Smart Data Analytics Magazine 2015

SMART DATA ANALYTICS
QUARTERLY REVIEW
FROM
TO
Read more about using text analytics to predict the future.
Featured article on Romantic breakups on Twitter by CrowdFlower - see page 34
“Leave
me alone”
“I love you babe”

SMART DATA ANALYTICS: QUARTERLY REVIEWPAGE 2
Smart data analytics quarterly review
Introduction from Trovus COO Fanni Vig Page 3
Marketing
Marketing attribution –
the panacea that is now possible! Page 4
Cisco Expert Interview:
The role of social media in
modern selling at Cisco.
Digital transformation at its best Page 5
Bilfinger GVA Expert Interview:
Maximise the value of your
data as part of your client
development activities Page 7
Do you spend a lot of time manually
crunching information in Excel? Page 10
Legal
BLP Expert Interview: How emerging
technologies have created a new
approach to the legal sector Page 27
Pricing Strategies –
Thoughts from the Top 30 Law Firms Page 30
Operations
COO’s tool kit– plan your data Page 31
L&D Insights Page 32
How SMEs are using Data Page 33
Featured article
From “I love you babe” to “leave me alone” – Using
text analytics to predict relationship outcomes Page 34
What’s happening at Trovus
Meet our new addition to the Trovus team Page 36
Pizza Making Masterclass Page 37
Trovus referral programme Page 37
Shop
Hire Trovus for an in-house Big Data Talk Page 38
In-house BI Training Workshop: Transform
how your BI team operates in business Page 39
Transform your Excel data into
interactive storytelling dashboards Page 39
Get in touch Page 40
BI Story Telling &
Data Visualisations
Strangely beautiful maps Page 20
The impact of BellaDati’s Agile BI platform Page 22
< text> Analytics.
Are you ready? Page 23
EY Expert Interview: How EY is
harnessing data analytics to help
build a better working world Page 24
Change Management &
User Engagement
Sage Expert Interview: Influencing
stakeholders and leading
transformational business
change with data analytics Page 11
NHS Expert Interview: The impact of
data analytics and how it is driving
strategic change within the NHS Page 15
Do Marketing Directors =
Change Management Consultants? Page 18
Reuters feature:
How Trovus is using
behavioral Psychology
and Change Management to Drive up Business
Intelligence User Adoption Rates. Page 19
Contents

TROVUS PAGE 4
The problem with the Google
way
Whilst Google are now providing
attribution models for online
engagements, that model is still
lacking offline engagements and it only
takes into account individual sessions
instead of the full journey in a given
timeframe.
Figure 1 shows, that the buying
journey of the very same individual
consists of not one but several
‘sessions’ online. The other problem is
that it does not take into account any
offline interactions. There are still a lot
of interactions on the phone, face to
face etc. Figure 2 shows how offline
touch points complement online
interactions and vice versa.
So the question is, how can
you combine the two?
The screenshots explain how we can
combine on and offline touch points
and therefore create Total Attribution
Models. With investments in
automated marketing, CRM and digital
analytics (web, mobile and social) the
number of companies that have
records of both on and offline
touch points are increasing, making
total marketing attribution possible,
now more than ever.
What does this enable me to
do?
Combining off and online touch points
enables marketers to :
• Use behavioural characteristics and
personas to segment target audiences
rather than just demographical
information. You can see in the above
graph that certain people are
influenced more by thought leadership
content whilst a different group reacts
more positively to product related
content.
• Develop bespoke attribution models
depending on your end goal.
• Prove the contribution of ‘early touch
points’ such as social media or
advertising.
• Develop a content strategy based on
behavioural characteristics and
intention not ‘personas’.
• And last but not least better
allocated resources.
To find out more about
marketing attribution
contact Fanni Vig:
fanni.vig@trovus.co.uk
Figure 1
Figure 2
Marketing
Marketing attribution – the panacea that is now
possible!
Everybody is talking about it, but nobody is doing it. And there is a very obvious reason for it. It is difficult!
But the news is, that it is possible!

TROVUS PAGE 5Marketing
Digital Transformation: What
it means for Cisco
Fanni: Before we talk about ‘social’,
can you explain to our readers why
Cisco introduced ‘digital
transformation’ within its marketing
department?
Alex: This is simply because all
processes are becoming more digital,
including marketing. It is becoming
increasingly hard to distinguish
between traditional marketing and the
more contemporary methods. As a
result, we are transforming the whole
company, not just marketing.
Fanni: Social media has been around
for a while now, what has changed in
the last few years for you?
Alex: Before, everything used to be
website centric. Web was at the core of
the engagement. Now, ‘social’ is in the
driving seat.
It is important to see that this is no
longer only about students. Our target
audiences are senior decision makers,
such as CIOs and CXOs. We have done
a lot of research about their buying
behaviour, which shows what one
would expect, that they are very time
poor and most decisions are made
within a ‘mobile’ environment.
As a result, they require information to
be short and concise and this is where
social media is becoming extremely
beneficial. The era of reading lengthy
white papers is over.
The funnel focuses on the
campaigns
Fanni: What impact does this have on
your campaigns?
Alex: Over the past year there has
been more focus on analytics and
intelligence to create full visibility over
our customers’ behaviour patterns.
Marketing is putting a lot more
emphasis on the concept of ‘integrated
journeys’ across various channels and
various stages in our funnel.
We spend a lot of time looking at how
to tie top-of-funnel metrics with
bottom-of-funnel results, tracking
each point in the customer journey.
Fanni: So what role does social media
play in this integrated approach?
Alex: We are using ‘social’ for various
components. On one side, social
listening enables us to track trends, get
feedback on products, pick up on what
people are saying about our brand and
then to use this to enhance what we
offer. On the other side, social selling
enables our sales people to connect
with customers and nurture
relationships further down the funnel.
Fanni: This sounds like social
listening must have a huge impact on
how you generate content?
Alex: Absolutely. The content team is
going through a lot of changes. It isn’t
enough anymore to share the same
content as you publish on your
website.
The role of social media in modern selling at Cisco.
Digital transformation at its best.
INTERVIEW
with an industry expert
Cisco has been driving some fundamental changes to transform how they engage with customers. We
have previously interviewed Pascal Lendermann, Head of Operations & Digital Services EMEAR at Cisco
a few months ago on how Trovus is helping Cisco add science to the art of marketing. This time, we
caught up with Alex Montuschi, Digital Performance Manager EMEA at Cisco, who is specifically looking
at implementing a new way of using social analytics and selling as a part of their overall go to market
strategy.
Alex Montuschi is Digital
Performance Manager for Cisco
across Europe, the Middle East
and Africa.
Working with local and global
teams across the business to drive
incremental revenue from Digital
Channels. An Italian in London,
passionate about marketing in a
digital world. A rational optimistic,
relentless inspiration seeker,
always looking at innovative ways
to communicate and engage with
customers.

TROVUS PAGE 6Marketing
The concept specifically needs to be
designed for social consumption, just
think about infographics or short
videos as an example. The whole idea
is to allow readers to understand the
core message in a few seconds.
Fanni: Moving on from social
listening to social selling. What role
does social selling have in your go to
market strategy?
Alex: When talking to our sales teams,
it is proven that customers are more
educated than before. Studies have
shown 57% of purchase decisions are
complete before a customer even calls
a supplier and buying journeys are
increasingly happening online. As a
consequence, it becomes extremely
important to nurture relationships
through various media channels.
We are working with a selected
number of sales people to use a form of
social selling. Sales reps leverage their
own professional brand and social
network to gather insights and
connections, then use this information
to discover new opportunities and get
business done.
We have created our own Cisco Selling
Index to measure the social impact and
effectiveness of each sales rep. This
gives us and the sales team a good idea
on the level of engagement and the
sales we generate through social
platforms.
Fanni: How receptive were your sales
teams when they were faced with
social selling?
Alex: There was a mixed response as
one would expect. We have
implemented an element of
gamification, where we established a
point gaining system for particular
activities. You can see a league table of
the best performers and it seems to be
working extremely well.
Though the real game changer will be
when we are able to prove the real
impact of social media on converting
to deals.
Value attribution
Fanni: Now that you mention proving
the value in social, let’s talk about
value attribution. How do you
measure the effectiveness of your
social media?
Alex: At present, we can only make an
attribution to the last click to action.
Because social media is never the last
touch point, currently we do not
attribute any value to it.
To be able to attribute the real value of
each tactic, we are in the process of
mapping all the touch points of the
customer journey.
We know technology and data are
enabling us to do this but it does take
some time to make sure all available
datasets are integrated.
Thanks to advanced data analytics and
technology, we are very close to
creating full visibility over customer
journeys (including known and
unknown customers) which will enable
us to attribute value to each touch
point, including social media.
The future of marketing for
Cisco
Fanni: What is your vision for the
future of marketing teams?
Alex: Nirvana would be to achieve true
‘one to one’ marketing. Technically this
is now possible once you have the
real-time data and dynamic content.
Fanni: Thanks Alex, to wrap up your
interview with one final question...If
you could have one thing, what
would it be?
Alex: A single customer view across all
channels and devices. We are within
reach of having the right tools to
achieve this.
INTERVIEW
The image below demonstrates proposed social media KPIs
To find out more contact:
lindsay.shaw@trovus.co.uk
or call us on 0207 582 5022.

