Deloitte Shared Services Conference 2018 Lab: Analytics 101: A guide for beginners Natalie Williams, Christina Ablewhite and Stephanie Maru, Deloitte

Transcription

1 Deloitte Shared Services Conference 2018 Lab: Natalie Williams, Christina Ablewhite and Stephanie Maru, Deloitte

2 Agenda Topic Content Facilitator Timing Introduction Lab objectives Introducing the Facilitators Christina Ablewhite 11:35 11:40 Introduction to Analytics Our IDO Methodology What does analytics mean to you? Where is analytics used across an organisation What is happening across analytics? What is an Insight Driven Organisation? Considerations across Strategy, People, Process, Data and Technology Natalie Williams 11:40 12:00 Crunchy Questions Exercise Stephanie Maru 12:00 12:20 Close Recap on the lab Q&A All 12:20 12:25

3 Introducing the Facilitators Natalie Williams Deloitte Christina Ablewhite Deloitte Stephanie Maru Deloitte

4 Our objectives What to expect from the Lab? 1 Understand the need to consider analytics with a wider lens than just data and technology 2 Discuss the success factors to becoming an IDO 3 Create your own Crunchy Questions

5 Mentimeter Participating throughout the lab Pin: This lab will contain interactive elements, where we will ask you to put forward your thoughts. Mentimeter Instructions 1 Connect your mobile device to your 3G/4G Network or the Wi-Fi 2 Enter as the URL in your mobile browser 3 Type in to pair your device to the presentation Good to go! Please await the first question

6 Pin: What one word comes to mind when you think about analytics in your organisation?

7 What is happening across Analytics? We surveyed our global C-suite members and executives across industries to understand their business priorities and the challenges they're facing with their data 53% of companies are currently implementing or planning the implementation of data-driven projects within the next 12 months. What does good, trustable data look like? Over 40% of our 2017 Insight Driven Organisation survey respondents were unsure. 70% of the 2017 Insight Driven Organisation survey respondents are looking to hire analytics talent in the next couple of months 75% of organisations report their analytics capabilities as siloed 40% of organisations have a local analytics champion: the next step is to create an enterprise-wise ownership model

8 Our IDO Methodology Natalie Williams

9 What is an Insight Driven Organisation? An Insight Driven Organisation (IDO) is one which embeds analysis, data and reasoning into decision making processes. An IDO sees analytics as a core capability embedded across the organisation, providing insight to support the decision making process; to tackle the most complex business problems; and to address the growing Analytical trends. As an IDO you could: Make the same decisions faster Make better decisions Make the same decisions cheaper Make innovations in products and services

10 Becoming an Insight Driven Organisation IDO maturity curve The journey to becoming an Insight Driven Organisation passes through 5 stages Data Driven Stage 4 Insight Driven Stage 5 Insight Driven Organisation Stage 1 Analytically Impaired Aware of analytics, but little to no infrastructure and poorly defined analytics strategy Stage 2 Localised Analytics Adopting analytics, building capability and articulating an analytics strategy in silos Stage 3 Analytical Aspirations Expanding ad-hoc analytical capabilities beyond silos and into mainstream business functions Analytical Companies Industrialising analytics to aggregate & combine data from broad sources into meaningful content and new ideas Transforming analytics to streamline decision making across all business functions Data & Information Management Visualisation Big Data Insight Generation Blockchain Machine Learning Intelligent Automation BI/Reporting Managed Analytics Purple Partnerships Artificial Intelligence Internet of Things Digital Reality Dark analytics

11 Pin: Where on the Analytics maturity curve does your organisation currently sit? Yet to start Analytically Impaired Localised Analytics Analytical Aspirations Analytical Companies Insight Driven Organisation

12 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 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 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 Organising for success Organising for ongoing success and sequencing activities to deliver early benefits Trusted insight Ensuring that data and analysis is accurate, trusted and assured 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

13 Becoming an Insight Driven Organisation The essential building blocks for your IDO journey 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

14 Pin: How do you think your organisation is performing across each of the building blocks? Limited Developing Defined Advanced Leading

15 Crunchy Questions Stephanie Maru 15

16 What are crunchy questions? Crunchy Questions are business questions which are specific and narrow in focus and answerable in quantifiable terms A good start when thinking about Crunchy Questions is to ask: What issues are keeping you up at night? What question do you get asked each week which you would like to be easier to answer? What marketing channels are my year old customers most responsive to? Are some lawyers more expensive than others and how can we predict their win rate moving forwards? What are your team s goals this month? In other words, we need to break down the problems into bite-sized chunks. A crunchy question is a specific, measurable, and usually timeboxed problem to solve. Which of my suppliers will impact my cash flow most significantly in the next 2 years? How can I get the right part delivered to the right factory at the right time? How can I reduce my employee attrition rate by 2% in the next 12 months?

17 Design your own crunchy questions Exercise Within your groups you will be assigned a customer role or group. Working together design two crunchy questions for your customer that analytics could help answer. ETP Co. is a large UK based but global Telecommunications company which has been growing fast in the last decade and is looking to innovate through digital and analytics to stay ahead of its competitors.

18 Value Prioritisation Prioritising crunchy questions based on value vs. ability to capture High value but will require significant investment in capability build to deliver High value and likely to demonstrate that value within a reasonable timeframe High effort with too Low value to be prioritised Reasonable return on investment and should be prioritised Complexity

19 Recap on the lab

20 What one thing? Pin: What one thing?

21 Q & A Any Questions?

22 Thank you Thank You!

23 This publication has been written in general terms and we recommend that you obtain professional advice before acting or refraining from action on any of the contents of this publication. Deloitte MCS Limited accepts no liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication. Deloitte MCS Limited is registered in England and Wales with registered number and its registered office at Hill House, 1 Little New Street, London, EC4A 3TR, United Kingdom. Deloitte MCS Limited is a subsidiary of Deloitte LLP, which is the United Kingdom affiliate of Deloitte NWE LLP, a member firm of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ). DTTL and each of its member firms are legally separate and independent entities. DTTL and Deloitte NWE LLP do not provide services to clients. Please see to learn more about our global network of member firms.