lrp executive summary · mission: ^to foster professional growth and development through the power...
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1LRP Executive Summary
Think IT Leadership GroupMission: “To foster professional growth and development through the
power of networking and collaboration.”
• Think IT is a service of
• Think IT Association was founded in 2009. Each group meets regularly in an informal, roundtable format with a different member from the group facilitating each session.
• The IT Leadership group is designed for all levels of leaders within the IT space including: IT Managers, IT Directors, and VPs of IT within the Twin Cities.
• Additional Think IT Program:• Link to Leadership – Fall sessions kicks off October 2nd!
◦ 6 month leadership development course that is designed and led by IT executives from across the metro◦ Benefits Genesys Works-Twin Cities alumni through the Think IT Young Professionals Scholarship fund
• While there is no cost to be a member of Think IT, it is not FREE and we do ask that membersinvest their time and experience and be open to facilitating
B2E Update
• We will be kicking off our 9th Barriers to Entry cohort October 1st
• Students will be available for placement starting October 22nd
• As of 2018 we have a 90% program graduate placement rate
• For more information, contact: Silvia Hinton at [email protected]
A big thank you to the following companies who have hired our B2E students!
The 5th Annual Think IT Golf Invitational benefiting Genesys WorksThis year we raised over $86,995 for Genesys Works, through the Think IT Golf Invitational!
Thank you to our 2018 Sponsors!
Sponsorship & Golf Opportunities
To date, we have raised over $342,635 for Genesys Works!
Upcoming Meetings• Friday, September 14th – SPG Meeting
• Topic: Value Adds of Vendor Management
• Location: Medtronic
• Panelists: Tom Lavin, Senior IT Manager- VMO at MedtronicJim Freeland, IT Director at MedtronicStephanie Tulgren, Vice President, Strategic Vendor Optimization at U.S. Bank
• Friday, October 5th – ITL Meeting • Topic: The Journey from a Project to a Product Model
• Location: TCF Bank; 1405 Xenium Lane N Plymouth, MN 55414.
• Facilitator: Tom Butterfield, Executive Vice President, CIO at TCF
Save the Date!
Customer Data Management (CDM) TIM TANNER - VP, DIGITAL & INFORMATION SERVICES AT POLARISJILL HAND - BUSINESS SOLUTIONS MANAGER AT POLARIS
7IR Mar-2017
Agenda
8
Seizing the opportunity to learn from others
▪ Polaris background
▪ Customer centricity as a strategic imperative
▪ Our point of view…Components of a customer data ecosystem
▪ Feedback… questions, observations, your lessons learned
Our goal is to share our story with the hopes of creating a mutual dialogue with other Twin Cities’
organizations.
Digital & Information
Services
Polaris At A Glance
9
A Story of Innovation and Growth
1954
Founded in Roseau
Allan and Edgar
Hetteen & David
Johnson
1985
ATVsSince 1985 Polaris has
sold 2 million ATVs
1987
Polaris becomes publically
traded company
1998
RANGERFirst of many side-by-side
vehicles
2007
RZROnly trail capable
side-by-side in market
2011
Acquired
Indian,
GEM &
Goupil
2012
Acquired
Klim apparel
company
2014
Slingshot3-wheel roadster
announced;
Acquire Pro Armor
2015
GENERALadded into the ORV
lineup; first
Multixdelivered
2016
Acquired
Taylor Dunn, 509
& TAP
2017
AcquiredBoat
Holdings LLC
Digital & Information
Services
1954 Year Polaris was Founded
~11,000 Employees Worldwide
17 Manufacturing Locations
5 Research & Development Centers
~1,800 Dealers In North America
~1,700 Dealers Outside North America
>370,000 Units Shipped Worldwide in 2016
>100 Countries – Polaris Products Sold
Polaris at a Glance
$5.4B in 2017 Global Revenue10
Off-Road Vehicles
United States
2017 Sales by Segment
$5.4 BILLION
TOTAL
COMPANY
SALES
14%
2017 Sales by Region
United States
80%
7%
13%
CanadaInternational
Digital & Information
Services
Long History of Growth
Trending toward $6B in near term
Off-Road Vehicles
United States
14%
2011
$2.7B
1995
$1.1B
2014
$4.5B
2012
$3.2B
2017
$5.4B
$0B
$1B
$2B
$3B
$4B
$5B
$6B
1954 1974 1994 2014
11
Digital & Information
Services
Strategic Imperative
12
Product Innovation + Customer Centricity = Future Growth
