Building an Insight Driven Organisation March 2017

Transcription

1 Building an Insight Driven Organisation March 2017

2 Harnessing data is about more than just the latest technology 2

3 Executive Summary Your IDO capability Becoming an Insight Driven Organisation There is no one size fits all solution to becoming an analytical, insight-driven organisation (IDO). Embedding analytics capability into the business will require multiple layers of collaboration, consensus, education and change management to be successful. A defined vision of how data, analytics and digital can be used to add value across the enterprise is fundamental to shaping and growing insight-driven capability and culture. Deloitte s Analytics Experience Over the past five years, Deloitte have invested significantly in innovating the way we work with our clients looking to embed analytics into their businesses from education on what s possible with the latest analytical approaches, to redefining the structure, skills, processes and platforms that change the way decisions are made within the business. 3

4 Insight Driven Organisation Maturity Curve The journey to becoming an Insight Driven Organisation passes through 5 stages EXTERNAL TECHNOLOGY FACTORS DRIVING CHANGE: BI/Reporting Visualisation Managed Analytics Internet of Things Machine Learning Analytics Big Data Telematics Block Chain Digital Enterprise INSIGHTS MATURITY CURVE An organisation can assess its current analytical competencies against the Insights Maturity Curve which has 5 key stages: Stage 1 Analytically Impaired Aware of analytics, but little to no infrastructure and poorly defined analytics strategy Data Driven Stage 2 Localised Analytics Adopting analytics, building capability and articulating an analytics strategy in silos Most organisations are between stages 1-3. A handful are beginning to reach stage 5. Stage 3 Analytical Aspirations Expanding ad-hoc analytical capabilities beyond silos and into mainstream business functions Stage 4 Analytical Companies Industrialising analytics to aggregate & combine data from broad sources into meaningful content and new ideas Insight Driven Stage 5 Insight Driven Organisation Transforming analytics to streamline decision making across all business functions 4

5 What is an IDO? 5

6 What is an Insight Driven Organisation? Your Journey to becoming an Insight Driven Organisation Strategy People Process Data Technology Roadmap to becoming an IDO Your Challenge Whilst leading organisations have made significant progress in developing analytics capabilities, in our experience they often struggle to structure their People, Processes, Data and Technology to cope with the rising volume of information and the ever-increasing demand for analytical insights. Our Solution Deloitte offers a unique approach to help you implement a successful Analytics Strategy, by developing one coherent vision and a comprehensive tactical implementation plan to ultimately embed data-driven decision making into the fabric of the organisation. We call this analytics transformation becoming an Insight Driven Organisation. The IDO approach and methodology is based on our experience embedding analytics capabilities in our own organisation worldwide, as well as those of our clients. Each IDO area is continuously scrutinised and updated as new technologies and analytical models are created, new risks and regulations adopted and the latest skills enter the market place with next generation talent. Why not join us for a one day IDO Lab session, where we can help you establish the areas you need to focus on to begin building analytics capabilities and help you design a roadmap to becoming an IDO. 6

7 Becoming an IDO 7

8 Becoming an Insight Driven Organisation Considering analytics with a wider lens than just technology Asking the right questions Doing the right analysis Taking the right actions Vision Ensuring the Analytics Vision aligns to and supports corporate goals and objectives Value generation Understanding the value from Analytics and prioritising initiatives appropriately Organising for success Organising for ongoing success and sequencing activities to deliver early benefits Purple people Building a team with the right balance of business and technical skills to deliver actionable business insights Internet of Things Incorporating structured, unstructured, internal and external data for insights everywhere Trusted insight Ensuring that data and analysis is accurate, trusted and assured Changing the mind-set Evolving a culture of asking crunchy questions and addressing cognitive bias Digital delivery Leveraging digital transformation to ensure insights are visual and intuitive Re-engineering the business Redesigning your processes and operations to act on analytical insights Insight Process Developing a repeatable process to test and industrialise analytics Enabling platform Constructing a technical capability which scales to your long term vision 8

9 Becoming an Insight Driven Organisation The essential building blocks for your IDO journey Becoming an IDO relies on the fundamental building blocks of People, Process, Data and Technology being in place and informed by an Analytics Strategy. Each building block represents an action or subset of actions to address the business challenges highlighted in the themes. Deloitte has capability and experience in each of these building blocks which can be applied across the IDO lifecycle. Strategy Analytics Vision Value Drivers & Business Case Stakeholder Management Operating Model Innovation People Leadership Organisation Design Talent Change Journey & Decision Process Knowledge Management Process Demand & Prioritisation Agility & Scalability Process Re-engineering Governance Benefits Realisation Data Information Model & Data Sources Data Quality & Management Data Monetisation Ethics & Sharing Regulation & Compliance Technology Solution Architecture Vendor Management Sandboxing & Industrialising Cloud vs. On Premise Security, Reliability & Continuity 9

10 Journey towards becoming an Insight Driven Organisation Becoming an IDO is about evolution not revolution Stakeholder engagement including education and training, workshops and IDO Labs 1. Assessment Analysis of current analytics capabilities and identification of a long list of challenges and opportunities to focus on moving forwards. 2. Design Creating a long term strategy and vision for analytics, the services and capabilities required and the design the structure of the operating model. 3. Roadmap Planning the programme and change process, including prioritisation and dependencies between business and technology aspects. Conduct an IDO Capabilities Assessment and create a heatmap to understand existing capabilities and ensure a holistic view of organisational requirements. Identify top analytics priorities including improving existing execution and brainstorming pressing Crunchy Questions the business would like to explore. Alignment against an analytics vision, formulation of an analytics strategy and education of senior stakeholders to ensure buy-in. Development of a business case including immediate investment needs and expected quick-wins. Definition of a target operating model provides a foundation for the journey. IDO prioritisation to reduce a long list of opportunities to a selection of prioritised and manageable strategic and tactical projects. Transition states between current and future state are defined as programme phases. Roadmap is based on agile methodology and adapts as the organisation matures along the IDO journey. 10

11 Our IDO Labs 11

12 What is an IDO Lab? Areas of focus Our Approach Align on analytics vision Agree business priorities Brainstorm tactical projects Identify capabilities required Roadmap What we will cover Maturing from delivering analytics point solutions to building an analytics capability which repeatedly generates enterprise-wide value Preparing for the cultural shift required to embed insight-driven decision making Using our experience to bring to life how to Develop the organisational structure, skills, processes and systems which are needed to derive insights from data Drive and manage demand for analytics within the business through - A purpose-built analytics operating model - Opportunity identification - Prioritisation and measuring success - Industrialisation of solutions 12

13 A typical full day IDO Lab agenda IDO Overview Analytics Benchmarks Capabilities Gaps Value Generation Overview of the key IDO considerations Strategy, People, Process, Data, Technology Questions to ask of your organisation Top tips and lessons learned Customer Journeys Analytics Advantage survey Consolidated view of analytics survey conducted with client IDO benchmarking considerations per industry PoC Prioritisation Current capabilities assessment Strategy, People, Process, Data, Technology Where capabilities are situated in current operating model and where gaps are Analytics Canvas Aligning analytics services to corporate objectives Tailored profiling of business customers of analytics Value generation approach Demand Generation Tailored profiling of business customers of analytics Deep dives into customer drivers and A Day in the Life of your customers 2 out of the box examples or demos Crunchy questions hypotheses generation Prioritisation matrix and approach Deep dive into selected PoCs Understand the requirements of PoC and how it answers the crunchy question Articulating the benefits of PoC Engaging with the business to drive demand in the short term Scaling to meet increasing demands as the service matures Purple People Data Exploration Operating Model IDO Roadmap Overview of Purple People Skills, roles and responsibilities Attract, recruit, retain, train high level plan Lists of internal and external data sources available Access to data and data governance framework required Suggested operating model overview, tailored to priorities discussed Additional detail on capabilities to leverage and which need to be invested in further Sprint roadmap with actions, owners and timelines identified to help maintain momentum for IDO 13

14 IDO Lab Outputs What do we achieve? On the day, IDO Labs help you generate consensus and commitment to a comprehensive and tactical plan which can be used to drive momentum for the next steps in becoming an Insight Driven Organisation but what matters most is maintaining momentum after leaving the room. We ll create a specially designed IDO Lab report for you, designed especially for this purpose. The Lab Report will include: IDO Maturity Assessment and Future Vision Deloitte s recommended areas of attention on building capabilities Personalised onthe-job instructions delivered in real time A consolidated version of all analytics canvases to capture ideas Photographs of all visual assets (e.g. whiteboards, smartboards, touchscreens) Insight Driven Organisation collateral Detailed 30/60/90 day plan with assigned accountabilities 14

15 Key Contacts 15

16 Contacts UK Costi Perricos Partner, Deloitte Analytics and Public Sector Analytics Lead +44 (0) Toby Waldock Partner, Financial Services Analytics Lead +44 (0) Andy Gauld Director, Deloitte Analytics and Global IDO Proposition Lead +44 (0) Tom Bevan Senior Manager, Deloitte Analytics and Global IDO Proposition Development Lead +44 (0) Natalie Williams Senior Manager, Deloitte Analytics and Global IDO Labs Lead +44 (0)

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18 Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited ( DTTL ), a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of DTTL and its member firms. Deloitte MCS Limited is a subsidiary of Deloitte LLP, the United Kingdom member firm of DTTL. This publication has been written in general terms and therefore cannot be relied on to cover specific situations; application of the principles set out will depend upon the particular circumstances involved and we recommend that you obtain professional advice before acting or refraining from acting on any of the contents of this publication. Deloitte MCS Limited would be pleased to advise readers on how to apply the principles set out in this publication to their specific circumstances. Deloitte MCS Limited accepts no duty of care or liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication. Registered office: Hill House, 1 Little New Street, London EC4A 3TR, United Kingdom. Registered in England No Deloitte MCS Limited. All rights reserved. 18