I am the business analytics manager and subject matter expert for all digital properties including the US, Global and territoriesPwC is one of the world’s largest providers of assurance, tax, and business consulting services. There are 161,000 people employed by PwC in 154 countries work hard to build strong relationships with others and understand the issues and aspirations that drive them.Last year I shared ideas on how building an analytics culture drives the success of your business, self serve metrics – starting with a handful of reports, gradually opening up data your data to everyone, take advantage of the api – display the data within widgets, dashboards.A strong analytics culture was built and now people are asking – what’s next? The bar has been raised and it is truly an exciting time.
On September 20we kicked off a huge global project, we launched our new brand around the world. Just in time for engage Art&Science.
First, we are simply "PwC." It's already how we refer to ourselves in conversation and how our clients talk about us, and we want to use that name consistently across the global network. When you think about what an organization's brand means, it's a couple of things. It's often about the images and attributes that come to mind when an organization's name is mentioned, it's how that organization visually presents itself through logos, colors and other visual imagery. We altered our brand expression to be more representative of the vibrant and relationship-based firm we have evolved into. The colors represent warmth, diversity, emotion and dimension and reflect the unique attributes and diverse talents of our people. The logo also represents how we build relationships that create customized value for our clients. Our new identity gives us the flexibility to express the PwC brand in different ways and demonstrates the importance of personalizing value for our clients. It's important to recognize that our brand is not just our visual identity. Our visual identity signifies what we stand for: building relationships, enhancing value.We have lots and lots of smart people with the answers (that’s the science) . . . but there was a need to work on the delivery (that’s the art, the craft)
Our new visual identity, or our "brand expression," is meant to better reflect the kind of firm we have become including the insights and expertise we bring to relationships and want to be known as around the world.Our new logo, the symbol and word mark, together combine to represent the value we help create. It describes what we do and who we are. The colors expressing diversity, warmth, emotion and dimension were developed for the digital age. This initiative is about setting a higher bar for how we report on our shared impact. We need to push ourselves to find feasible--and perhaps incremental--solutions to the known barriers...and to commit to those solutions today.
Who’s familiar with data smog? Too much data – difficult to make sense of what it all means – how can anyone come to clear and actionable decisions while being bombarded with information? Right?Here’s an good example of how data smog can happen without you even realizing it. Our Senior Partner oversees the Online Marketing Group (my group), he also oversees Public Relations, Internal Communications, Brand, US Thought Leadership, and Graphic Design. So this particular Partner was getting probably a million different reports from all these different areas letting him know what a great job they were all doing. Finally, one day he said – listen, these reports are great but wouldn’t it be even more valuable if you shared your data with one another? Genius! We speak to one another in the elevators, but it’s not hey, how are your metrics? With that, in June, the multi channel dashboard project kicked off. Version 1 launched with the previous quarters data on Friday – for all intensive purposes it is a report . . . But by version 100, it should be a dashboard. So to begin the project we pulled together a task force (a person from each area) and shared the reports we send to leadership and specific metrics we believed were critical and resonated with leadership. As a group, we agreed that the purpose of the multi channel dashboard was to provide a candid view of our cross-functional team's progress in helping the firm achieve our goals. The report was not intended to serve as a pure value report (look what we’ve done) or "cheerleading" exercise.This initiative is about setting a higher bar for metrics how we report on shared impact. The project is to work towards finding feasible--and perhaps incremental--solutions to the known barriers of gathering data, ...and to commit to those solutions today.
