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How to stop boring people with open data

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Summit Training session 2016

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How to stop boring people with open data

  1. 1. Benjamin Cave – Trainer @cave_ben4 November, 2016 How to stop boring people with open data
  2. 2. Equip participants with the proof points and language to advocate for open data Course aim
  3. 3. Define open data Evaluate how to customise definitions of open data for different audiences Identify the most relevant proof points for an open data business case Outcomes
  4. 4. What are the main points you would include in an ‘elevator pitch’?
  5. 5. Pitch Points 1. What it is 2 What it does 3. Where it’s helped 4. Why its best 5. What next
  6. 6. 1. What it is
  7. 7. Exercise Define ‘data’
  8. 8. The triangle Knowledge Information Data Add context Personalise
  9. 9. Definition of Data The lowest level of abstraction from which information and then knowledge are derived.
  10. 10. Exercise Define ‘Open Data’
  11. 11. Definition of Open Data (4) Data that anyone can access, use and share - Open Data Institute FAQ Introduced November 2014
  12. 12. 2. What it does
  13. 13. Who wants what? Leadership/Strateg y Open data supports the wider data strategy of the organisation Operations Open data creates significant data access efficiency savings Finance/Ventures Open data produces viable equity ventures & business lines Communications Open data provides free media and increased reach CSR/Foundation Open data improves outreach and forges social partnerships Marketing/Product Open data enhances product features and customer experience
  14. 14. 3. Where it’s helped
  15. 15. Comms & Transparenc y Generating Income Efficiency Savings Improving Services CSR & Social Impact Decision Maker Reaching new markets and removing the cloak of secrecy around new agritech. Products Incubate startups for new revenue sources, lower op. costs for services & higher reward than trad. Acc. Existing products can be linked together for a better sales channel & lowers ownership costs Customer savings of between £15 and 58 million per year in time savings for transport customers Allow community-built flood models that can save 20% on design and delivery costs Colleague CAN $3.2b in charitable tax violations highlighted by citizens using OD Est. 2007 using open farm data, acquired by Monsanto for $930m in 2013 Save AU $3.2m annually on F.o,I requests through proactive release €2.6m per year in reduced staff costs from cross-dept. access to map data NZ$4m savings from OS tools & data in year 1 of rebuilding following earthquake Partner 100m company records in over 100 jurisdictions allowing studies of beneficial ownership & control £300k annual turnover from cleaning up UK transport data for other businesses Identified £200m annual saving in NHS by switching to own- brand statins and better delivery routes Joined up available transport data to enable choice. $10m VC round and expanded to 29 cities Emissions double reported figure. Evidence in parliament & planning debate 1. I want a proof point for… 2. Relevant to a …
  16. 16. The art of the case study Specify - Resist the urge to be vague and always quantify Admiration – Choose an industry your industry admires Realism – Err on the lower side of a range when you transpose Adaptation – Do consider how an industry sector might compare Lower limit – Use ‘at least’ rather than ‘up to’ to limit downside thought Every case study is ‘farmers math’. Think of your proof point like a working hypothesis.
  17. 17. 4. Why it’s best
  18. 18. A value proposition is the solution to your customer’s problem
  19. 19. Value of open data
  20. 20. What is the problem that open data alone can solve for your organisation?
  21. 21. What is the unique value of open data? Open data unlocks greater value from your data. Value no-longer comes from data itself but the products and services that consume it. Access to more data enables greater value. Also… Improved experience for your customers Reduced friction in access to market Increased productivity among workforce Reduced costs Smoother, more effective partnerships Superior reach and brand awareness Beneficial offer status in new markets Stronger supply chain visibility
  22. 22. 5. What next
  23. 23. Making ‘the ask’ Any good pitch, be it to a superior, a colleague or a group should end with an action. Without the action your audience will often forget or neglect the area. The ask needs to be immediate and proportionate. Your audience should be able to say yes or no right there in the room
  24. 24. Small, clear actions Ensure that the ask is simple and small-scale Keep the timeframe and impact clear Make sure any budget is commensurate with returns
  25. 25. Deliver a 90 second pitch for support Teams 2-4
  26. 26. 1. Choose an audience Leadership/Strateg y Operations Finance/Ventures Communications CSR/Foundation Marketing/Product
  27. 27. 2. Prepare pitch points 1. What it is 2 What it does 3. Where it’s helped 4. Why its best 5. What next
  28. 28. 3. Pitch Time
  29. 29. Benjamin Cave – Trainer @cave_ben4 November, 2016 Thank-you

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