TROVUS PAGE 7
Introducing Vikki Bingham and
Bilfinger GVA
Fanni: Hello Vikki, before we talk
about data in client development,
can you give a bit of context as to
what this acquisition means for your
business?
Vikki: Sure. Bilfinger GVA is the 5th
biggest UK property advisor with an
annual turnover of £140 million,
consisting of 1,200 staff in the UK. Now
that we are part of Bilfinger Real
Estate, we have doubled in size, where
we now have approximately 3,000
combined staff with an anticipated
combined revenue of 300 million
Euros. There are some complexities
moving from a purely UK focused
business to aligning ourselves with a
slightly different business. The main
concentration is on property and
facilities management but are now
looking to expand into commercial real
estate.
The role of Client Development
Fanni: What does client development
actually mean when working for a
property advisor such as Bilfinger
GVA?
Vikki: I would say it is a combination of
understanding our clients, their needs
and identifying who they truly are. We
have segmented our clients and
identified between 20-50 key clients.
Due to our engagement with them
differing from formal contracts to
framework agreements, to purely
relationship based engagements, each
client has its own specificity.
Also, the market has been changing a
lot in the last few years and that had a
significant impact on how we develop
relationships with our core client base.
The market has been
changing a lot in the
last few years and
that had a significant
impact on how we
develop
relationships...
Fanni: How do you keep track of all
the changes? Do you use both
internal and external data sources?
Vikki: Some of this information is
taken from market research but also
through capturing and using
information to understand how we are
interacting with our clients.
We have annual reviews with the Client
Manager for our key clients, a lot of
information is shared internally, using
an internal message board.
Fanni: Can you be more specific
about the sources that you use, so we
can start building a picture on your
client interactions?
Vikki: There are a number of different
systems ranging from a financial to a
an instruction opening system. In
essence, we use financial, operational
and marketing data.
The next step is to be
able to achieve more
automated reporting
and have better user
engagement.
Maximise the value of your data as part of your
client development activities
INTERVIEW
Vikki Bingham is the Head of
Client Development at
Bilfinger GVA.
Vikki is accountable for the
overall client development
initiative by understanding the
clients and their needs. Through
her discovery of the impact of
data analytics, Vikki has created
tremendous growth within her
organisation.
Marketing
During 2014, GVA was acquired by Bilfinger, a multi-national engineering services company with over
75,000 employees and a turnover of over 7 billion. GVA has joined the Building and Facility Real Estate
division. On this occasion, we have spoken to Vikki Bingham, their Head of Client Development to see,
why data analytics is playing a more critical role as part of the company’s growth strategy around its client
base.

TROVUS PAGE 8
Milestones in the journey
Fanni: To get to where you are today,
do you remember what the key
milestones were on the journey?
Vikki: We started over twelve years
ago by looking at the existing system
for holding client data which we always
knew would not have any longevity
due to rapidly changing technology. A
number of our legacy systems are not
user friendly. However, it had become
unstructured in its data collection and
since then we have spent a lot of time
in correcting that.
I would want to
ideally have a much
easier system to
track and share
information on
individual clients.
At that time we recognised that our
culture was not at the right stage to
invest in a traditional CRM system.
Initially, I sat on the project from a
marketing perspective but since then
I have taken on a more active role in
data structure and analytics. I was
always and still am convinced that data
is a real asset to every organisation and
we should make more out of it.
Once we had the data structured so
that it could start to deliver ,we then
developed a ‘Data Warehouse’
platform that allowed us to extract and
manipulate data in a more flexible way
from a number of internal systems.
Fanni: So it was certainly a long
journey, and I can feel in your voice it
is not over yet. Where are you now
and where do you want to be?
I was always
convinced that data is
a real asset to every
organisation and we
should make more
out of it.
Vikki: Indeed. The journey is not over
yet and we still have our challenges.
I am proud to be able to say that we
can access information about our
clients and I can utilise the insights to
support strategic decision making. We
are in a position to share useful insights
with our Client Managers and the
business appreciates that.
However, a lot of the work that we are
currently doing is still manual. In order
to effectively make use of this data I
analyse the information and provide
visualisation and commentary which
I distribute to our Leadership teams
and individual Client Managers. For
me, the next step is to be able to
achieve more automated reporting and
have better user engagement.
Fanni: How do you think you can
achieve better user engagement?
Vikki: I would want to ideally have a
much easier system to track and share
information on individual clients. By
providing more information, possibly
something similar to Swimlanes that
Trovus developed, that would enable
me to achieve this. I would also want
something that provides prompts and
does not necessarily rely on eyeballing
the information.
Changing behaviours
Fanni: Talking about user
engagement, I suppose you are
driving a lot of transformational
change. How do you go about that?
Vikki: I spent a lot of time educating
pretty much everyone who works with
clients, I did this by in depth analysis
and showing how the data could be
used to drive business growth. This
ranged from team presentations to
one to one discussions. It was and still
is a lot of time and commitment from
my side which I felt was needed to
drive the change process, despite no
capital investment budgeted to fund
this.
Fanni: What was the initial reaction
to the business when you were
presenting these new ideas?
Vikki: I began by looking and analysing
what I perceived to be the ‘shock
factor’. Using a ‘shock tactic’ resulted
in people working more cohesively.
These shock tactics help me highlight
the piece of information that could
have a critical impact on the person or
team’s behaviour.
Be prepared to make
that commitment and
keep going even
when people think
you are crazy!
Fanni: Are you able to measure the
benefits from change management?
Vikki: I do not believe we are there yet
because there is one last stage to be
completed before I can make a
definitive statement. Also, tangible
ROI figures can be delayed for up to
four years due to the nature of the
business. Based on the feedback I am
getting from Client Managers, I am
confident that the insights we have
found provide them with the ability to
build better relationships.
Fanni: What advice would you give to
somebody who is on the same
journey?
Vikki: I strongly believe that you
cannot underestimate the time and
energy invested into a project of this
nature. Be prepared to make that
commitment and keep going even
when people think you are crazy!
I talk extensively to a vast array of
people from different sectors. I have
also spoken to Trovus and attended
their workshops which I found
extremely helpful with my research.
I have also started looking into
organisations that hold large quantities
of data, for example call centres. This
has enabled me to understand what
could potentially benefit our business.
I am proud to be able
to say that we can
access information
about our clients and
I can utilise the
insights to support
strategic decision
making.
INTERVIEW
Marketing

TROVUS PAGE 9
I have also spoken
to Trovus and
attended their
workshops which I
found extremely
helpful with my
research.
The future
Fanni: Is forecasting and predictive
analytics on your agenda?
Vikki: At the moment, we are still
working relatively manually and are
therefore unable to implement this. If I
had a better system, then I would
definitely utilise our historical data for
forecasting and predictions.
Fanni: If you could have one thing
that could make your life easier, what
would it be?
Vikki: I would want a more flexible
platform where we store our
information. Currently, we are relying
on an out-dated system. We now
recognise that we need to abandon
this to have more flexibility with the
information, but the data needs to be
cleansed from the start. Once this is
achieved, I can start to look at
forecasting and predictions which will
provide me with better insight.
However, this now needs an
investment commitment from the
business.
INTERVIEW
See below a dummy example of a Key Accounts Dashboard
Marketing
For more information contact
Lindsay Shaw:

TROVUS PAGE 10
Do you spend a lot of time
manually crunching
information in Excel?
Reduce reporting time – Make your
data tell stories
People using Excel have a lot of data
but they are frustrated with:
• Having to manually merge and map
data files
• Lack of nice looking visuals
• Lack of visibility for the key
message
Make your data tell
stories
Making reporting easier and
more effective
With more interactive dashboards, we
are making reporting easier to:
• Increase the impact on the end user
(better story telling with your data)
• Reduce reporting time.
Need interactive dashboards?
If you have some Excel files that you
want to improve how they look visually
and want to see how we can create
your dashboard please let us know:
Marketing
Do you spend a lot of time manually crunching
Transform your Excel data into interactive storytelling dashboards. At Trovus we work closely with leading
firms on increasing efficiency and reducing time and costs on manually crunching data in Excel. This has
resulted in cleansed data and interactive story telling dashboards.
Alejandra Dos Santos:
alejandra.dossantos @trovus.co.uk
These dashboards show KPIs and performance measurement matrix

TROVUS PAGE 11
Introduction
Fanni: How did you get into an
insight role? What’s your story?
David: I have been at Sage for the past
14 years, and during that time we have
grown into a truly global business;
driven by organic and acquisitional
growth. New areas of the business
have been developed, along with the
size and scale of operations.
From a sales point of view, the sales
team has grown tenfold, this has seen
exponential growth from a people,
customer and revenue point of view.
I have worked in various roles at Sage,
including sales, training, project
management and customer insight.
My current role touches various key
areas of the business, as it covers
customer insight, operational data and
marketing data analytics.
What triggered the need for
better analytics?
Fanni: How did it start? What led to
Sage identifying the need for
customer insight?
David: As a result of our exponential
growth, we knew there was a need for
a global strategy which could then be
replicated and delivered locally in the
various regions. We used to live in a
world where reports were coming out
of our ears. Teams creating those
reports were sporadically placed across
the business, without the capacity to
understand how that information can
support decision making. People were
requesting information on an ad-hoc
basis.
The need for data
insight is all about
maximising efficiency.
It’s about being able to
position the ability to
challenge decisions
4 years ago, the business realised that
information should be there to drive
intelligent decision making.
Traditionally, people creating those
reports didn’t have a detailed
understanding of the business case
behind those reports, so essentially
they were being created, but weren’t
being used. That’s when I got involved
to make sure reports and insights, are
aligned to real business questions.
Efficiency is the driving force
David: The need for data insight is all
about maximising efficiency. It’s about
being able to position the ability to
challenge decisions when you are
being asked to do x, but you think you
should do y. You need the intelligence
to back up your argument.
Fanni: Would you say there was (or
still is) a need to change the way
people think and act?
David: Five years ago a commercial
manager would try and seize an
opportunity, but today things have
changed. We have people who hold a
number and are accountable for a
target. My role is to understand
pressures, concerns and present
opportunities for them around how
data can support them in achieving
their targets.
INTERVIEW
David Joyce is the Data and
Analytics Manager at Sage.
David is accountable for the
delivery of customer segments to
execute marketing campaigns for
acquisition, reactivation and
loyalty. With a proven track
record, David is also responsible
for the creation and delivery of
key business projects to drive the
business forward.
Change Management & User Engagement
Thanks to the value the Sage Insight team have delivered during the last couple of years, Senior Marketing
Operations Manager David Joyce has managed to double the size of the team. At Trovus, we are lucky
enough to be part of this journey. We spoke to David about how data is changing organisational and
individual behaviour, which is increasingly a critical ingredient of sustainable growth.
Influencing stakeholders and leading
transformational business change with data