Here are some sample objectives shared by all the verticals Enhance the value of business relationships - Based on the reports that resonate with Leadership, what are some qualatative measures that tell the most compelling storyPursue growth and revenue opportunities aggressively - Are we engaging our C-Suite clients? Email open rate, hard copy subscription rate, OnPoint – the Thought Leadership portalMeasure the effectiveness of our new brand – internally and externally, has depth of visit changed, seasonal trendsBe the leader of your competitive landscape – positive and negative tractionBased on the reports that resonate with Leadership, what are the metrics that tell the most compelling storyAre we engaging our C-Suite clients? Email open rate, hard copy subscription rate, OnPoint – the Thought Leadership portalMarket penetration – F1000 overlay on both opt in and anonymous organizational dataAre our ongoing programs gaining traction in the marketplace? Downloads or subscribership to our US Thought Leadership – do a q/q or a y/y comparisonPositive or Negative share of voice - Benchmarking is normalizing the data, giving it context, speaking to
Will these measures and reporting techniques help him tell a clear, compelling, objective story that speaks to the relevance and differentiation our work―how we are helping to build relationships with, and create value for, key stakeholders? Will such a report enable him to be critical enough to identify areas for change, but also to celebrate our progress and achievements? Will this level of reporting yield meaningful analysis and insights about the impact of our efforts, and better inform decision-making?Will this report resonate with Firm Leadership?
Identify these clients from online, subscription lists, email, social mediaSegment your traffic sources to score levels of engagementWhat content is resonating mostWhat is our share of voiceMix up your data, be creative, be the analyst.
Here’s what’s most valuable – this is your kpi as a metrics analyst – you know you’re good at what you do when you can take all these reports, from these diverse data sources and provide a top line summary with meaningful analysis that offers insights into the drivers of key trends and offer up some solutions towards positive change.
Don’t get attached – you are working against a moving target; be nimble disruptions will happen, the world will changeThe more analysts the merrier – the more you can get someone to raise their hand when real news is happening the better – you can’t be everywhere at all times.There’s no such thing as a perfect dashboard – you probably won’t get it right the first time so don’t set that expectation. There is no margin of error, the data doesn’t always add up.Arm you leadership with knowledge – gather a focus group of people, invite the difficult and pessimistic people that we all have in our worlds (even after a red and tangerine logo) that are not immersed in the project to ask questions. Develop FAQ’s for these questions so when the report/dashboard goes to leadership, they already have the answers. It’s okay for me to not know, but it’s not okay when a Senior Partner is unsure.Alex Yoder mentioned yesterday - Slow down and don’t be intimidated, embrace the technology – don’t just fire off the reports, take your time with the anecdotal analysis. Like the craft of writing, discover your voice, create your own style, this will set you apart, this is what will add the art to the science!
The Multi Channel Experience
The multi-channel experience<br />Jeff Danko, PwC<br />
Agenda<br />It’s about impact<br />The multi-channel dashboard<br />The framework of the story<br />Identifying the audience<br />Hybrid metrics<br />The ‘sum of parts’ to a ‘synthesised narrative’<br />Best practices<br />Questions?<br />
It’s about impact<br />What the PwC brand conveys<br />Measuring the impact of brand<br />
The multi channel dashboard<br />The project<br />Breaking down silos<br />Online Marketing, Public Relations, Brand, US Thought Leadership<br />Uncovering the reports resonate with leadership<br />Common links across channels<br />Determining the metrics that matter most<br />
Creating the framework<br />Sample objectives of the organisation<br />Enhance to value of business relationships<br />Pursue growth and revenue opportunities aggressively<br />Measure the effectiveness of brand<br />Be the leader of your competitive landscape<br />Which metrics tell the most compelling story<br />Benchmarking<br />
Identifying the audience<br />What will the conversation sound like<br />Identifying areas where change creates opportunity<br />How will the findings better inform decision making<br />
Hybrid metrics<br />Who are our most engaged clients<br />Where are our ‘preferred’ clients coming from<br />Which content are preferred clients most engaged in<br />Are we part of the media conversation<br />
The synthesised narrative<br />The straightforward overview that tells the story<br />Driving towards positive change <br />
Best practices<br />Don’t get attached to the dashboard prototype<br />The more analysts the merrier<br />A perfect dashboard doesn’t exist<br />Arm your leadership with knowledge<br />Slow down and don’t be intimidated <br />Have a voice<br />