This document summarizes a presentation given at Predictive Analytics World in Chicago on establishing a data-driven culture through change management. The presentation discusses defining what it means for a culture to be data-driven, engaging leadership to support the change, and implementing sustainable changes. It also provides tactics for measuring whether the shift to a more data-driven culture is successful. The key recommendations are to align analytics goals with organizational objectives, evaluate how analytics fits the existing processes, communicate wins from analytics projects to drive further adoption, and use the right metrics to assess the analytics program over time.

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CHANGE MANAGEMENT FOR ESTABLISHING A DATA-
DRIVEN CULTURE
Predictive Analytics World, Chicago
June 21, 2017

2. SPEAKERS
Holly Lyke-Ho-Gland
Principal Research Lead
APQC
hlykehogland@apqc.org
Michael Sims
Research Analyst
APQC
msims@apqc.org

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AGENDA
During this session, we will discuss:
o What data-driven decision making means
o How to engage leadership in data-driven
decision making
o Tactics that support long-term adoption of
data-driven decision making
o How to measure and keep on track

4. WHAT DOES “DATA-DRIVEN” MEAN?

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WHY THIS TOPIC?
18.9%
20.8%
29.6%
32.1%
35.8%
0.0% 10.0% 20.0% 30.0% 40.0%
Determining the right structure (e.g., decentralized,
centralized, or federated model) for an analytics
department
Providing performance measures and ROI on
analytics
Aggregating analysis into a dashboard to support
decision making
Combining business acumen with statistical analysis
to provide insights
Establishing a culture of data-based decision making
2017 Top Analytics Challenges
N=159
Note: The values in the graph do not add up to 100%, because it was a “select top three” question.

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DEFINING “DATA DRIVEN”
 Combines data trends and business acumen for
decision making
 Goals of data driven
 Reduces the impact of cognitive biases
 Introduces new information through analytics
Decision-Making Spectrum

7. ENGAGING LEADERSHIP

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SCOPE THE CURRENT STATE
This type of interview is invaluable to the change
management process in a number of ways,
including:
 highlighting key areas to include in the business
case,
 helping change leaders anticipate collateral
effects of the change,
 identifying potential change champions and
subject-matter experts, and
 inculcating the sentiment that the organization
at-large is involved in the change process (as
opposed to only the change leaders).

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CRITERIA FOR A BUSINESS CASE
Key components of the business case:
1. Value—includes an estimation of the
impact on the bottom line, top-line
growth, or on other performance
indicators or role of the program to
support strategic initiatives or goals for
the organization.
2. Cost—all anticipated resource
requirements, including IT
infrastructure, new hires, consulting
services, and third-party solutions.
3. Risk—includes the potential risks
associated with the change, which can
include dependencies, capacity issues,
resource limitations, or timeline.

10. SUSTAINABLE CHANGE

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MATCH STRUCTURE TO YOUR ORGANIZATION’S NEEDS
1. What is driving the needs?
 Is it a mandate from senior
management? Is it a bottom-up
initiative, or is it aimed at a specific
function, initiative, or goal?
2. Where does it fit on the
maturity scale?
 How long has the organization used
analytics and how comfortable are
decision makers using data to drive
their decisions?
Example Program StructuresScoping Questions

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BALANCE BUSINESS ACUMEN AND TECHNICAL SKILLS
 Domain experts—someone who can define the problem, and
know how the insights are going to be used.
 Analytics experts—someone who knows the limitations and
possibilities of analytics.
 Data management experts—someone who knows where to
get the data and what it means.
Once the analytics team understands the skeptics’ concerns it can address them through:
 Demystifying analytics—have additional dialogues and coaching to overcome the lack of
understanding about what the data and analysis truly mean.
 Proving concrete examples—show the value of the approach by showcasing results or how
other teams in the organization are already using the actual models.
Engaging Skeptics

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ENGAGING THE ORGANIZATION
Don’t Rely on a One-Size-Fits-All Approach
• Dashboards
• Face-to-face meetings
• Training
• Project support services
• Access to raw data
Use an Iterative Analytics Process
• Helps develop buy-in by the business
• Improves long-term communication
• Cross-trains stakeholders
• Ensures the projects meets its goals

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STRUCTURED COMMUNICATIONS AND QUICK WINS
Structured Communications
Focusing on the purpose of each phase
allows you to identify what you are trying
to get the audience to do.
Pilot Program
A quick-win project should:
• provide value to decision makers or
align with a strategic goal,
• outline value in terms of performance
measures management cares about
(e.g., revenue, costs, risk, or customer
satisfaction), and
• demonstrate a clear “before/after
effect.”

15. MEASURING THE SHIFT

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PICKING THE RIGHT MEASURES

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TAKEAWAYS
 Make sure goals and objectives of analytics program align
with organization objectives.
 Evaluate and understand how analytics fits into your
organization's process.
 In order for change to stick, you have to communicate your
small and big wins.
 Assess whether you have the right measures in place to
evaluate your analytics program.

18. QUESTIONS

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NEXT STEPS
1. Stay up to date on our research and check out our Data and
Analytics Expertise Page.
2. Access the full report :
1. Change Management Practices for Establishing a Data-driven Culture
(Best Practices Report)
2. PAW Discount Code: PAW2017
3. Have a success story you want to share? Contact us at
hlykehogland@apqc.org or msims@apqc.org.

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benchmarking, best practices,
process and performance improvement,
and knowledge management.
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