This document discusses how analytics can enable a culture of knowledge sharing within an organization. It defines culture as having a focus on company goals, trust, transparency, putting the customer first, innovation, and contributing to stakeholders. Analytics can help by formulating strategy, identifying goals and metrics, understanding customer feedback, and testing initiatives. Challenges include gaining trust in analytics and investment, but executive support, design thinking, proof of concepts, and learning frameworks can help analytics be successfully adopted as a cultural enabler.

1. Intended for Knowledge Sharing only
Analytics as a Culture Enabler
Customer Analytics & Insights Summit
Aug 2016

2. Intended for Knowledge Sharing only
Disclaimer:
Participation in this summit is purely on personal basis and not representing VISA in any form or
matter. The talk is based on learnings from work across industries and firms. Care has been taken to
ensure no proprietary or work related info of any firm is used in any material.

3. Intended for Knowledge Sharing only
Quick recap of what it is
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Quick recap of what it is
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Culture? What is it after all?

5. IN THE WORDS OF MICHAEL KERR, CREATOR OF HUMOUR AT WORK…
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https://www.youtube.com/watch?v=pajiPqmiPfA&list=LLODSVC0WQws607clv0k8mQA&index=1

6. IN MORE CONCRETE (LESS MELODRAMATIC) TERMS…
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Focus on Company goals
Trust, Transparency & partnership- clear Ownership & accountability
Put Customer first
Innovative & Iterative (Test and Learn)
Contribute to the Community and Stakeholders – Knowledge Capital, etc.

7. WHY DOES IT MATTER?
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Focus on Company goals
Trust, Transparency & partnership
Put Customer first
Innovative & Iterative (Test and Learn)
Contribute to Community & Stakeholders
HAPPY
MOTIVATED
IMPACTFUL
Better realization
of current goals
plus opens up new
opportunities
…Culture is the invisible thread that ties everything and everyone together in the
journey to making the company truly iconic
Morale,
Returns,
Efficiency,
Sustainability &
Brand

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Quick recap of what it is
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But is it always so?

9. RING A BELL?
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https://www.youtube.com/watch?v=LL9em2K_-0U

10. WHAT JUST HAPPENED HERE??
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Focus on Company goals
Trust, Transparency & Partnership
Put Customer first
Innovative & Iterative (Test and Learn)
Contribute to Community and Stakeholders

11. Intended for Knowledge Sharing only
Quick recap of what it is
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What can Analytics do?

12. AT A VERY HIGH LEVEL
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Strategy Formulation, Goal creation & buy-ins
Driver relationships & inter-dependencies, Early Warning Indicators and
Balance Scorecards
Voice of Customer Program: Creation, customization, ownership of
Customer Focused metrics & initiatives – NPS, Loyalty, etc.
Learn, Listen & Test Program: What worked vs. did not
Thought leadership & community learning events

13. REALLY, HOW?
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www.theadanswer.com www.flaticon.comwww.aetholdings.com
STRATEGY EXECUTION TRANSFORMATION
Source:

15. STRATEGY WRAPPER |ILLUSTRATION
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Corporate
Business
Functional
• Define Strategic Goals
• Define metrics against Strategic Goals
• Define Success metric
• Benchmark performance against Competitors &
Strategic Goals
• Identify Strengths/Weaknesses and create actions
• Constant Monitoring of the Key Strategic Metrics
• Constant Monitoring of Key Projects to meet
Strategic Goals
STRATEGY EXECUTION TRANSFORMATION

16. STRATEGY WRAPPER: TOP DOWN|ILLUSTRATION
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Define Strategy for the Business and create metrics to monitor progress
against Strategic Goals…
1. Expand the Patient user base
a. Awareness and Consideration
b. Sign-up Channel performance
c. Geo Performance
2. Ensure Top Quality Care for Patients
a. #Patients visiting hospitals
b. Actual usage of Preventive initiatives
c. #Return visits per Patient
d. Feedback from Patients – Doctor, Care, etc.
e. Uptime of service availability
3. Return per Patient
a. Cost of service per Patient
b. In Hospital Stay vs. On-call treatment options
c. Risk adjusted Premium
d. Availability
e. NPS
4. Expand Offerings
a. Research & Development
b. Strategic Tie-ups
c. Preventive Healthcare
d. Re-insurance
Current Month MoM (%) YoY (%)
Ownership, visibility &
accountability