TROVUS PAGE 12
Targets are actually set with the
knowledge of the insight we can
produce. We’ve changed the way we
build our propositions, and we’ve
changed how we drive the sales team
to execute.
User engagement = Change
management
Fanni: It sounds like your 14 years of
experience with Sage has helped you
a lot when it came to changing
behaviours?
David: I know the processes and
boundaries of the business inside out.
I have in-depth knowledge down to
each function. The beauty and benefit
of moving around the business is that
you get a deep understanding of the
different areas. I understand the sales
director’s pressures and can align to
them.
Usually BI people understand
questions, but they don’t think about
pressures or ultimate outcomes from
the internal end-user’s perspective.
Everybody has personal targets and
you have to align the output of your BI
eco-system to those.
If you talk to some big companies, they
buy expensive technologies that
nobody is using. You need to find ways
to work with those systems and
projects, not against them.
We are now building our own data
warehouse. There is an understanding
of the importance of data, and the
detail of how important a single piece
of information is, but you have to have
a very clear understanding of who will
use it and why.
Fanni: Based on what you are saying
about the importance of
understanding the ‘whys’, which area
of the business is the most suited to
driving a BI/Insight project?
David: I would say it’s the commercial
marketing team, but it really depends
on the setup of a business. The
marketing function should certainly
identify opportunities for the future. In
order to do this you need to have
experience and exposure, otherwise
you could build something off the mark
and miss an opportunity.
Some businesses haven’t got an
understanding of sequencing in terms
of how they deploy the different stages
of a BI/customer insight project. The
human brain tends to concentrate on
one thing, and then moves on to the
next, but you have to think about the
impact one stage has on the other,
therefore you have to keep some
agility in the process.
You have to have a
very clear
understanding of
who will use it and
why.
Fanni: Can you give us some
examples of where you've used
insights to achieve a desired
outcome?
David: In our world, legislation
changes have a massive impact on
customers. Knowing who will be
impacted and how, helps us to ensure
that we have the right propositions in
place to take to them.
We work extremely closely with the
propositions and R&D teams. If we say
we need x, and y amount of
opportunities will be affected by this,
we look at the return and that’s how
we decide whether it’s worth doing.
Because we do all this work upfront,
marketing can forecast what
proposition to take to whom, and how.
If you wait for perfect
data, you will never
start anything.
Fanni: What obstacles or challenges
do you face as part of this journey?
David: One of my key challenges is
having a sufficient head count. I need
to influence stakeholders to get
resources, and I’m 100% focused on
pushing skill sets and getting people
doing the right things. One of the
biggest achievements that I am proud
of is the structure of my team and how
they are aligned to business goals.
Another challenge is that there is a
common perception that the quality of
data isn’t sufficient enough. Data is
never perfect but we just need to
determine which is the most important
part of it and start from there.
If I’m making a statement or a case of
£100 million, I can’t have bad data. If I
am speaking with the Managing
Director, and I positioned what we’ve
got, I might say we have good basics to
build on, even though the data might
not be perfect.
Some people may have a perception
that the data isn’t complete enough.
It’s like a litmus test. In reality, you can
get a data score, and you can set up
data compliance and governance,
which we did. There would be an
impact on having bad data if you didn’t
comply.
INTERVIEW

TROVUS PAGE 13
There is a challenge around
independent functions creating very
different reports. As a FTSE 100
company , we need to control what’s
being fed upwards, everything comes
back down to trusted revenue. It’s
about changing people’s mindsets and
beliefs, understanding who the
customer is in the business, and
directing the people we’ve got.
Everything comes
back down to
trusted revenue.
Fanni: With data quality, is there a
percentage where you think this is
good enough?
David: There is no percentage. When
working on a project, I analyse existing
data, and what the needs are.
Sometimes 50% is a good starting
point, sometimes even 95% accuracy is
not good enough. It really depends on
the case.
Fanni: What are you most proud of,
over the last 18-24 months?
David: We are now a direct
contribution point into business
planning and processing. Planning is
done based on the intelligence we’re
providing. Large operational areas of
the business are starting to structure
differently.
We are now a direct
contribution point
into business
planning and
processing. Planning
is done based on the
intelligence we’re
providing.
Over the next few years, our vision is to
change how we forecast and budget.
I’m determined to set people up to
succeed to make sure the outcome is
the right result and that their key
initiatives are to achieve.
Going forward - what’s next?
Fanni: Bearing in mind your
impressive achievement in the last 2
years, what’s your vision for the next
2 – 5 years?
David: We’re just at the beginning of
this journey. I’m fortunate because not
many organisations get to build
something like this from scratch. It’s
like the perfect storm. I want to bring
in a lot of people with the right skills
and tools, and a skill set we will deploy
to a wider remit. I want to use more
data for budgeting and forecasting.
It can be like trying to
find a needle in a
haystack, but if you
take 3 quarters of that
haystack away, it will be
a lot easier.
We are currently focused on S&MB,
but it may become more centralised,
and we expect the way we model to
change.
Sometimes, with customer behaviour
and insights, it can be like trying to find
a needle in a haystack, but if you take 3
quarters of that haystack away, it will
be a lot easier. You need to have a
sequence to build an approach.
By taking a more scientific approach,
I am hoping this will lead to a more
enhanced customer experience. We
can measure this with things like Net
Promoter, and by looking at loyalty
and revenue spend.
Fanni: So you’re saying statistics will
drive the business. Is this expected by
management?
David: Yes very much. The director of
marketing takes a statistical,
aggregated view on a daily basis.
To create engagement, it’s all about
communication and how you translate
the story at the right level and in the
right way. I’m lucky enough to be
invited to board meetings to share my
work and insights.
To create engagement,
it’s all about
communication, and
how you translate the
story, at the right level,
and in the right way.
I have a good relationship with our
directors, and I’ve learnt to always be
forthright with my opinions and give
my views.
Fanni: What excites you on a
personal level?
David: There is change and evolution
in the way people are working. People
are moving to mobile, doing more on
smartphones and tablets, and this has
influenced what they need.
The way information is gathered is also
changing with the use of mobile
devices and the adoption of cloud. In 5
years’ time we will look back and think
how archaic we were. PCs are dead,
and mobile technology is the future.
The ability to get information to people
is increasingly important. It’s about the
number of words you use, the
message, the medium you use and
how you capture any feedback or
engagement.
There are two groups of customers and
you can draw a line down the middle:
generation x and generation y—those
that are digitally native and those that
aren’t. You can draw a line down the
middle.
INTERVIEW

TROVUS PAGE 14
Marketing insight is priceless
Some companies think they have got
the latest technology covered. If you
take Facebook for example, people
might think their customers are on
there but they are mistaken.
They are about 3 years too late, it’s
gone. People are moving on to newer
technologies, and you have to keep
pace with them. If you are trying to
catch up with those companies who
were leaders 5 years ago, you will be
wasting your time.
Fanni: What will your biggest
headache be by 2020?
David: Between now and 2020 we
need to keep focused and become the
best at what we are doing. There will
always be distractions and things that
need to happen quickly, but you
shouldn’t diversify from your specialty,
you need to have the courage to stay
focused and be the best at what you
do. I will encourage my team to do this.
Fanni: What is the one thing you
would want if you could have
anything you wished for?
David: More time! I need to protect my
team from the day to day. A lot of
people can be short term and
reactionary when trying to deal with
different needs within the business. I’m
trying to get my team to be focused
more long term, and this can be hard
when you’re being asked to deal with a
number of things.
I want to use more
data for budgeting
and forecasting
I would love to build a sub-team to shut
themselves away in a room and focus
on 3 years’ time. At the same time, you
have to have a balance.
From a leadership point of view, people
need to get recognition and
understand the impact of the work
they are doing, and if someone is just
working on 3 years’ time, they won’t be
able to see the outcomes of what they
are delivering.
You need to balance the needs and
allow enough, but not too much
stretch. Your biggest asset is your
people, and happy people give and
deliver more.
INTERVIEW
Lindsay Shaw:

