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Radical Analytics - SimpliLearn Webinar

If you believe web analytics means defining objectives, reporting on KPIs, seeking executive buy-in, and embracing a data-driven culture, your ROI is likely sneaking out the back door. If you hope to dive into an ocean of data and find that one golden nugget of wisdom that will transform the organization, good luck.

Mainstream web analytics are dead. It’s time to get radical!

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Radical Analytics - SimpliLearn Webinar

  1. 1. RADICAL ANALYTICS December 7, 2016 me@StephaneHamel.net
  2. 2. Objectives Radical Analytics A brief overview of the premises Roadmap Leverage the radical analytics approach to define a realistic roadmap Critical Thinking No magic recipe, but hopefully some good ideas
  3. 3. What Are Your Objectives? Where do you start? SMART Objectives? 5W+1H? Politics? Guess? “If we could achieve X we would have something to celebrate.” “How is your manager’s bonus determined?” v A Business Objective1 One of my Manager’s Objective2 My Own Personal Objective3
  4. 4. What Are Your Objectives? THEY. SIMPLY. DON’T. KNOW.
  5. 5. Elevator Pitch Challenge! What is your current measurement framework or analysis process? What is your #1 strategy to define actionable KPIs? 1 2 3 4
  6. 6. RADICAL rad·i·cal /ˈradək(ə)l/ adjective 1. (especially of change or action) relating to or affecting the fundamental nature of something; far-reaching or thorough. "a radical overhaul of the existing framework”
  7. 7. Digital Analytics Maturity bit.ly/DAMSAT Governance, Culture & Adoption Scope & Objectives Team & Expertise Continuous Improvement Process & Methodology Tools, Data & Technology
  8. 8. Radical Analytics Premises Embrace Agile or Die Never Ask, Always Propose DMAIC Is Your BFF Don’t Seek Executive Buy-In Analysts Are Change Agents Uncover the Unknown Unknowns Digital Analytics is Dead Eat Your Own Dog Food bit.ly/radicalanalytics
  9. 9. Radical Analytics Premises Embrace Agile or Die Never Ask, Always Propose DMAIC Is Your BFF Don’t Seek Executive Buy-In Analysts Are Change Agents Uncover the Unknown Unknowns Digital Analytics is Dead Eat Your Own Dog Food
  10. 10. ANALYTICS How an organization arrives at an optimal and realistic decision informed by data. Stéphane Hamel
  11. 11. The Ultimate Goals › How are your objectives tied to the Ultimate Goals? › Which metrics will tell you how you are progressing? Increase Satisfaction SustainabilityReduce Costs Increase Revenue Engagement Profit A real business objective is not channel specific nor marketing/function centric.
  12. 12. Radical Analytics Premises Embrace Agile or Die Never Ask, Always Propose DMAIC Is Your BFF Don’t Seek Executive Buy-In Analysts Are Change Agents Uncover the Unknown Unknowns Digital Analytics is Dead Eat Your Own Dog Food
  13. 13. Is your job hard? Of course it is! THIS. IS. FINE.
  14. 14. ANALYSIS How to break something complex into smaller parts to gain a better understanding of it.
  15. 15. Lean Six Sigma › A set of practices aiming at systematically improving processes by eliminating defects › Segmentation, slicing & dicing of data › Continuous improvement process for a changing environment Define AnalyzeImprove Control Reduce cost of complexity Increase velocity Make it easy to do business with Measure
  16. 16. Radical Analytics Premises Embrace Agile or Die Never Ask, Always Propose DMAIC Is Your BFF Don’t Seek Executive Buy-In Analysts Are Change Agents Uncover the Unknown Unknowns Digital Analytics is Dead Eat Your Own Dog Food
  17. 17. Close-Ended vs. Open Questions YES NO “WHAT” vs. “WHY”
  18. 18. Product Thinking
  19. 19. Product Thinking
  20. 20. Product Thinking
  21. 21. Product Thinking In order to (Vision) , our product/service will solve (User Problem) for (Target Audience) by giving them (Strategy) . We will know it works when we see (Goal) .
  22. 22. Radical Analytics Premises Embrace Agile or Die Never Ask, Always Propose DMAIC Is Your BFF Don’t Seek Executive Buy-In Analysts Are Change Agents Uncover the Unknown Unknowns Digital Analytics is Dead Eat Your Own Dog Food
  23. 23. Triple Constraints Model COST TIMESCOPE
  24. 24. Optimize Your Job What if… …you had to cut 10% …“destroy your business” 10% 1. Defects 2. Overproduction 3. Waiting 4. Not utilizing talent 5. Transportation 6. Inventory excess 7. Motion waste 8. Excess processing 8 Wastes of Lean Identify the tasks you accomplish today – are they valuable? Could they be optimized? Roles & Responsibilities Given #1, and with tact, can you push back on some tasks? Learn to Say No Don’t wait to be told what to do, make propositions based on what you control, manage and influence. Take the Lead 1 2 3 4
  25. 25. Responsibility Matrix (aka RACI Matrix) › Responsible › Accountable › Consulted › Informed Role Conception: what you think your job is; Disconnect Role Expectation: what others think your job function is and how it should be carried out; Disconnect Role Behaviour: what you actually do in carrying out your job.
  26. 26. RACI workshop Outcomes & Actions Enabling CapabilitiesAnalysis • Colors indicates current roles • One Post-It used per task (high-level only)
  27. 27. Radical Analytics Premises Embrace Agile or Die Never Ask, Always Propose DMAIC Is Your BFF Don’t Seek Executive Buy-In Analysts Are Change Agents Uncover the Unknown Unknowns Digital Analytics is Dead Eat Your Own Dog Food