Product Innovation Customer-centric Approach
+
Digital & Information
Services
How we win
13
Investors Presentation – June 14, 2018
Digital & Information
Services
Enabling cross-channel personalization14
Data is at the heart of a customer ecosystem
Direct MailEmailDealerCall CenterWebsite Mobile Social
Customer
Marketing Commerce Service
Pre-derived Analytics Customer Data Hub
Experience Data
Third-Party Data
Transactions
History
Preferences
Problems
Interests
Behaviors
Communications
Encounters
Usage
Behavior-based segmentation
Product-based segmentation
Predicted Life-time Value
Many Others…
Vehicle
PerformanceAI / Machine
Learning
Multiple Channels of Interaction
Tailored
Business
Processes
Customer Knowledge
Polaris faced data challenges like most businesses
15
Common customer data pain points have hindered progress
Pace of new data sourcesMore and more customer interactions and behaviors are being captured providing an exponentially growing
number of new sources (e.g., Ride Command, Social, IoT).
Changing nature of dataThe form of data sources are shifting from traditional structured forms to unstructured formats requiring different technologies to store and analyze information (e.g., Vehicle Inspection Photos ).
No data ownershipLacking a clear owner of customer data that drives policy, makes data decisions and manages the
operational aspects of the ecosystem.
Resistance to change Driving consistency across Polaris often requires changes to ingrained processes and reporting.
Privacy and Security RiskInsufficient controls exist to protect and authorize acquisition, storage and use of customer data. Also,
lacking ability to log usage across the enterprise.
Lack of uniformity and
consistent sourcesMultiple data stores have evolved within Polaris with different definitions, sources and uses… and few can
reconcile or understand distinct differences.
High Development Costs Historically, improvements in the ecosystem are expensive and the perceived return on investment is low.
Digital & Information
Services
The right ecosystem can overcome these obstacles
16
Each supports the others and all are necessary
Enterprise ownership and
decision makingEnterprise customer data
policy and standards
Integrated and efficient
technology environment
Strong data operations
and quality
Each component depends on the others as the greatest value is delivered through the interrelationship
between components.
Components of a Customer Data Ecosystem
1
4
2
3
Digital & Information
Services
Enterprise ownership and decision making
17
Implement a clear and simple decision making approach
A customer data owner should be established to ensure cross-enterprise governance and to drive a customer data vision.
ORV
Snow
On Road
Information Services
PG&A
Customer Excellence
Commercial
Strong ownership with clear decision
making will:
▪ Approve strategic plans and a vision
▪ Approve common data definitions e.g., who is a
customer?
▪ Provide a cross-organizational perspective
▪ Approve data policy
▪ Align to plans and investments required for execution of
vision
▪ Champion organizational change required to deploy
policy and change processes
▪ Provide a forum for issues to be raised and addressed
Enterprise
stakeholders
▪ Identify an interim sponsor(s) if no clear owner exists
▪ Establish a cross-enterprise customer data council
Accelerators
1Digital & Information
Services
Enterprise data policy and standards
18
Establish policy & standards that guide how to use customer data
▪ Approved data sources and data types
▪ Third party data acquisition rules
▪ Consumption criteria
▪ Data retention requirements
▪ Data replication rules
▪ Data quality requirements
▪ Logging requirements
▪ Privacy and Security requirements
▪ Enforcement and escalation processes
Customer data
policy should
include…
Accelerators
▪ Establish an aligned definition of customer record
▪ Identify and define high priority enterprise attributes
▪ Determine critical security privacy requirements
2
Data policy and standards should be defined and communicated to define how and where data can be acquired and used.
Digital & Information
Services
Integrated and efficient technology
19
Develop a single authoritative source with easy extension and access
• Analytics
• