Radical Analytics - SimpliLearn Webinar

RADICAL ANALYTICS
December 7, 2016
me@StephaneHamel.net

Objectives
Radical Analytics
A brief overview of the premises
Roadmap
Leverage the radical analytics
approach to define a realistic
roadmap
Critical Thinking
No magic recipe, but hopefully
some good ideas

What Are Your Objectives?
Where do you start?
SMART Objectives?
5W+1H?
Politics? Guess?
“If we could achieve X we would have
something to celebrate.”
“How is your manager’s bonus
determined?”
v
A Business Objective1
One of my Manager’s
Objective2
My Own Personal
Objective3

What Are Your Objectives?
THEY.
SIMPLY.
DON’T.
KNOW.

Elevator Pitch Challenge!
What is your current measurement
framework or analysis process?
What is your #1 strategy to define
actionable KPIs?
1
2
3
4

RADICAL
rad·i·cal
/ˈradək(ə)l/
adjective
1. (especially of change or action) relating to or affecting the
fundamental nature of something; far-reaching or thorough.
"a radical overhaul of the existing framework”

Digital Analytics Maturity
bit.ly/DAMSAT
Governance, Culture &
Adoption
Scope & Objectives
Team & Expertise
Continuous Improvement
Process & Methodology
Tools, Data &
Technology

Radical Analytics Premises
Embrace Agile
or Die
Never Ask,
Always Propose
DMAIC Is
Your BFF
Don’t Seek Executive
Buy-In
Analysts Are Change
Agents
Uncover the Unknown
Unknowns
Digital Analytics is
Dead
Eat Your Own
Dog Food
bit.ly/radicalanalytics

Radical Analytics Premises
Embrace Agile
or Die
Never Ask,
Always Propose
DMAIC Is
Your BFF
Don’t Seek Executive
Buy-In
Analysts Are Change
Agents
Uncover the Unknown
Unknowns
Digital Analytics is
Dead
Eat Your Own
Dog Food

ANALYTICS
How an organization arrives at an optimal and realistic
decision informed by data.
Stéphane Hamel

The Ultimate Goals
› How are your objectives tied to the Ultimate Goals?
› Which metrics will tell you how you are progressing?
Increase
Satisfaction
SustainabilityReduce
Costs
Increase
Revenue
Engagement
Profit
A real business objective is
not channel specific nor
marketing/function
centric.

Is your job hard?
Of course it is!
THIS. IS. FINE.

ANALYSIS
How to break something complex into smaller parts to
gain a better understanding of it.

Lean Six Sigma
› A set of practices aiming at systematically
improving processes by eliminating defects
› Segmentation, slicing & dicing of data
› Continuous improvement process for a
changing environment
Define
AnalyzeImprove
Control
Reduce cost of complexity
Increase velocity
Make it easy to do
business with
Measure

Close-Ended vs. Open Questions
YES
NO
“WHAT”
vs.
“WHY”

Product Thinking
In order to (Vision) ,
our product/service will solve (User Problem)
for (Target Audience)
by giving them (Strategy) .
We will know it works when we see (Goal) .

Triple Constraints Model
COST
TIMESCOPE

Optimize Your Job
What if…
…you had to cut 10%
…“destroy your business”
10%
1. Defects
2. Overproduction
3. Waiting
4. Not utilizing talent
5. Transportation
6. Inventory excess
7. Motion waste
8. Excess processing
8 Wastes of Lean
Identify the tasks you
accomplish today – are they
valuable? Could they be
optimized?
Roles & Responsibilities
Given #1, and with tact, can
you push back on some tasks?
Learn to Say No
Don’t wait to be told what to do,
make propositions based on
what you control, manage and
influence.
Take the Lead
1
2
3 4

Responsibility Matrix (aka RACI Matrix)
› Responsible
› Accountable
› Consulted
› Informed
Role Conception: what you think your job is;
Disconnect
Role Expectation: what others think your job
function is and how it should be carried out;
Disconnect
Role Behaviour: what you actually do in
carrying out your job.