TROVUS PAGE 15
Fanni: Hello Simon. For our readers,
would you mind introducing
yourself?
Simon: I am a consultant physician by
background, currently on secondment
at the NHS Leadership Academy at the
Royal Liverpool & Broadgreen
University Hospitals NHS Trust. As of
February 2015, I will be taking up the
role of Medical Director for Warrington
and Halton Hospitals NHS Foundation
Trust.
Fanni: For people who might not be
familiar with how the NHS works,
can you say what your job entails?
Simon: The NHS is investing more and
more in its leadership, in order to get
the very best outcomes for its patients
and staff. I am part of a national
programme taking senior clinicians and
people from outside the NHS on a
common journey as part of doing
things differently.
Fanni: Given your role, what
encouraged you to look more into
data analytics?
Simon: Last year, I worked briefly as
Director of Operations at the Royal
Liverpool, accountable for delivery
across a range of performance
measures. Hospitals are fast changing
environments and I found myself
constantly craving information about
where the problems were and why
they occurred. Data should help not
only identify the issues but also
meaningfully address the issues.
Fanni: Would you say data is what
drives you to form meaningful
decisions?
Data should help not
only identify the
issues but also
meaningfully address
the issues.
Simon: Yes, definitely. Knowing that
we have access to a lot of data, with
performance metrics and ever growing
targets, this data proves to be extra
valuable. The fact is we have so much
data and this can be a great starting
point for both short and long term
decisions. Knowing when to introduce
more beds, how to go about staffing,
the timing of staffing, roles and
responsibilities are all decisions that
should be made with the help of data
driven insights. Gut feelings are just
not good enough. However, you can
also find yourself overwhelmed with
data too. Like many others, one of the
areas that we needed to concentrate
on was patient flow around
‘bottlenecks’. The part of the system
where there is a delay or wait is known
as a ‘bottleneck’. We need to
understand what these ‘bottlenecks’
are and then address them, as opposed
to going on a hunch. Potentially too
much of what we do is based on gut
instinct, instead of being driven by data
and proper BI.
Fanni: Did you face any challenges
throughout the project?
Simon: Certainly. We have an awful lot
of data which we don’t use as well as
we could. We need to identify where
specific expertise lies and how to fill
this gap by gaining assistance from
external support.
The impact of data analytics and how it is driving
strategic change within the NHS
INTERVIEW
Simon Constable, NHS Medical
Director
Simon is currently on secondment with
the NHS Leadership Academy at the
Royal Liverpool & Broadgreen University
Hospitals NHS Trust. From the start of
February 2015 he will then take up the
role of Medical Director for Warrington
and Halton Hospitals NHS Foundation
Trust. Simon first came into contact with
Trovus by instigating a dialogue around
the concept of performance metrics,
performance data and truly understand
BI from the perspective of the NHS.
No day goes by without hearing in the news about the challenges that the NHS face and what it means
for the people involved: doctors, nurses, patients etc. Trovus has been working with Simon on
understanding NHS data and found the experience fascinating. On this occasion, we were curious to take
Simon’s view on how data might be able to help senior NHS professionals make better informed
decisions.

TROVUS PAGE 16
Potentially too
much of what we
do is based on gut
instinct instead of
being driven by data
and proper BI.
I have learnt that partnerships have to
be formed between those within our
organisation and third party suppliers.
By using outside help we are also
gaining an understanding on how other
industries work. Healthcare is not as
unique as sometimes it is perceived to
be.
In addition to the sheer volume of the
data, the issue of data quality can also
be divisive and can be debated
endlessly.
Fanni: How did you go about
resolving the debates around data
quality?
Simon: I have to declare I’m not a data
genius by any means, but it’s good to
get advice from people who are. One
of the most common defences against
change, particularly from clinicians,
can be that the quality of their existing
data isn’t good enough to rely on. But
there is a real danger of debating the
quality of data endlessly instead of
making something out of what you
have as a starting point. I genuinely
think that understanding the data that
is available and making something
useful out of it is a good enough
starting point and you can go from
there. Because of the vast amount of
historic data, despite the discrepancies
in the quality, you can still correlate
certain variables and run models on it.
Fanni: You haven’t mentioned
forecasting...does predictability
feature on your wish list?
Simon: Absolutely. Forecasting is a big
element of what we do currently, but
we definitely need to use it more. With
the vast amount of historical data,
potentially our outcomes are quite
predictable. We don’t use forecasting
to make as many real-time or even
long-term decisions as we could.
Trajectory can be simply a ‘finger in the
air’, rather than being always data
driven. Resourcing and going through a
journey is impeding the amount of
forecasting. Spending time doing the
here and now is halting us from looking
into the future in more detail.
Effective and reliable forecasting will
have a massive influence on the
recruitment of staff, how you manage
the staff and the ways in which we
invest.
Fanni: Talking about effective
business intelligence, are there any
other industries or countries that you
aspire to and look towards for best
practice?
Simon: Good question! Across the
global sector, some countries do really
well and some not so well. I would say
the Netherlands and the US appear to
be very data driven but their results can
be patchy too. In the UK we are lucky
that we have a national system that we
possibly don’t use as much as we could.
In saying this, I would have to say that
here in the UK, taking into
consideration the amount of GDP that
is spent on healthcare compared to
other sectors, we are often doing much
better than we give ourselves credit
for. Often we need to be more efficient
with the way we work and make more
strategic decisions based on the
resources that we have.
Fanni: Do you measure the real
benefits data analytics deliver for
you? Do you have any ROI
statements?
Simon: The bottom line is the quality
of; patient care, their experience, the
effectiveness of our delivery and the
safety in which we administer care.
With this comes financial implications
which is of course intrinsically
entwined with the quality of care.
I would benchmark patient feedback
and performance of staff standards
which is a single metric based on a
great deal of data. The strategic
decisions that drive our results need to
improve performance. Improving the
way we administer care has a direct
impact on patient care and patient
experience.
Improving the way
we administer care
has a direct impact
on patient care and
patient experience.
Fanni: Do you have specific targets or
goals that you are seeking to
achieve?
Simon: As mentioned before, the
quality of care is the most important
measure, however I found that it is
extremely hard to measure. For
instance, A&Es need to comply with
the national 4 hour target but it doesn't
necessarily tell you the full story in an
accurate way. It’s more than just about
the time spent in an Emergency
Department, it is a measure of the
whole system and whilst time is easy to
measure, there are other variables to
take into account. The quality of the
care you provide can be measured in
various ways.
Fanni: Can you please explain in more
detail what you mean by not getting
the full picture just by looking at the
4 hour target?
Simon: There are examples where
patients require more time and
therefore fall outside the 4hr window.
This doesn’t necessarily mean that
they have not experienced a good
quality of care when you ask them.
It might mean that they could actually
go home instead of staying in hospital
for a night etc. We of course need
targets to meet, but it does not
necessarily provide an accurate
measure for patient satisfaction. I fear
that focusing purely on this number
might result in wrong decisions. I
advocate that data could be and should
be used in a way to understand
accurately the ‘whys’. Unfortunately
we do not have a lot of flexibility with
these metrics when measuring the
quality of care but it doesn’t
necessarily mean the status quo is the
only other option.
Fanni: Thinking about the future, can
you describe the ideal scenario when
it comes to using insights?
INTERVIEW

TROVUS PAGE 17
Simon: The ideal scenario is that even
when I am physically outside of the
hospital building, I could still have a
picture of what is going on. So it has to
be real time, it has to be mobile. But
there is also something about
’simplicity’, simplicity about accessing
the data but also how the information
is presented. We are often
overwhelmed with data, so I need to
understand quickly if something is
wrong and be able to drill down to
understand the details. When dealing
with simplicity, you need to have
confidence in your data.
Fanni: Is there anything that you can
look back on and are proud of?
Simon: I am proud of the fact that like
many Trusts we have done an awful lot
of work around data quality and
patient pathways. Particularly around
elective pathways which are non-
urgent care pathways for patients.
We’ve gone a long way to improve the
way the data is represented and what
is going on with these pathways. In this
respect, we’ve made a lot of progress.
More than that, I think there is an
overwhelming understanding that we
don’t just chase a number for the sake
of it. ‘We do the right thing for the
patient’ is not a bad attitude to have.
Knowing what to
‘worry about’ and
what not to ‘worry’
about would be a big
step in the right
direction.
Fanni: and finally, If you could have
one thing tomorrow, what would it
be?
Simon: I would want the ability to sit at
my desk or use a mobile device and
have a strong sense of how things are
going and have the confidence that I
know whether things are alright or not.
I don’t necessarily have to be onsite but
by taking into account all the domains
of interest, I can then make an
interpretation of how the organisation
is performing. It needs to be simple
and straightforward, i.e. a press of the
button and a glance at the screen. This
would give me better quality of sleep
at night when I’m at home and I’d feel a
lot more at ease.
As Winston Churchill said, I think in
reference to someone else ‘I worry
about lots of things many of which
have never happened’. Knowing what
to ‘worry about’ and what not to
‘worry’ about would be a big step in the
right direction.
INTERVIEW
Source: Taken from the Scottish government website demonstrating bottlenecks within healthcare.
http://www.scotland.gov.uk/Publications/2009/02/13140255/3
See image below demonstrating bottlenecks within the NHS.

TROVUS PAGE 18
We all agree, more than ever, that
Marketing Directors have a real
opportunity to influence business
decisions and therefore make the voice
of marketing heard in the board.
However, it does often require the
energy and persistence to push
through new ideas and make them
happen.
Most people are averse to change, so
Marketing Directors will find
themselves having to drive marketing
projects almost like ‘change
management projects’.
we found that
innovative ideas
are actually
implemented and
we accelerate
through cultural
change
When working alongside marketing
teams, often we apply change
management techniques whereby we
go through the following Kotter eight
stage process of:
1. Creating urgency
2. Forming a powerful coalition
3. Creating a vision for change
4. Communicating the vision
5. Removing obstacles
6. Creating short-term wins
7. Building on the change
8. Anchoring the changes in
corporate culture
By running marketing projects almost
like change management projects, we
found that innovative ideas are actually
implemented and we accelerate
through cultural change.
Do Marketing Directors = Change Management
Consultants?
By spending most of my time working with Marketing Directors, it is very apparent that one of their key
challenges is actually nothing to do with marketing but more to do with people and culture.
If you would like to receive
more of Fanni Vig’s blogs,
email us at:
conversations@trovus.co.uk
Fanni Vig

