Partner Summit 15_AHa Moments_AshleyOhmann FINAL
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Partner Summit 15_AHa Moments_AshleyOhmann FINAL
- 1. Ashley Ohmann PRESENTED BY: Visualization Practice Leader, Kforce Advisory and Solutions Practice PARTNER SUMMIT 2015 PRESENTED BY: A-HA! Moments
- 2. Ashley Ohmann - Biography • Kforce Advisory and Solutions Visualization Practice Director • 10+ years developing and implementing end-to-end technology solutions • Tableau Jedi • Certified Technical Trainer and Lean Six Sigma certified • Frequent presenter at visualization user groups • Trained 400+ Tableau Desktop authors • Co-authoring a book on Tableau Public • Extensive experience in retail, healthcare manufacturing, and financial services, including The Home Depot and Philips Healthcare • Passionate about good design and sharing knowledge
- 3. A-HA Moments “Eureka!” - Archimedes, c. 220 b.c.
- 4. • “A-HA!” = “Eureka”, which literally means “I have found it!” • It doesn’t mean, “You have told me!” • “It” is personal value. And you—we—are the catalysts. • Discovery is the foundation of the learning process. • Personal connections create passion. • Passion moves initiatives forward. • Evangelists instigate “A-HA moments” by connecting to people with personal experiences (stories!).
- 5. Evangelist [ih-van-juh-list], noun: • An enthusiastic advocate • A person with a passion • Someone who spreads good news to other people • A Tableau partner—and, hopefully, your client after his or her “A-HA” moment Evangelists?
- 6. Why Do You Need Evangelists? Evangelists • Discover value in an idea—or new tool — before other people do • Tell people stories – People relate to new ideas through stories – Story = history = personal experience “If you teach someone something valuable, they’ll be your client for life.” – Patrick Diaz, Kforce
- 7. Getting to A-HA! • Evangelists understand how to relate tools and ideas to other people, helping to overcome natural human biases towards: – Anything new – Tools other people are using that we don’t know how to use – Other peoples’ agendas – Projects that appear to create more work for us – Being the first one to try something – Taking a personal risk
- 8. A-HA! and Tableau • Tableau is a new tool. And it’s kind of disruptive. • Not everyone likes it at first: also, people tend to have a lot of money and political capital tied up in old tools. But that’s changing. • People also don’t want to be irrelevant: they like being experts. • And they’re scared of change. • “Who moved my data?”
- 9. Change Change [chānj], transitive verb. Synonyms: alter, transform: • to make different in some particular • to give a different position, course, or direction to • to replace with another Effective change is a personal choice.
- 10. How We Get our Clients to A-HA! • We relate to them. We tell them our stories. And then we let them decide for themselves. • We analyze our client situations regarding their BI tools by several criteria: – Level of information: how much do they know? – Burden of proof: how much do they want to see? – Passion: how much do they care? – Risk aversion: why would they not move forward? – Organization: how focused/influential are they? What are the competing agenda? • Client 1: Melanie • Client 2: Cliff • Client 3: Graham and Andy
- 11. Client 1: Anne • Highly Informed • High Burden of Proof • Highly Passionate • Moderately Risk Averse • Highly Organized
- 12. Client 1: Goals and Strategy “You want to do WHAT?” – Our Client “Let us show you.” -- Us • Anne is an enterprise architect in a large retailer with very strict protocols for – Master data management – Architecture – Data modeling – Production deployments • Anne has a high level of expertise—and influence • She also has a high level of skepticism • We needed her sponsorship to form an analytics layer in our client’s recently secured Hortonworks environment • Tableau was seen as the shiny new ball that Finance bought (for a cool $1mm+)
- 13. • Perception by EA of the business necessity • The very large and expensive Microstrategy and Teradata infrastructures that we were not proposing to use • The data source was unstructured (web scrapes) and was to be joined with both master and aggregated transactional data from Teradata • No one had ever done this before • Normal life cycle for a project like this would be six to nine months, with multiple architectural reviews—which is where we met the most resistance • Our clients needed it to be done yesterday • Political sensitivity around the recently acquired vendor Client 1: Challenges
- 14. Client 1: Tactics and Execution • We knew what the output needed to enable the business users to do, and we knew what the key metrics and desired latency were • We started working with the unstructured data from Redshift • We used preliminary drafts to cluster and partition the data in the client’s Hadoop infrastructure • We also build a solid ETL process in SQL Server with sample data—which we used for a completely functional POC • We took the POC—and the data model we built for the new schema in Hadoop—to the Architectural Review Board • When we showed the ARB the dashboard that we needed to build—and showed them how it would meet a critical competitive business need for 500+ of their business customers—they bought in immediately. • Outcome: “What you’re doing is brilliant.”