  28. 28. A companywide embrace of analytics impels changes in culture, processes, behavior, and skills for many employees. And so, like any major transition, it requires leadership from executives at the very top who have a passion for the quantitative approach. Ideally, the principal advocate is the CEO. Tom Davenport Competing on Analytics, Harvard Business Review January 2006.
  29. 29. Executive Sponsorship Overcome roadblocks Big issues Grandiose novel solutions Time, cost, risk Exec Sponsor Disruptive innovation Small experiments Quick iterations Small, incremental victories. Grassroots 99%
  30. 30. Do you Manage/Control/Influence underlying factors of success? MANAGE Accountable Resources allocation Motivate toward goals CONTROL Improve your own processes Deliver more value at a lower cost Quantify your work INFLUENCE Subject matter expertise Potential new areas
  31. 31. Radical Analytics Premises Embrace Agile or Die Never Ask, Always Propose DMAIC Is Your BFF Don’t Seek Executive Buy-In Analysts Are Change Agents Uncover the Unknown Unknowns Digital Analytics is Dead Eat Your Own Dog Food
  32. 32. A good plan violently executed now is better than a perfect plan executed next week. George S. Patton
  33. 33. 12 Principles of Agile (adapted) 1. Our highest priority is to satisfy the “customer” through early and continuous delivery of valuable insight. 2. Welcome changing requirements, even late in the process. Agile processes harness data to inform decisions. 3. Deliver value frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale. 4. Stakeholders must work together throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of sharing knowledge to and within a team is through self- served, collaborative environment. 7. Easy access to the right information at the right time is the primary measure of progress. 8. Agile processes promote sustainable improvements. All stakeholders should be able to maintain a constant pace indefinitely. 9. Continuous attention to data quality and leveraging the right methods enhances agility. 10. Simplicity - the art of maximizing the amount of work not done - is essential. 11.The best architectures, requirements, and designs emerge from self-organizing teams. 12.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  34. 34. Radical Analytics Premises Embrace Agile or Die Never Ask, Always Propose DMAIC Is Your BFF Don’t Seek Executive Buy-In Analysts Are Change Agents Uncover the Unknown Unknowns Digital Analytics is Dead Eat Your Own Dog Food
  35. 35. There are known knowns. These are things we know that we know. There are known unknowns. That is to say, there are things that we know we don't know. But there are also unknown unknowns. There are things we don't know we don't know. Donald Rumsfeld
  36. 36. Pilot Project/Proof of Concept/Experiment Break complex topic into smaller parts so we gain a better understanding of it. ANALYSIS LOWER THE RISKS RIGHT TO FAIL LEARN MINIMUM VIABLE SOLUTION
  37. 37. Radical Analytics Premises Embrace Agile or Die Never Ask, Always Propose DMAIC Is Your BFF Don’t Seek Executive Buy-In Analysts Are Change Agents Uncover the Unknown Unknowns Digital Analytics is Dead Eat Your Own Dog Food
  38. 38. Change Agent POWER OF DECISION PRIVILEGE OF RECOMMENDATION
  39. 39. Qualities of a Digital Analytics Leader BREADTH of understanding DEPTH ofknowledge Individuals who have depth of knowledge in one specialist area and breadth of understanding across different business disciplines.
  40. 40. Team Dynamics Empowered Analytics Business Outcomes & Actions Enabling CapabilitiesAnalysis Provides Actionable insight & recommendations Communicate Business requirement & objectives Supply Means, tools and data • Strategy • Technological capabilities & constraints • Information architecture • Instrumentation & BI • Statistics • Analytical mindset • Problem solving • Synthesis • Communication • Goals
  41. 41. WRAPPING UP Execution is not an event – a one time push toward achieving goals. Rather it is a way of life. Guy Kawasaki
  42. 42. Radical Analytics Premises Embrace Agile or Die Never Ask, Always Propose DMAIC Is Your BFF Don’t Seek Executive Buy-In Analysts Are Change Agents Uncover the Unknown Unknowns Digital Analytics is Dead Eat Your Own Dog Food
  43. 43. Thank You bit.ly/DAMSAT bit.ly/radicalanalytics SimpliLearn topics mentioned: • Lean Six Sigma • Agile Development • Digital Marketing • Digital Analytics Further readings: bit.ly/SLdaf
  44. 44. Credits (fine print) Copyright © 2016 by Stéphane Hamel. All rights reserved. No part of this document may be used or reproduced in any manner whatsoever without the express permission of the author, except in brief quotations embodied in critical articles and reviews (with proper citation of source). No commercial use of this material is permitted. Stéphane Hamel PO BOX 1123 St-Pierre, Qc G0A4E0 Canada StephaneHamel.net me@StephaneHamel.net

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If you believe web analytics means defining objectives, reporting on KPIs, seeking executive buy-in, and embracing a data-driven culture, your ROI is likely sneaking out the back door. If you hope to dive into an ocean of data and find that one golden nugget of wisdom that will transform the organization, good luck. Mainstream web analytics are dead. It’s time to get radical!

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