TROVUS PAGE 19
In 2014, Trovus talked to over 100
C-level executives from across the
world, and they all agree on one key
issue: unless you can get the end user
to engage with dashboards, BI is a
waste of money.
Organisations across the world have
long recognised the added value that
Business Intelligence (BI) can deliver.
For decades, management
consultancies have offered data
analytics advisory services, yet most of
their work is still concentrated around
regulatory changes, KPI advisory
support and technical deployments.
James Bashford, Head of Digital
Marketing Operations at 3M, summed
up his position “I want Insight to be
strong enough to convince people
without even being in the room.”
Organisations
across the world
have long
recognised the
added value that
Business Intelligence (BI)
can deliver
Crucially, in spite of investing £millions
on data analytics, companies are
encountering disappointing user
adoption rates. The fact is that the
deployment of a BI application on its
own isn’t sufficient to achieve the
desired transformation.
The key to BI success is user
engagement
In order to maximize value from BI
investment, the first step is to
empathise with the pain points. As
David Joyce, Data and Analytics
Manager at SAGE points out, “These
pain points are very personal; without
identifying them, you will never be able
to produce a dashboard that the Sales
Director and their team can genuinely
rely on.”
Once the pain points have been
identified, they can be overcome with
the introduction of behavioural
psychology and change management.
Many organisations struggle
with behavioural psychology and
change management because they
involve human and process changes;
both of which require customisation,
focus and consistency. Without these
two vital ingredients, end users
adoption rates will never reach their
full potential.
How Trovus bridges the gap by
increasing the efficiency
of knowledge worker productivity
When Trovus delivered a performance
improvement dashboard to a global
law firm, it wasn’t enough to deliver an
‘off-the-shelf’ solution. To make
thousands of their end users
pro-actively consume the information
and react accordingly, it required no
less than 13 iterations of the same
visual, a series of focus groups and the
development of a toolbar app.
Trovus’ CEO Edward Charvet sums up,
‘This wave of the increasing end users’
need for operational insights will only
mature as the business user becomes
more aware of the potential of the BI
tools we have today. This presents a
real opportunity for specialist service
providers to connect the dots and drive
user adoption to cement the value that
all BI deployments offer.”
I want Insight to be
strong enough to
convince people
without even being in
the room.
Trovus recently featured in Reuters, exploring the topic of change
management, user adoption, business intelligence and the key to BI
success. Featuring thoughts from leading organisations including
SAGE, and 3M.
How Trovus is Using Behavioural Psychology and
Change Management to Drive up Business
Intelligence User Adoption Rates
Lindsay Shaw:
Lindsay.shaw@trovus.co.uk

TROVUS PAGE 20
Strangely beautiful maps
We recently came across a fascinating spread of visualisations by founder of Strange Maps, Frank Jacobs.
Frank Jacobs is a collector with a difference, for most of his collection of more than 650 maps since 2006.
Frank Jacobs creates maps depicting
statistical information that combines
beautiful full-color illustrations with
quirky statistics and smart social
commentary. The result is a distinctive
illustrated guide to the world. His
criteria is that a map should be visually
interesting, tell a compelling story, and
be too strange to appear in a regular
atlas. We have picked out a few
interesting ones.
Global Whispers: Mapping
Pathways of Knowledge and
Rumor
The first map shows the links in a
based on 2.2 million book translations
in over 1000 languages. The map
shows lines linking between countries
that books have been translated to.
The second map is based on millions of
tweets around the world. Relevant dots
are connected when a user tweets in
different languages. The third map
shows the connection between the
translations of Wikipedia articles.
The Accidental Beauty of
Flight Paths
This map captures the poetic beauty of
something utterly mundane and
usually invisible: the flight patterns of
the planes that bring us from airport A
to airport B. We live in the age of mass
air travel. At any given moment, there
are about 10,000 commercial planes
airborne, carrying an estimated half a
million passengers across the skies. We
also live in the era of Big Data. The
movements of these thousands of
planes can be followed in real time on
websites such as Plane Finder and
Flightradar24.
BI Story Telling & Data Visualisations

TROVUS PAGE 21
The Heart of Dudeness
A man’s best friend is his dawg,bro,
buddy, dude, fella or pal. The two
maps compare geographically how
people prefer to refer to their friends
through tweets. The results show that
dudes are spread out across the US but
is mainly used in coastal and Southern
California. If you call your bro, a buddy,
you’re most likely a Minnesotan, an
Iowan or an Ohion.
Helsinki Good, Lisbon Bad?
Europe's "Honesty Arc"
Are some cities more honest that
others? And does that honesty
correlate with geography?
If you have to lose your wallet, do it in
Helsinki. Eleven out of twelve billfolds
purposely dropped on the streets of
the Finnish capital were returned. The
worst place to lose your wallet,
according to a Reader’s Digest survey
was Lisbon. Only 1 wallet out of 12
found its way back to the rightful
owner. Results for a further 14 cities
worldwide provide a fascinating insight
into the geography of honesty. This
map demonstrates the findings across
the world.
To find out more or to see other
strange maps go to:
www.bigthink.com
BI Story TellingBI Story Telling & Data Visualisations

TROVUS PAGE 22
Split among industries
The US tends to be more open to
Cloud BI, however the industry sector
is more a dividing factor. Financial
Services companies and Public
organisations are still more risk averse
and prefer to have on premise
installations . This is compared to
companies in the hospitality sector or
some professional services that are
much more open to the idea of Cloud.
Organisations are going for
both an on premise platform
and Cloud
Depending on the actual use case, the
very same organisation might have
both an on premise installation as well
as Cloud BI running in conjunction with
each other.
One of our clients, the European CTO
of Red Bull, chose an on premise
installation of BellaDati, mainly due to
an existing SAP infrastructure. In
parallel to that, they needed a quickly
deployable sales KPI dashboard (using
Excel feeds from the various stores) for
one of their countries in Europe. This
resulted in their IT Director utilising
BellaDati’s Cloud which was situated
on a Google Drive.
It is not uncommon that both on
premise and Cloud installations co-
exist in the same business. Most
businesses will have a major vendor
infrastructure (SAP, IBM etc.) already
in place. For achieving fast deployment
for specific BI applications, a Cloud BI
platform will be introduced to run
specific BI applications.
Self– servicing
Our BellaDati tool, has proven to be
extremely useful for people who
traditionally have been using Excel for
reporting but are not an IT specialist.
What we are finding with the Red Bull
Cloud BI application, is that business
users were in a position to create the
dashboards without depending on any
support from the IT department.
About BellaDati
BellaDati has been voted as one of the
BI solutions to watch in recent years.
The company specialises in Agile BI
solutions that enable very fast and cost
effective reporting and analytics.
Companies that are currently using
BellaDati include Ricoh, Dell and
Korean Telecom to name a few.
BellaDati serves its customers through
partnership across Europe, USA and
Asia.
The impact of BellaDati’s Agile BI platform
Cloud and Agile BI have been gaining some momentum in recent years. We wanted to speak to Martin
Trgina, the founder and CEO of BellaDati, a specialist Agile BI platform provider, to discover what trends he
is currently seeing on the market when working with organisations such as Ricoh, Korean Telecom and
Red Bull etc. Below is a summary from our conversation:
Fanni Vig:
Please see below screenshot of how Chooseenergy.com use BellaDati.

TROVUS PAGE 23
Whilst the average number of data
sources for text analytics is increasing
(from 4.2 to 5.4 data sources in the last
5 years) and the analysis is becoming
more complex, the emergence of new
technologies are enabling us to build
applications that are most likely to
deliver real business ROI.
Listening to Seth Grimes (arguably one
of the most reputable key opinion
leaders in the field of text analytics), it
is obvious that delivering real business
value still very much depends on how
you are using technologies that are at
your disposal. In his view, the two
immediate benefits a business is likely
to generate and should aim for are cost
reduction and better predictability.
To give readers a flavour about how
you can use text analytics in a straight
forward way on documents, the below
is an example I generated using a
software called Semantia. The machine
picks up automatically from a 50 page
document what words are mentioned
in a positive and/or negative context.
Applying this type of analytics can be
very powerful for analysing qualitative
customer feedback and email
communications etc.
Text Analytics is becoming more ubiquitous across businesses. Whilst financial services and healthcare
companies are probably leading the way, we are seeing more and more industries developing applications
based on machines understanding human communications.
<text> analytics. Are you ready?
Fanni Vig:

TROVUS PAGE 24BI Story Telling & Data Visualisations
About EY
When Ernst & Young updated its
brand name to EY in 2013, it also
introduced its overarching purpose:
Building a better working world.
With this in mind, EY’s Global Director
of Analytics, Richard Turner and his
team are employing data analytics, not
just to determine where and how EY
invests but also how best to develop
and improve the business.
In the following interview, Fanni Vig,
Chief Operating Officer of Trovus
discusses with Richard his role and how
data is helping to deliver the insights
and recommendations that are
enabling EY’s senior leaders to make
informed decisions, better than ever
before.
A little background
Fanni: How did you arrive in your
current role?
Richard: Perhaps through good
fortune rather than a long term career
plan! When I completed my degree in
Engineering Economics and
Management, I wanted to apply my
skills to solving analytically based
business problems.
I happened to chance on a data analyst
role and, as a consequence, have had a
long career in data analytics spanning
over 25 years. When I first started
working, the word ‘analytics’ did not
even exist and organisations had little
or no capability to analyse their data.
The start of my career coincided with
the rapid increase in capability of PCs
which enabled analysts to interactively
analyse data and present their results.
I began in the finance and banking
sector, where I developed consumer
and business credit scoring models to
help banks, finance companies and
retailers estimate lending risk.
This was one of the first major business
applications of analytics. Developing
models were time consuming and
required that I solve my own problems
(there weren’t any case studies,
internet courses or textbooks).
After many years in the Banking and
Finance sector, the application of
analytics to Strategy was a new
challenge to me. It was a great decision
to move to a different application of
analytics.
Analytics can be used
to inform strategic
choices across the
organisation, such as
understanding where
and how to invest
resources to grow the
business.
Fanni: Tell us about the application of
analytics to strategic decisions.
Richard: Analytics can be used to
inform strategic choices across the
organisation, such as understanding
where and how to invest resources to
grow the business.
How EY is harnessing data analytics to help build a better
working world
INTERVIEW
Richard Turner explains how analytics helps deliver the insights which enables leaders to make informed
data based decisions. Richard Turner has over 25 years’ experience in analytics and is currently EY’s
Analytics Leader in Global Markets, Strategy and Analysis. In this interview, Fanni Vig, Chief Operating
Officer of Trovus, asks Richard, based on his long standing career in analytics, to discuss the role of the
analytics in making better business decisions.
Richard Tuner is Director of
Analytics, Global at EY.
Richard joined EY in 2011 with
over 20 years experience in data
analytics, analytics product
management and development.
His current role is to help enable
executive decision-making in
defining and executing the firm’s
growth agenda, challenge
established thinking and
approaches through the
development of meaningful
insight using data analytics.

