consumer intelligence paul ormonde james handout
DESCRIPTION
How to drive a culture of data quality when no one really cares until they have been prosecuted. Fools still do not understand and the CIO cannot make a difference without supportTRANSCRIPT
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Creating a balance between talent and
technology investment to
derivereal data ROI
By Paul Ormonde-James@pormondejames – TwitterPaulormondejames – Linked in
1Competitive Intelligence & Analytics conferenceSeptember 2014
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Paul Ormonde-James
Specialises in Change management where business needs to leverage and build data assets to grow.
Currently at Australia Post in data commercialization & data insights, has also been at the World Bank, in Washington DC, as head of global business intelligence, BUPA as head of Business Intelligence, and organisations such as ABB, Plessey, Boral.
He brings the technology, the people and processes needed to create competitive advantage. Of note is his own analytic capabilities to drive outcomes. Paul is recognised as a big data specialist, in managing and building complex ICT systems to enable change, people with passion and processes to excel.
Armed with degrees in Robotics Engineering, Computer Sciences, MBA in finance & strategy and law, he can bring every aspect to bear on finding the optimal solution.
His friends call him POJ, so you may see this reference on twitter and LinkedIn.
NOTE
As this was a presentation, Paul has added some key comments in red to cover the key aspect of the
slide
2
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Three legged stool approach
PEOPLE PROCESSES
PLATFORMS
CULTURE
PERFORMANCE
3
You must have the
POJ 3 P’s to
succeed
Culture must be
right, the others
you can but in
and replace
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
PASSION
The common theme for success in the companies I have
worked is PASSION
“Smart people seem to tell what is wrong, Passionate people get it done”
POJ, 2008
4
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Learning #1
What is the problem
you are trying to
solve?
5
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Proactive data quality
PEOPLE PROCESSES
PLATFORMS
CULTURE
PERFORMANCE
The problem is not lack of people, or
even the right people these are
part of the solution
The problem is not lack of processes, or
even the right processes these are part of the solution
The problem is not lack of technology, or even the right technology these
are part of the solution
6
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
If you do not know where to go, all roads lead there
Jumping to solutions does not mean you
understand the problem
How do you know you have a problem until
you can define it? Without definition you will never understand
the solution
7
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
The epiphany…
A wonderful feeling once you realize the
problem.
LearningPush hard to get to the real problem. Accept
nothing less
8
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Learning #2
Enhance current
talent capability to
drive a stronger
business analytics
model
9
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Three aspects of human condition
HEAD - Process
GUTS - Enforcement
HEART - Passion
HEAD – demands you use logic to drive to analytic solutions
HEART – demands you feel the unsaid aspects
of the problem. Use instinct and perceptions
GUTS – Demands to try the creative solutions It
is OK to fail, but fast
10
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
The Analytics 4 P’s
• Purpose•Personality•Performance• Patronage
4P’sPEOPLE
For analytics, we have our own 4P’s that give us levers to manipulate delivery. By addressing these levers analysts and analytics can become a welcomed strategic and tactical tool
11
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
IMPLEMENTATION
12
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Platforms evolving – Communicate the changes
Technology changes regularly, build for the future and track critical
changes
13
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
A fool with a toolIs still a fool
Technology is only an enabler!!
14
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Where is the data? Make everyone accountable
15
Departments Customer Product Contact employee financials other etc.
Finance Fin Function 1
Fin Function 2
Fin Function 3
Procurement Pro function 1
Pro function 2
pro function 3
Marketing Mar function 1
Mar function 2
mar function 3
Sales sale function 1
sale function 2
sales function 3
IT
Risk Management
Know where the data resides and who manages
this.
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Data Quality by delta’s
Manage what changes
Most critical management is around what changes,
this is of great value
16
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Change, Read, Update, Delete (CRUD
Departments Customer Product Contact employeefinancial
s other etc.
Finance Fin Function 1 C C,R
Fin Function 2 R
Fin Function 3 R U
Procurement Pro function 1 R R
Pro function 2 R,C
pro function 3 C
Marketing Mar function 1 R,U
Mar function 2 R
mar function 3 C
Sales sale function 1 U R
sale function 2 C
sales function 3 R
IT
Risk Management
CRUD – You must understand who and where the changes occur.
CRUD management helps this massive
journey
Without CRUD, your data is DUD
(Damn Useless Data)
17
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Leadership is critical – Not enforcement
Create leadership forums with
passionate people who will influence
others
18
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
PEOPLE POWER – More hands make light work
Capture passionate people and leverage
Passionate people do not have to be all analysts,
they can be anyone who handles data (everyone
actually)
Learning from each other builds confidence and team work. Learn by
others mistakes and successes
19
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
CHAMPIONS OF CHANGE
Anyone can be a Champion of Change. Provide the support to
enable them to excel.
