consumer intelligence paul ormonde james handout

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


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


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


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


Learning #1

What is the problem

you are trying to

solve?

5


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


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


The epiphany…

A wonderful feeling once you realize the

problem.

LearningPush hard to get to the real problem. Accept

nothing less

8


Learning #2

Enhance current

talent capability to

drive a stronger

business analytics

model

9


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


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


IMPLEMENTATION

12


Platforms evolving – Communicate the changes

Technology changes regularly, build for the future and track critical

changes

13


A fool with a toolIs still a fool

Technology is only an enabler!!

14


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.


Data Quality by delta’s

Manage what changes

Most critical management is around what changes,

this is of great value

16


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


Leadership is critical – Not enforcement

Create leadership forums with

passionate people who will influence

others

18


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


CHAMPIONS OF CHANGE

Anyone can be a Champion of Change. Provide the support to

enable them to excel.

20


CELEBRATE SUCCESSES

Celebrate a success. Celebrate learnt value in failure. Success or

failure, both are learnings!

21


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


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


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.


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


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.


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.


Learning #3

How to allocate

suitable budget and

resources for your

business strategy

28


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.


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


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.


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.


Learning #4

Leveraging the right

technology for

analytic-driven real

time decision making

33


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.


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.


Measuring, measuring

and measuring! :

Does your technology

investment offer

the ROI you want?

36


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.


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.


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.


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.


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

consumer intelligence paul ormonde james handout

Data & Analytics