A key component is to understand the
market opportunity and how this is
distributed across accounts,
geographies and sectors.
Fanni: What is the role of the analyst
in supporting strategic decisions?
Richard: The strategic analyst’s role is
to act as an internal consulting unit to
create insight and provide
recommendations that enable senior
leaders within the organisation to
make informed decisions. Strategic
analysis requires an analysis of internal
and external data in order to
understand the organisation’s position
in the market and develop points of
view to help identify opportunities on
which decisions can be made.
The primary driver
of any analysis is to
accurately capture
business issues that
the organisation
faces and ask
intelligent questions.
The process of analysis
Fanni: Can you provide insight on
how you identify and select the right
problems to analyse?
Richard: You need to ask the right
questions! The primary driver of any
analysis is to accurately capture
business issues that the organisation
faces and ask intelligent questions. I
hope to tell a client something that
they do not already know, so I always
look for the unexpected.
Fanni: How do you ensure that your
output from analysis is not only
informative but also useful?
Richard: Even when initiating a
project, it is important to consider the
required output and the report or
decision. Drafting the design of the
final report is often a good approach
however, you always need to let the
data drive the analysis and conclusions.
‘Torturing data’ can provide ‘false
confessions’. The best data analysts
put themselves into the shoes of the
business user. Often, the perspectives
of the user and data analyst are very
different, so the key is to look at the
problem in different ways.
The challenges faced when
providing insight
Fanni: What are the challenges of
delivering useful insight to the
business?
Richard: The biggest issue is the
incompleteness of data. Perfect data
does not exist and it is always
necessary to model based on
assumptions. Making the best
assumptions only comes with
understanding the business problem
you are modelling.
Often the challenge is working with the
desire for certainty. It is important to
get the balance between building
useful models and knowing the
limitations of the model. For example,
providing the estimate of a market size
also requires an estimate of its likely
accuracy. Strategic Analytics is rarely
an exact science.
The second key challenge, is
communicating simple messages to
address complex problems. Unless you
can simply communicate the message,
it will not be understood or actioned.
Given the fact that the business
problems are complex, they often
require sophisticated analytics
solutions. Therefore, it is important to
present a headline conclusion but
provide detailed supporting analysis
and evidence where required.
The best data
analysts put
themselves into the
shoes of the business
user
Proactive versus reactive
Fanni: Would you say you work in a
reactionary manner or a proactive
and strategic way?
Richard: It is important to keep
focused on the strategic agenda. The
role of a Strategy Analyst is not to be
responsible on operational reporting
but focus on providing forward looking
insight.
INTERVIEW

There is always a requirement to
consider what external events impact
the business; for example, the political,
economic and social environments.
The process of
generating multiple;
scenarios, outcomes,
options and strategic
choices enables the
business to
understand the
factors which impact
a decision.
The importance of an ‘agile’
approach to analysis
Fanni: Do you use ‘agile’ forms of
development such as the use of
increasingly popular dashboards?
Richard: I try to adopt a more ‘agile’
approach to analysis as opposed to
more traditional ‘waterfall’ methods.
I also like to ask what insight can be
shown using the data we already have
available. Delivering results and
understanding whether we can help
address a problem is very important.
Within traditional IT projects, it is
possible to specify the overall scope of
the project and identify what you want
to achieve with a degree of certainty.
This is not the case with analytics; it is
essential to recognise this difference
and have the flexibility to adjust plans
accordingly.
Behaviour and cultural change
Fanni: Do you have any examples
where insight has generated both
behaviour and cultural change?
Richard: There has definitely been a
change in the use of analytics to inform
decisions. Data’s wide availability and
the capability to bring together
information from different sources has
resulted in data being analysed and
consumed in new and different ways.
For example, historically when
presenting forecasts, we might predict
that we expect the value of revenues to
increase by 10% . This has a limited
value if there is no understanding of
the confidence behind this prediction.
By changing this prediction to ‘we have
a 95% certainty that revenues will
increase between 5-15%’ people will
provide a better sense of the accuracy
of the predictions and therefore, the
implications or risk surrounding the
information will reduce.
The process of generating multiple;
scenarios, outcomes, options and
strategic choices enables the business
to understand the factors which impact
a decision.
For example, optimisation techniques
can be used for decision making
through understanding the effect of
constraints to the solution. If by
making a small change to constraints
changes the optimal solution, how
stable is the result? You can also
examine at decision trade-offs by using
‘multiple’ goal objectives. This involves
looking at the sensitivity of goals and
the resulting decisions. For example,
what is the trade-off between margin
and revenue in an optimisation
solution? If the last 1% of revenue
costs’ 10% in margin, would you
choose to maximise revenue? Using
analytics to understand the trade-offs
when considering different business
options will continue to increase.
The business leader
primarily wants to
understand the
benefits and the
validity of the
analysis.
If we are to increase the flexibility of
analytics, we also need to enhance our
ability to visualise and communicate
the messages. Businesses are
demanding interactive dashboards
with intelligent visualisations and
embedded statistical algorithms. This
is to aid sophisticated companies to
continue to integrate statistical
modelling tools with their visualisation
capabilities.
Data’s wide
availability and the
capability to bring
together information
from different sources
has resulted in data
being analysed and
consumed in new and
different ways.
Fanni: Do you approach your
problems with your team of other
stakeholders?
Richard: I tend to first contemplate the
issue and develop a viewpoint. I then
review with the team to get their
perspective. When I present the output
to the client, I try to simplify the
conclusions so that it is easier to
digest. I try to explain the output not
the process and most importantly
highlight the benefits. This is not as
easy as it sounds. Analysts like to
explain the sophistication of their
solution, whereas the business leader
primarily wants to understand the
benefits and the validity of the
analysis.
INTERVIEW
Lindsay Shaw:

TROVUS PAGE 27
Introduction
Fanni: Before we talk about BLP,
could you please elaborate on your
background and how you got
involved with technology?
Bruce: My background is in software
engineering which over time
transitioned into operations, business
management and strategy. I have
always been passionate about
leveraging technology to enable
business innovation, with a key
component of this in the current
business landscape being analytics and
Big Data. As a result of various
dynamics in the legal services industry,
I recently transitioned into my current
role, which draws on the various
elements of my professional
background.
Fanni: In BLP’s case, why did the firm
start to leverage technology and
analytics more?
Bruce: Historically, technology has
served primarily to support lawyers
working in the same manner as they
have done traditionally. The keyboard
replaced the pen or the quill and email
replaced faxes or post but the essence
of the work remained the same.
Some recent developments have put
pressure on lawyers to change.
• The recent financial crisis and greater
involvement of professional
procurement has resulted in clients of
legal services, becoming far more price
sensitive and sophisticated in their
purchasing requirements.
• The Legal Services Act of 2007 and
the emergence of Alternative
Business Structures are offering
clients alternatives to the traditional
law firm service model.
• Technology and Big Data have
impacted on multiple aspects of
clients’ lives and the services
available to them (e.g. Amazon,
AirBnB, Uber, iPhones, iPads etc.)
and clients are beginning to expect
this in their business lives too.
Technology and Big Data
have impacted on multiple
aspects of clients’ lives and
the services available to
them
This is all resulting in:
• Greater and alternative types of
competition.
• A significant shift to fixed fee work
with tight price pressures resulting in
law firms needing to focus on
efficiency and their cost base.
• Clients having higher service level
expectations.
• Need for better and quicker
collaboration, both internally and
with clients.
How emerging technologies have created a new
approach to the legal sector
INTERVIEW
Legal
BLP has been going through some significant changes over the last couple of years. We thought we
would grab this opportunity to chat to the firm’s Head of Strategic Client Technology, Bruce Braude, to
see how technology investments are supporting innovation across the firm.
Bruce Braude is Head of Strategic
Client Technology at BLP.
Bruce Braude is the Head of Strategic
Client Technology at Berwin Leighton
Paisner. Bruce is responsible for
leveraging technology and data analytics
to enable BLP to offer clients enhanced
and new legal services. His responsibilities
include driving the innovation process and
the delivery of strategic solutions.