20
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
CELEBRATE SUCCESSES
Celebrate a success. Celebrate learnt value in failure. Success or
failure, both are learnings!
21
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Recruit for quality skills
Must be in the PD
Recruit for quality
If you want longevity, recruit for the future. This takes long term planning
and is more than succession planning. It is not about technical skills but
softer skills for communication and listening, even leadership.
22
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Link all initiatives with financial consequences
AT ALL LEVELS
My IT teams know the P&L as well as my sales teams. It is
like teaching your kids budgeting skills, everyone is
aware of the bottom line.
23
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
EDUCATE ALL STAFF ON THE LAW – WHAT IT MEANS FOR THEM24
Educate ALL levels of staff, it is more than fiduciary accountability.
LearningUse the ADMA privacy frameworks and training. Excellent for all levels
of staff.
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Keys to outcomes and cultural change
Incentivised
Recognised
Measured
25
Although HR may be the source of this accountability, be the champion of change.
If you support and show your employees you care, they will care for you.
Your Staff
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Data Quality must be in everyone’s job description26
If you want clear outcomes, have clear accountabilities. It must be in
their job descriptions and they must agree that is their role. Job
descriptions are two way conversations about outcomes,
not a HR tool for salary justification. Give them clarity and
they will give you focused outcomes. Simple.
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Creativity adds value
FOSTER CREATIVITY AND INNOVATION27
It is not enough to accept what staff are asked to deliver, but what added value staff deliver when they think about the problem. Enable them to
explore their imagination.
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Learning #3
How to allocate
suitable budget and
resources for your
business strategy
28
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Have a strategy!Slide 29
Driving tactics without a Strategy is like rowing a boat without a rudder. Lots of work
but no real direction.
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Do you have a strategy or just blind tactics?
New Entrants
Substitutes
•Supply Analytics
•Provider Mgt
•Procurement
Competitive Intelligence
Business Intelligence
Competitor
Industry
Our CompanyKnowledge Mgt
•CRM Analytics•Single View •Customer•Channel Analysis
Suppliers•Vendors
•Institutions
•Providers
•etc
Customers•Memberships
•Members
•Future
members
Competitor
Competitor
NATIONAL
GLOBALLYCompetitor
CompetitorCompetitor
30
The POJ 9 forces of Strategic Intent. If you cannot explain each of these forces you don’t fully understand your strategic
environment
PRIVACY & Compliance
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Educate executive management31
EDUCATE SENIOR MANAGEMENT
Don’t assume senior management know
everything. They have huge roles with many moving parts.
Educate in three directionsDown, sideways and UP.
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
FRAME success FOR EXECUTIVES
Good
Data
Poor
Data
Poor
Analysis
Good
Analysis
IGNORANCE
IS BLISS
MISSED
OPPORTUNITY
Get to where you do not want to be quickly
VALUE ADDING
DECISION
MAKING
32
Speak Exec speak, not techo geek speak. Translate the message so the receiver can
consume.
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Learning #4
Leveraging the right
technology for
analytic-driven real
time decision making
33
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Which technology is best for you?34
I have no idea!
I know what was the best technology for the problems I have been given to solve.
Use your network, use the net, seek people that may have solved a similar
problem, join an industry association, do research, don’t buy from a salesperson.
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
35
The most powerful tactic you have is to select the right people for the job. With a wonderful mix of skills, capabilities and personality attributes, inquisitive and
creative, detailed but can see the bigger picture. These people are RARE.
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Measuring, measuring
and measuring! :
Does your technology
investment offer
the ROI you want?
36
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
We do not plan to fail, we fail to plan37
Just like agile methodology, run tight, focused loops of delivery. Your customers will be delighted. You will have control of
outcomes and consequences, and the world will feel good.
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
What you do not measure, doesn’t happen38
Without KPI’s you never know when you get to your target. Measure in different facets, at different times and different
Parameters. Assure you staff understand the measurement and agree, otherwise
you are measuring for management only.
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Proactive data quality
PEOPLE PROCESSES
PLATFORMS
CULTURE
PERFORMANCE
39
If the culture is not to accept responsibility, your task is so much
harder. There must be consequences, but failure is a learning. Laziness or passive
aggressive behavior will impact performance of others. Beware & Act.
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Conclusion -PASSION40
The only true value to have is to ignite passion. This sets leaders apart from
managers, people are like mirrors, they will reflect the way you are. People need
leaders, for without leaders you have anarchy. Lead with passion and
performance will be easy.
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
Creating a balance between talent and
technology investment to
derivereal data ROI
By Paul Ormonde-james@pormondejames – TwitterPaulormondejames – Linked in
QUESTIONS
41Competitive Intelligence & Analytics conference