- 15. Client 2: Melanie – Highly Informed – High Burden of Proof – Low Passion – High Risk Aversion – Medium Organization
- 16. Client 2: Goals and Strategy Our Strategy - 3 Visits • Visit 1: – Scott, a passionate Tableau evangelist; invited us to Q&A with BI stakeholders. • Visit 2: On-Site Q&A and Implementation Planning – Melanie, Scott’s key stakeholder to building Tableau momentum • During our three-hour visit, we primarily answered Melanie’s questions about change management. • Visit 3: On-Site Tableau Desktop Training – She had just lost another team member – Completed each exercise quickly and correctly – Asked technical questions; did not interact with others – Melanie was scowling.
- 17. Melanie’s A-HA! Moment Melanie’s A-HA! • “I think we can use this to show top and bottom funds in a single dashboard—we have been trying to solve that problem for a while.” Results • New positive demeanor • Team’s tone around Tableau less negative; more optimistic and trusting
- 18. Client 3: Bill – Moderately Informed – Moderately Passionate – Moderately Risk Averse – Moderately Organized
- 19. Client 3: First Visits • Traditional Cognos developers • No obvious leaders or decision-makers • Demo of Desktop and Server; business needs discussion • Bill: – Build production-grade dashboard with surprise data in an hour • BI “shock value;” break team out of cube-limited mindset
- 20. Client 3: Incremental Steps and Results • Bill needed tangible Tableau products and a roadmap for enterprise license • As new Cognos development slowed, Bill needed to keep those developers busy • We trained his Cognos developers globally • Implementation plan built focused on: – Data governance – Change management – Current data architecture
- 21. Client 3: A-HA! Moment Bill’s A-HA! • Balanced scorecard as global business tool for metrics, standards and accessibility – Presented to CEO Results – Eight-core license procured within ONE MONTH of proposal – The global consumption of 50 Desktop licenses in six weeks – A transition plan for his large team of Cognos developers to Tableau – Continued use of their expensive and highly functional SQL Server EDW
- 22. Client 4: Graham and Andy – Highly Informed – Passionate! – Moderately Risk Averse – Well Organized
- 23. Client 34 Challenges Graham and Andy’s challenges were multiple: • Team’s unfamiliarity with Tableau, lack of time to learn it quickly • 5+ regions of business consumers • Varied greatly in culture • Various proficiencies with BI tools, size, priorities and integration with other groups • Six weeks to build University framework—and no budget • Team feared change
- 24. Client 4: Our Approach • Building trust • Best practices documentation for Tableau University • A-HA! moments occurred in each region: – Leaders recognized: • Clear vision for using Tableau • Value easy to communicate across organizations
- 25. Client 3: Our Tactics • Industry-customized standard Desktop training program • Six-month training schedule • Results – Consistent messaging throughout the country – Excellent collaboration with IT partners who manage licensing and Server environments— new relationship formed in a year – Filled training classes within a week of opening (25 – 30 students) – Proven medium for introducing new tools to business customers
- 26. Conclusion • Aha! moments for our clients – recognizing Tableau value add to their organizations • Most challenges are around change management or politics, not the tool itself • It’s not the specifics of the objection that matters—but rather the cause of the objection, which usually reveal themselves over time • Provide patient consistency, investments of knowledge and time, and an organization-wide ethos of service • Helping clients discover time and cost savings with Tableau
- 27. PROVIDE SESSION FEEDBACK Go to: http://partner15.tableau.com/vegas/su rvey/salesmarketingtrack OR Go to the Mobile App, Summit15, and find this session and in the session description is the survey link.
- 28. Thank You E-mail aohmann@kforce.com with questions
Editor's Notes
- Should we add a way to engage on sales here? Is there a help line or a place we send them for resources?
- Effective change is a choice. That’s why evangelists are so important—they help people realize which of their own priorities will be affected by change.
- Director of BI Strategy in a mid-west mutual fund management company Her company is very traditional and highly risk averse, and they’re in the midst of transitioning from a mainframe to Pivotal and SQL Server Melanie’s firm had already procured Tableau, and she was responsible for producing the first POC in Tableau, but her team was understaffed We had just been awarded a large professional services contract for DW architecture and were anxious to expand our services to data viz
- Director of BI Strategy in a mid-west mutual fund management company Her company is very traditional and highly risk averse, and they’re in the midst of transitioning from a mainframe to Pivotal and SQL Server Melanie’s firm had already procured Tableau, and she was responsible for producing the first POC in Tableau, but her team was understaffed We had just been awarded a large professional services contract for DW architecture and were anxious to expand our services to data viz
- Our strategy was to answer her questions consistently and succinctly and not to offer information that she has not asked for. Success was willingness to use the tool and recognition that it adds value. Visit 1: Melanie’s colleague Scott, who introduced Tableau to their firm and is a passionate evangelist, invited us to come answer questions from their BI stakeholders. Melanie brought a long list of questions about security and permissions. Visit 2: We returned to answer questions for three hours. All from Melanie and mostly around change management. Scott told us that she was key to building the momentum that he needed for a successful implementation. Visit 3: Melanie came to in-person training just after she lost another team member. She completed each exercise quickly and correctly, yet she did not interact with others. She asked technical questions and expressed annoyance when we resumed from breaks a couple of minutes late. It was obvious that she was only there because the burden of producing work in Tableau had fallen on her and she had to learn how to use the tool. I asked the group if they had found any Tableau blogs that they liked. Melanie looked at me critically and said, “And when would we have time to look for Tableau blogs?” When asked what we could do to help her, she replied, “You can get me more team members and more money for projects like this.”