RACI workshop
Outcomes &
Actions
Enabling
CapabilitiesAnalysis
• Colors indicates current roles
• One Post-It used per task (high-level only)

A companywide embrace of analytics impels changes in culture,
processes, behavior, and skills for many employees. And so, like
any major transition, it requires leadership from executives at
the very top who have a passion for the quantitative approach.
Ideally, the principal advocate is the CEO.
Tom Davenport
Competing on Analytics, Harvard Business Review
January 2006.

Executive Sponsorship
Overcome roadblocks
Big issues
Grandiose novel solutions
Time, cost, risk
Exec Sponsor
Disruptive innovation
Small experiments
Quick iterations
Small, incremental victories.
Grassroots
99%

Do you Manage/Control/Influence underlying
factors of success?
MANAGE
Accountable
Resources allocation
Motivate toward goals
CONTROL
Improve your own
processes
Deliver more value at a
lower cost
Quantify your work
INFLUENCE
Subject matter
expertise
Potential new
areas

A good plan violently executed now is better than a
perfect plan executed next week.
George S. Patton

12 Principles of Agile (adapted)
1. Our highest priority is to satisfy the “customer”
through early and continuous delivery of valuable
insight.
2. Welcome changing requirements, even late in the
process. Agile processes harness data to inform
decisions.
3. Deliver value frequently, from a couple of weeks to
a couple of months, with a preference for the
shorter timescale.
4. Stakeholders must work together throughout the
project.
5. Build projects around motivated individuals. Give
them the environment and support they need, and
trust them to get the job done.
6. The most efficient and effective method of sharing
knowledge to and within a team is through self-
served, collaborative environment.
7. Easy access to the right information at the right
time is the primary measure of progress.
8. Agile processes promote sustainable
improvements. All stakeholders should be able to
maintain a constant pace indefinitely.
9. Continuous attention to data quality and
leveraging the right methods enhances agility.
10. Simplicity - the art of maximizing the amount of
work not done - is essential.
11.The best architectures, requirements, and designs
emerge from self-organizing teams.
12.At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behavior accordingly.

There are known knowns. These are things we know that we
know. There are known unknowns. That is to say, there are
things that we know we don't know. But there are also unknown
unknowns. There are things we don't know we don't know.
Donald Rumsfeld

Pilot Project/Proof of Concept/Experiment
Break complex topic into smaller parts so
we gain a better understanding of it.
ANALYSIS
LOWER THE RISKS
RIGHT TO FAIL LEARN
MINIMUM VIABLE SOLUTION

Change Agent
POWER OF
DECISION
PRIVILEGE OF
RECOMMENDATION

Qualities of a Digital Analytics Leader
BREADTH
of understanding
DEPTH
ofknowledge
Individuals who have depth
of knowledge in one
specialist area and breadth of
understanding across
different business disciplines.

Team Dynamics
Empowered
Analytics
Business Outcomes
& Actions
Enabling CapabilitiesAnalysis
Provides
Actionable insight &
recommendations
Communicate
Business requirement &
objectives
Supply
Means, tools and
data
• Strategy
• Technological capabilities & constraints
• Information architecture
• Instrumentation & BI
• Statistics
• Analytical mindset
• Problem solving
• Synthesis
• Communication
• Goals

WRAPPING UP
Execution is not an event – a one time push toward
achieving goals. Rather it is a way of life.
Guy Kawasaki

Thank You
bit.ly/DAMSAT
bit.ly/radicalanalytics
SimpliLearn topics mentioned:
• Lean Six Sigma
• Agile Development
• Digital Marketing
• Digital Analytics
Further readings:
bit.ly/SLdaf

Credits (fine print)
Copyright © 2016 by Stéphane Hamel.
All rights reserved.
No part of this document may be used or reproduced in any manner whatsoever without the express permission of the author, except in brief quotations
embodied in critical articles and reviews (with proper citation of source). No commercial use of this material is permitted.
Stéphane Hamel
PO BOX 1123
St-Pierre, Qc G0A4E0
Canada
StephaneHamel.net
me@StephaneHamel.net

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