TROVUS PAGE 28
Traditional law firms and new entrants
are committing a significant focus to
how technology and analytics can be
leveraged to better understand their
clients, serve their changing needs and
to offer new services that the clients
themselves may not yet have
identified. As in almost every other
industry, there is now a far greater
focus on leveraging data to provide
deeper business insights and to enable
automation and AI. Technology in a
law firm is therefore becoming far
more closely aligned with the business
and its needs. A much closer
collaboration between the
technologists and lawyers is essential
and is now taking place to a greater
degree.
There is now a far greater
focus on leveraging data
to provide deeper business
insights and to enable
automation and AI.
Fanni: Based on our experience at
Trovus, one of the key ingredients to
a successful technology project is
making sure that technology
investments are closely aligned to
the firm’s strategic goals. How did
you achieve that at BLP?
Bruce: Due to the opportunities that
technology offers in enabling new
services and business models,
technology has formed a core
component of strategic discussions at
the highest level at BLP. Senior
leaderships are active drivers of the
technology agenda.
Equally, the culture at BLP is one of
‘broad consultation’ and we have
therefore consulted the firm widely.
Suggestions of new ideas and ways to
improve can come from anywhere in
the organisation and therefore, a wide
involvement and contribution has been
fostered.
Fanni: How did you manage
collaborating ideas from every part of
your business?
Bruce: It has certainly helped that the
senior people appreciated the value
and saw the importance and necessity
of looking at technologies and the
opportunities it provides with regards
to improving efficiency.
Law is not a particularly numeracy
based profession and shifting lawyers’
mind-sets from qualitative experience
and intuition to that of being
supported by data and analytics, has
been a real cultural shift. The key to
success, as Trovus has shown, has been
to find and highlight the key messages
in the data rather than overwhelm
people with too much information.
We ran a series of workshops to gain
ideas and engage across all levels.
Through a process of education,
people became more receptive to new
ideas and they certainly felt involved
with the decisions. Obviously we
cannot expect everyone to be an
evangelist, however they were still
supportive of the overall idea behind
the necessity for change.
Fanni: One of the findings from our
legal roundtable was around how
data can support conversations
around value retention as part of
pricing strategies. Do you use
information to support discussions
around pricing?
Bruce: Absolutely. When pricing, we
factor in the overall client relationship,
the composite services offered to a
client and information relating to the
resources and costs that will be
incurred in providing the service. Law
firms need to communicate better with
their clients and provide relationship
partners with the appropriate
analytics, enabling far richer and more
meaningful discussions.
Fanni: How did the fee earners react
to these changes?
Bruce: It has been a real eye-opener.
Using data gives lawyers a lot more
confidence that even when pricing is
under pressure, they can still be
competitive and profitable. Having the
right analytics has also ensured that
the correct resourcing decisions are
taken in servicing client work.
Combining these with the
comprehensive view of client’s services
enables a win-win situation in which
the full relationship value is considered
from both the client and the firm’s
perspectives.
Having the right analytics has
also ensured that the correct
resourcing decisions are taken
in servicing client work.
Fanni: Can you give us an overview of
the role of a client technologist?
Bruce: I think the role of a client
technologist is to facilitate and drive
the adoption of technology that will
give a law firm a competitive edge in
the market.
The first part of facilitation is research
and education. It is essential to keep
everyone informed about new
technologies and new applications, in
the legal industry but equally
importantly, technologies emerging in
other industries. Taking into account
that lawyers are experts in their
specific domains and understand their
clients, they also need to understand
what is possible with technology. This
also applies to technologists, as they
too need to have a thorough
understanding of their law firm and
how technology will align with its
business and culture.
The role of a client
technologist is to facilitate and
drive the adoption of
technology that will give a law
firm a competitive edge in the
market.
The next element is facilitating the
respective strategy, innovation and
implementation processes. We have
lawyers, technologists, finance,
marketing and others with great
insights and perspectives. To succeed,
we need to bring their respective areas
of expertise together to determine the
strategic goals, innovate in a
structured manner and then define and
implement the specific opportunities.
INTERVIEW
Legal

TROVUS PAGE 29
Clients are expecting to
see the same innovations
from law firms that they
experience in other
industries and in their
personal lives
Once technologies are implemented,
there is a fundamental component of
ensuring engagement with technology,
which can only work by motivating and
incentivising people to use it.
Lastly, to drive the above processes,
project management forms a
fundamental part of the role.
Fanni: You mentioned earlier that
one of the key drivers for change is
the fact that clients have higher
levels of expectations. Can you
elaborate on what you mean exactly
by that?
Bruce: Clients are becoming more
price sensitive, there is little doubt
about that. However, it is not purely
driven by a ‘price conversation’.
Clients are expecting to see the same
innovations from law firms that they
experience in other industries and in
their personal lives. We need to focus
on delivering real value whether it is
about efficiency, greater access to
knowledge, better collaboration,
meaningful analytics or new services.
Fanni: Does artificial intelligence (AI)
feature on the list of technologies
you are looking to make more out of?
Bruce: We are definitely looking at
both automation and AI and the data
that underpins it. As in almost every
industry, there is now a far greater
focus on leveraging data to provide
deeper business insights and to enable
automation and AI.
Creating value from data however
requires close collaboration between
the legal domain experts and data
analysts. AI is being used increasingly
in the industry to undertake routine
transactional tasks such as due
diligence and automated data
extraction. We are already using
elements of AI in our e-discovery
capabilities and our Legal Risk practice
is actively exploring the use of AI in
managing contractual risks.
Fanni: To conclude, what does the
near future look like to you? Is there
anything you can share?
Bruce: I think a challenge for any
organisation operating in a rapidly
changing environment is what Clayton
Christensen, has termed in his book ,
The Innovator’s Dilemma. It is the
challenge of focusing on a client’s
current needs whilst at the same time
creating the context and priority to
pursue potentially disruptive
innovations. That is the real challenge.
Our plan is to develop a strategy and
execution plan that delivers both short
term gains and longer term more
disruptive new service models. We are
certainly working on a handful of
initiatives around this.
INTERVIEW
Legal
Lindsay Shaw:

TROVUS PAGE 30
Based on the discussion in
the room, we summarised
some of the key points
around:
• Key drivers and obstacles: the
key influencing factors behind a
different approach to 'pricing'.
• Value retention: the process
behind an effective pricing
strategy.
• Culture and behavioural
change: do's and don'ts to
support Partners in pricing
conversations.
• Experienced outcomes: what
leading law firms are witnessing as
a result of the changes.
The key areas taken away
from the event where:
• Focus should be on ‘value
retention’.
• Pricing strategy is more than
initial negotiations on headline and
agreed rates. It is a process that
strongly ties in with effective
structuring of project delivery and
tracking what has been delivered as
part of the engagement.
• Half of the audience has started to
introduce budget/gross margin
conversations into PDRs with
Partners to start shifting the culture
and increase the focus on margins.
• 80% of the audience felt, they did
not have a simple to digest visual
aid to support Partners in decision
making.
Trovus in collaboration with Logicalis, chaired an event earlier this year, inviting five Managing Partners,
five Finance Directors and five Pricing Specialists from Magic Circle and Top 30 law firms in the UK.
Pricing Strategies - thoughts from the Top 30 Law
Firms
Legal
Below is an example of some of Trovus’ best practice value cycle scheme with
corresponding processes and behavioural change requirements.
Edward Charvet
edward.charvet@trovus.co.uk
To request the white paper PDF
contact lindsa.shaw@trovus.co.uk

TROVUS PAGE 31
However, according to our
conversations with some senior
leaders, most COOs and Operations
Directors do not feel fully prepared
when it comes to delivering an efficient
and effective ‘data plan’.
Among some of their challenges, we
find the following key ones:
 Lack of in-house expertise
around ‘applied data analytics’.
 Lack of ownership of ‘data’
within the organisation.
 Due to lack of business
alignment, raising investments
is difficult.
To address these challenges, we have
developed the below check list to see
where your bottle neck problems
might occur, why they exist and how to
unblock them:
In most businesses, COOs and Operations Directors are in charge of the ‘data challenge’. Given their
responsibility over finance, sales and IT, they are perfectly positioned to drive the organisation’s thinking
around how to maximise data as an asset within the business.
COO’s Tool Kit– Plan your data
Tool kit – COOs data strategy
Operations
If you would like to discuss this
topic in further detail, please let
me know.

TROVUS PAGE 32
Trovus L&D Dashboard
As many HR professionals are aware,
developing and maintaining effective
behaviour change is essential to
learning and development.
The dashboard focuses on generating
insights on:
• Training cost per FTE
• Number of training per FTE
• Impact on performance (pre-post
performance indicators)
• Ranking of trainings (feedback forms
qualitative assessment)
• Benchmark training courses
Questions the dashboard
answers:
With the vast amount of data being
collated, making sense of this
information can be difficult. Our
dashboards provide insight as well as
clarity for key information.
• What impact training has on
employees?
• Which training programmes work/
don't work?
• What impact L&D has on revenue/
growth?
8 out of 10 HR Managers are seeking to generate better insights from L&D spend and the value of training
they deliver.
L&D Insights
Operations
If you want to see how we can
create your L&D dashboard
please let me know:

TROVUS PAGE 33
How SMEs are using Data
Operations
If you’re all sitting comfortably, then we’ll begin
Sitting comfortably is at the essence of what we do.
We provide ergonomic office seating and benching that
fully supports the human spine. We don’t stop there, we also provide cabinets, accessories,
design plans and full office fit-outs. So why do we focus on ergonomic seating? Because our
data tells us that above and beyond that’s what customers are looking for.
Our top keyword search is for ‘ergonomic office seating’ followed by ‘Aeron chairs’, ‘Eames
chairs’ and more from the Herman Miller range. That means that our customers know what
they are looking for and we know to promote Herman Miller’s innovative design and function
led seating first and foremost. We are one of the leading Herman Miller partners in the UK
and we base our Google AdWords marketing approach around Herman Miller keywords. We
use our data to see that they lead to multiple page visits and enquiries.
We examine trends in page journeys and user engagement points to find out which key-
words, pages and articles are the most popular in our website. With this knowledge, we can
work to create content that is driven by behavioural psychology.
This is how we make Trovus data work for us :
• find relevant intelligence in our website data see valuable client behaviour trends and look
at what they mean
• use data to help marketing and sales work together more effectively
• engage better with clients because we relate to client intelligence
• identify and close opportunity gaps between sales and marketing
Data has helped to support our aim to reflect the Herman Miller philosophy of ‘furniture to fit
people’, rather than the other way round. We fit our marketing to comfortably support all our
customers needs.
If you’d like to talk to us about it, contact:
Contact: Andi George Director MJF Office www.mjf.co.uk/office andi.george@mjf.co.uk
Andi George, Division Lead for MJF Office discusses the essence behind what they do around data
analytics. Andy is responsible for identifying, developing and delivering the furniture requirements on
projects, such as Walsall College with over 7000 furniture items, Aardman Animations Bristol, South Wales
Fire & Rescue, Penryn College, British Council Cardiff and much more.