- Melanie’s moment was at the end of the second day of training. While doing some advanced table calcs, she finally said, “I think we can use this to show top and bottom funds in a single dashboard—we have been trying to solve that problem for a while.” The change in her demeanor was confirmation for us that she finally saw that the tool might benefit her, rather than just create more tasks for her to complete. While we haven’t heard from her, the tone around Tableau in their group is less negative and more optimistic and trusting, and though small, that is a measure of success.
- Bill is a long-time client who was three months into a CDO role at a mid-sized global education company He’s built a career on actualizing visions and strategies—a true doer—and needed to put his name on a big, successful tool implementation quickly Bill saw an opportunity to replace Cognos with Tableau, and he asked us to present We didn’t need to convince him of the utility of Tableau—we needed to convince his boss, the CEO, and his global counterparts, and help turn his passion and vision into a clear value proposition for their entire organization Their BI enterprise is Moderately informed Moderately passionate Moderately Risk Averse Moderately Organized
- The people responsible for testing, planning, and then implementing Bill’s vision for Tableau are traditional Cognos developers They are not skilled in change management, and while they are very well networked within their organization, there are no obvious leaders or decision-makers We accepted Bill’s invitation to spend four hours giving them a demo of Desktop and Server and discussing their business needs Bill thought that surprising us with some of their data and then building a production-grade dashboard in an hour would have some BI “shock value” for the group and might break them out of the cube-limited mindset
- Bill needed tangible Tableau products and a roadmap to show his stakeholders in order to get an enterprise license As new development in Cognos slowed, he needed to keep those developers busy, too We trained his Cognos developers (globally) within two weeks of the initial demo so that we could build a groundswell of skills and momentum We also built an implementation plan for him focused first on data governance, change management, and using the current data architecture
- The POC we did for Bill’s group was the game-changer: one of our consultants was on-site for three weeks over the holidays. The product was a draft of a balanced scorecard that Bill presented to his boss, the CEO, as a tool they could use to measure all of their global businesses with the same metrics, standards, and accessibility She instantly saw the value and immediately approved expansion of the tool and the hiring of two team members to start building an enterprise solution Success for Bill is An eight-core license procured within ONE MONTH of proposal The global consumption of 50 Desktop licenses in six weeks A transition plan for his large team of Cognos developers to Tableau Continued use of their expensive and highly functional SQL Server EDW
- Graham is the visionary CIO for a region of a national healthcare provider that has over 200,000 employees, and Andy is his right-hand-man and strategist When we met Andy this summer, their corporation was six months into a year-long procurement process for one of the largest enterprise licenses in the world Over the course of several meetings, we learned that Andy’s team was responsible for building out an online University for Tableau for their entire organization—and that this would be the flagship University for other tools, as well Graham and Andy are Highly informed Passionate! Moderately risk averse Well organized
- Graham and Andy’s challenges were multiple: No one on their team was familiar with Tableau or had the time to learn it quickly The 5+ regions of their enterprise, who were to be their business consumers, varied greatly in culture, proficiency with BI tools, size, priorities, and integration with other groups They had six weeks in which to build the framework for the University—and no budget People were fearful
- Building trust was a major part of our effort. While Graham and Andy’s team was building out their SharePoint site and internal brand, we quickly produced a package of best practices documentation for the Tableau University that they could use with their counterparts to prove their concept. The A-HA! Moments for their organization occurred in each region as leaders saw that there was a clear vision for using Tableau and that its value would be easy for them to communicate through their organizations
- In addition to the best practices and governance documentation, we customized our standard Desktop training program for their industry Then, we developed a six-month training schedule that was instrumental in informing their business counterparts of their plans and then managing expectations—two huge hurdles in new tool implementation Success for Graham and Andy is Consistent messaging throughout the country Excellent collaboration with their IT partners, who manage licensing and the Server environments—whom they didn’t know a year ago Training classes that fill up (25 – 30 students) within a week of opening A proven medium for introducing new tools to their business customers
- Aha! Moments for our clients happen when they see exactly how Tableau will be relevant to their organizations Most challenges are around change management or politics, not the tool itself It’s not the specifics of the objection that matters—but rather the cause of the objection, which usually reveal themselves over time We helped our clients realize the potential that Tableau has to improve their business through patient consistency, investments of knowledge and time, and an organization-wide ethos of service. We truly believe that Tableau will save our clients time and money, and we are privileged to help them discover exactly how they can do this.