17. STRATEGY BALANCE SCORECARD|ILLUSTRATION
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Monitor performance of Functions (Product Management, Marketing,
Sales & Operations) via Balance Scorecard Approach…
Project Description Why?
How did you
arrive at Why?
Exp Impact on
Strategic Metrics
Level of Effort
Status/
Actuals
ActionETA
Product Management
Marketing
Sales
Operations
Finance
Risk
Expected & Actual impacts from all projects are then rolled
up to get total impact and then compared against Annual
Corporate Goals - Envision new projects/reprioritize efforts
on live ones to meet goals
…Balance Scorecard is regularly updated/monitored to check progress
against Goals and requisite actions are taken

18. THE EXECUTION FRAMEWORK: LEARN, LISTEN & TEST
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Strategy
Data
Instrume
ntation
Data
Platform
Reportin
g
Analytics
Research
Test &
Optimize
Data
Products
Iterative
Loop
Focus on Big Wins
Reduced Wastage
Quick Fixes
Adaptability
Assured
execution
Learning for
future initiatives
STRATEGY EXECUTION TRANSFORMATION

19. THE TRANSFORMATION
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Efficiency
Metrics
Employee
Engagement
Metrics
Business
Metrics The holy grail
STRATEGY EXECUTION TRANSFORMATION
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20. …HOW TO GET TO THE HOLY GRAIL
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PEOPLE
• Equip PMO organization with data & analytics capabilities
• Design Thinking Focused
• Cross Functional ownership
• Employee Engagement Survey + Business Results+ Quantitative Analyses of
operational metrics (Voice)
PROCESS
• Retrospective Learning but Forward looking
• Goals: Cultural metrics, business metrics apart from efficiency metrics
• Balance Scorecard as a part of internal Knowledge Management
• External Learning & Knowledge Sharing Strategy
• Iterative Learning & Co-development of Analytics
TECH
• Design Thinking Tools
• Data Instrumentation, Collection & Analyses Capable
CULTURE
• Business Enablement
• Customer Needs Focused
• Entrepreneurial
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21. NO, IT’S NOT EASY…
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22. CHALLENGES
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Education- knowing what is Analytics & how it can help
Trust in the effectiveness
Support & Investment
Legacy hangover
Not what my boss wants
…basically don’t be a “smart-ass” who tells me what to do

23. Intended for Knowledge Sharing only
Quick recap of what it is
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Putting it all together

24. NEEDS FOR IT TO BE SUCCESSFUL…
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1 Executive Support & Sponsorship
2 Design Thinking across various organizational business units (BU)
3 Proof of Concept followed by individual BU buy-in
4
Employee Engagement Survey -> “Voice” program bringing together efficiency
metrics, business output, culture metrics followed by deep dive analyses & action
plan (Test & Learn)
5 Knowledge Capital Vision & gameplan

25. THE WRAP UP
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• “Know” Culture is a worthy “high Risk, high Reward” investment
• “Must have” clarity of vision and ownership
• “Ensure” engagement of all stakeholders with the vision
• “Develop” ‘learn-listen-test-learn’ framework
• “Prepare” for ever evolving value systems
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Quick recap of what it is
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Appendix

27. THANK YOU!
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Would love to hear from you on any of the following forums…
https://twitter.com/decisions_2_0
http://www.slideshare.net/RamkumarRavichandran
https://www.youtube.com/channel/UCODSVC0WQws607clv0k8mQA/videos
http://www.odbms.org/2015/01/ramkumar-ravichandran-visa/
https://www.linkedin.com/pub/ramkumar-ravichandran/10/545/67a
RAMKUMAR RAVICHANDRAN
27
https://www.linkedin.com/in/niranjansivaraman
NIRANJAN SIVARAMAN

28. Intended for Knowledge Sharing only
Disclaimer:
Participation is purely on a personal basis and does not represent VISA,Inc. in any form or matter. The
talk is based on learning from work across industries and firms. Care has been taken to ensure no
proprietary or work related info of any firm is used in any material.
Director, Insights at Visa, Inc.
Enable Decision Making at the
Executives/ Product/Marketing level via
actionable insights derived from Data.
RAMKUMAR RAVICHANDRAN
Data Analytics Engineer.
Data Architecture & Reporting Solutions
to enable Decision Making
NIRANJAN SIVARAMAN