TROVUS PAGE 34
A few PhD students decided to prove a
point: one can apply effective text
analytics and powerful statistical
modelling to publicly available data
and predict the future of relationships.
They used Twitter data to analyse the
dissolution of 661 romantic
relationships on Twitter during the
period of Nov. 2013 to Apr. 2014 and
then compared the behavior of the
users involved with those of 661
couples to those that did not breakup
during the same period.
Through the advent of social media, it
is possible to publicly declare one’s
relationship either using a dedicated
functionality as provided by
Facebook’s “relationship status” or, as
in the case of Twitter, stating a relation
ship in one’s public profile. For
example, @user1 on Twitter might
write “@user2 is the best boyfriend
ever!!”. In fact, updating one’s social
network information to mention a new
partner has become almost
synonymous with the beginning of a
committed relationship, leading to the
expression “Facebook official”. Given
the scale and richness of data available
on these social networks, they have
proven a treasure trove for studying
relationships.
Findings include:
• Using crowdsourcing (through
CrowdFlower) they validated that it is
possible to identify a large set of
relationship breakups on Twitter.
• They observed changes in
communication patterns as the
breakup approaches, such as a
decrease in the fraction of messages to
the partner, and an increase in the
fraction of messages to other users.
• They observed batch un-friending
and being un-friended as indicated by
the sudden loss of both 15-20 Twitter
friends and followers.
• They confirmed that couples who
breakup tend to be “fresher” when
compared to couples that do not
breakup.
• They observed an increased usage of
“depressed” terms after the breakup
compared to couples that do not
breakup.
• They found a higher level of
depressed term usage for likely
“rejectees” compared to “rejectors”,
both before and after the breakup.
• Communication asymmetries,
related to one-sided “stonewalling”,
are more likely for couples who will
breakup.
• There are higher levels of post-
breakup communication for couples
who had higher pre-breakup levels of
interaction.
Fig. 1 below shows the distribution of
breakups in our data over time.
Though there is some temporal
variation we did not break down the
data further into, say, pre- and post-
Christmas breakups. Still, to avoid
temporal-specific peculiarities we also
paired the 661 BR pairs with the 661
NBR pairs concerning the week of the
breakup. This way we when we refer to
“one week before the breakup” for a
particular couple in our analysis, we use
the very same week for the randomly
paired NBR pair.
Whilst it’s not necessarily the most cheerful topic to pick, the experiment a few students did using ‘social
data’ focusing on ‘break ups’, is arguably very powerful to demonstrate how you can predict the future with
text analytics and applied statistics.
From “I love you babe” to “leave me alone” - Using
text analytics to predict relationship outcomes.
Featured Article
Fig. 2 Below shows (a) Word cloud of the profile descriptions before breakup, at the beginning of our
study. (b) Word cloud of the profile descriptions one week after the breakup.

TROVUS PAGE 35
The analysis confirmed a
number of existing hypotheses
such as:
• The breakup probability decreases
with length of the relationship.
• Post-breakup usage of “depressed”
terms increases
• Rejectees have higher levels of usage
of depressed terms compared to
rejectors.
• Communication asymmetries and
one-sided stonewalling is indicative of
breakups.
• Higher levels of post-breakup
closeness for couples who also have a
higher pre-breakup closeness.
They also found evidence of, to our
knowledge, an undocumented
phenomenon of “batch un-friending
and being un-friended” at the end of a
relationship. Concretely, they observed
sudden drops of size 15-20 for both the
number of friends and followers a user
has around the time of the breakup.
Though the data set is undoubtedly not
representative of all relationship
breakups, the study still shows the
huge potential that public social media
offers with respect to studying
sociological and psychological
processes in a scalable and
non-obtrusive manner.
To get a copy of the full study, please
type into Google ’twitter break ups
study and CrowdFlower’ or contact
Alejandra:
Featured Article
Fig. 3: (a)Word cloud of the 4-grams from messages exchanged between BR users before breakup. (b) Word cloud of the 4-grams
from messages exchanged between BR users after breakup.
Fig. 4 Comparison of various features using data from four weeks before, during and two weeks after the breakup. (a) Fraction of
the total tweets containing mentions of the partner. (b) Fraction of the total tweets containing direct messages to someone oth-

TROVUS PAGE 36
Lindsay Shaw: Marketing and
Engagement Executive at Trovus
Can you tell us a little about your
time before you came to arrive at
Trovus?
I finished university in 2008 studying
Theatre Dance and then embarked on
a career in performing arts for the
following five years. Working from
being a voice over artist for radio
adverts to appearing on numerous
television adverts, I primarily worked
as an ensemble dancer in musicals.
I had the greatest opportunity to tour
both the UK and Europe and finished
my career in the arts as a dancer in the
West End musical, Mamma Mia. After
a series of injuries, I then searched for
work in other areas of interest and
found how much I enjoyed marketing.
Fortunately I came across a great
opportunity to be a Marketing
Executive within Trovus.
What is it like to work at Trovus,
how are you finding it?
Since I started four months ago, I have
thoroughly enjoyed my time at Trovus
and I am sure I will continue to do so.
Working in the marketing department
allows me to be involved in various
sides of the business from email
campaigns, attending meetings,
assisting with organising events
including the legal roundtable
consisting of Magic Circle and top
leading firms and assisting with
creating content, for example this
newsletter which was a lot of fun.
What are you hobbies/ interests?
I love to travel, reading and shopping.
What is your all-time favourite
book?
My favourite book is the Kite Runner,
by Khaled Hosseini. It was
recommended to me and as soon as
I started reading it, I could not put the
book down. I love the way the book
captures the individual stories of the
characters, whilst painting a vivid
picture of what life was like in
Afghanistan during the second half of
the twentieth century.
Where was your favourite holiday?
I absolutely adore Italy, particularly in
Rome. Rome is so rich in history and
has been remarkably preserved over
time. The people are incredibly
charming and the food is delicious,
especially their ice-cream at the
renowned Oldbridge café.
What inspires you?
I am inspired by interesting people
and also engaging in new
experiences.
Meet our new addition to the Trovus team
Lindsay and the Mama Mia Cast on the set for ITV’s This Morning
We would like to take the opportunity to introduce you to our new addition to the Marketing team at Trovus. We spent some
time catching up with Lindsay and getting to know her.

TROVUS PAGE 37
Did you know that if you refer
someone to Trovus and they become a
client, you can choose one of three
gifts to the value of £400?
A number of our existing clients (for
which we are very grateful) are already
We all enjoyed a great evening at the
lively restaurant in the beautiful
pedestrian Mews of Mayfair
Courtyard.
Delicious, fresh food that we had all
hand made to our individual tastes
and preferences.
During this creative Italian bread
course, we made a variety of Italian
style pizzas with an array of delicious
toppings.
We look forward to our next
outing...Ascot perhaps.
referring other businesses they know
to Trovus for their data and business
intelligence needs, but we want to take
this to the next step and reward you for
thinking about us.
We thought pizza making classes would fit for a great team outing. Find out how we applied our creative talents to Pizza
making at the Mayfair Pizza Company.
Pizza Making Masterclass
Trovus referral programme
Go to www.trovus.co.uk/refer, or call us
on 0207 582 5022 for more details about
how our referral programme works.

TROVUS PAGE 38
Trovus Shop
Take a look at all our latest products and service offerings. You can also find these via our online shop:
www/trovus.co.uk/shop
Shop
Hire Trovus for an in-house
Big Data Talk (£500 for unlimited
number of attendees).
This 2 hour session will
include:
A 90 minute data presentation for
you and your team.
• How other firms are extracting
value from Big (Small) Data - more
specifically around productivity,
utilisation, revenue generation and
reporting.
• The concept of Big (and
Small) Data - how to make more out
of the various data sets at your
disposal.
• Discussion and Q&A - Should your
firm be doing more with your data?
• Brainstorm - How to start
extracting intelligence and insights
right away.
What you will get out of the
session:
• Learn how to best combine your
various data sets to increase the
value of your reporting and insights.
• Ensuring people within your
firm are on the same page.
• Define who needs to do what in
the data story to ensure the best
outcomes.
• Workbook to take away for each
attendee, including key learnings
and dashboard examples.
• Following the session - we will
create a data guide for the best next
steps for you and your team.
• Optional - 10% off.

TROVUS PAGE 39
In-house BI Training Workshop:
Transform how your BI team operates
in business
The workshop is designed for people that
are seeking to:
• Innovate how the BI team operate in the
business.
• Support strategic decision making, instead of
simply reacting to business requirements.
What the workshop covers:
• Developing sustainable functions – juggling
short, medium and long term objectives.
• Democratising BI consumption – self-service vs.
centralised support function.
• Agile vs. Waterfall BI developments.
• Constructing the right team – DW, BI, Statistics
etc.
• Technology vs. Services: the art of change
management. How to take business users on a
journey of insight driven decision making.
Contact lindsay.shaw@trovus.co.uk
Transform your Excel data into
interactive storytelling dashboards
Do you spend a lot of time manually crunching
Reduce reporting time - Make your data tell stories
People using Excel have a lot of data but they are
frustrated with:
• Having to manually merge and map data files
• Lack of nice looking visuals
• Lack of visibility for the key message
Making reporting easier and more effective
With more interactive dashboards, we are making
reporting easier to:
• Increase the impact on the end user (better story
telling with your data)
• Reduce reporting time
Need interactive dashboards?
If you have some Excel files that you want to improve
how they look visually and want to see how we can
create your dashboards please let me know:
Contact alejandra.dossantos@trovus.co.uk
Shop
For more information go to: http://www.trovus.co.uk/BItraining

As featured in
SMART DATA ANALYTICS
FROM DATA AUDIT
TO BEHAVIOURAL CHANGE
Do you want to receive our next quarterly review magazine?
got to www.trovus.co.uk/subscribe
or call us on 0207 582 5022

Smart Data Analytics Magazine 2015

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