?
WHAT DO WE NEED
FROM THEM?
HOW SHOULD WE
WORK WITH THEM?
A stakeholder is any
organization or person
that:
Can influence the
change
Is affected by the
change
Stakeholders can be:
Individuals
Senior leaders
Employee groups,
such as branch
managers
Committees
Branch offices
Customers
Government or
other regulatory
agencies
Producers
Obligees
Identify each stakeholder’s
role or roles. Will this
stakeholder:
Need to approve
resources and/or decide
whether change can
proceed (a sponsor or
gatekeeper)?
Need to change as a
result of the effort (a
target)?
Need to implement
changes or convince
others to change (an
agent)?
React to or judge the
success of the effort?
Need to be an advocate
of the effort (a
champion)?
Perform work that can
influence the success of
the effort (a resource)?
How will the results of
the effort likely impact
the stakeholder? Will
they benefit or be
adversely affected?
Given the likely
impact and prior
behavior, how are
they likely to react?
Vocal, visible
support?
Cooperative, quiet?
On the fence?
Say OK but be
obstructive or
complain behind
the scenes?
Express concerns
vocally
What are the
stakeholder’s primary
concerns?
What do they need
or expect from the
change?
What might
influence whether
they’re supportive
of the change?
What will this
stakeholder need to
feel informed,
involved, prepared
or validated during
the change?
What are the red
flags or hot buttons
for this
stakeholder?
What do we need from
this stakeholder?
Approval/resources
Visible support/public
endorsement
Access to them
Access to people on
their team
Lack of interference
with or blocking of the
effort
Information
Task completion
Flexibility
Change in behavior
Given what we know, how
should we work with this
stakeholder?
How will we prepare
them for the change?
How will we
communicate with
them?
How will we address
their needs/concerns?
Do we need to learn
more about their needs,
concerns or likely
reaction?
Should they be part of
the change team
directly or indirectly
involved (representative
on team, solicit input or
provide regular
feedback)?

 Engagement strategy:
 Focused effort must be given
to high-priority groups
 Provide sufficient level of
information to less influential
groups to ensure buy-in
 Move people and or groups to
the right by trying to increase
their level of interest
 Forms the foundation of your
engagement/communication
strategy
pg 15
Stakeholder Engagement Strategy
Meet
Their Needs
Key
Player
Low
Priority
Show
Consideration
Stakeholder
Influence
StakeholderInfluence Stakeholder Interest
© 2018 First San Francisco Partners www.firstsanfranciscopartners.com

Analytics-Focused Vision Statement

Analytics Vision Statement
 An image of the desired future
 Should be inspirational, rich and evocative
 High-level and strategic
Data and information will be our main driver of
organic growth. Data must enable the easy
measurement of ROI, while allowing for
application of advanced analytics.

Communication Best Practices
for Culture Change

5-Step Framework to Align an Analytics-Driven Organization
Results:
Business
Impact the
Program
Delivers

Communication Planning
 Start your communication process early.
 Create an identity for your initiative that the organization can
grab on to.
 Build repeatable, key messages around it.
− Be prepared to repeat those messages often.
 Build a formal communications strategy, with pre-defined
channels, groups and messages.
 Remember to customize your messages by the stakeholder groups
impacted.
− Different groups may require different messages.
 Test to make sure that your messages are getting out there and that
awareness and understanding are building.
What
Why
When
Where
How
COMM
PLAN

Translating Data Into Business Value
 Communication is key to maintaining commitment.
 The right metrics help maintain alignment.
− Ensure there is some way of measuring how the improvement in data
is helping stakeholders progress toward their goals.
− What information do you need to track and measure to those goals?
 Translate the value statement into the language of the recipient.
 Reports should measure results of progress, effectiveness and efficiency.
 Embed reporting progress and other measures into the communications
plan; i.e., make it a formal event.

Approaches for an
Analytics-Driven Culture

Analytics-Driven Examples
 Large Investment Firm
− Sandbox approach (in business area)
− Enacted visible and very profitable results
− Intercepted growing antagonism between IT and business areas
− Started to build out Data Governance and leadership training
− Working through organizational changes
 Large Manufacturing Firm
− Management of analytics and infrastructure of massive IoT effort
− Organizational change management
− Data Governance
− Business alignment

How Analytics-Driven, Data-Driven and
Data Management Are Aligned
Enabled by
Analytics
… supported
by Managed
Data
… of suitable
quality
… governed
and certified

What You Can Do In 2018
 As a senior leader you could …
− Educate yourself on how to be a good sponsor.
− Structure the business to be aligned with analytics.
− Ensure that your analytics-driven vision is effective.
 As a manager or team lead you could …
− Clarify the meaning of analytics-driven with your team.
− Translate analytics-driven vision into action.
− Gather and share stories about the power of analytics.
 As an individual contributor you could …
− Share ideas on how to have an analytics-driven mindset.
− Share lessons learned and successes about analytics.
 As someone very new to this topic you could …
− Educate yourself on the topics of analytics and culture change.
− Look for ways to grow your expertise to fill any gaps.
− Reflect on experience you’ve had with companies that changed their culture.
 What learnings can you bring to your current team and organization?
© 2018 First San Francisco Partners www.firstsanfranciscopartners.com pg 25

Thank you for being here today!
Please join our next webinar on Thursday, February 1,
“Simplifying Data Lake and Modern BI Architecture”
John Ladley @jladley
john@firstsanfranciscopartners.com
Kelle O’Neal @kellezoneal
kelle@firstsanfranciscopartners.com

Keys to Creating an Analytics-Driven Culture

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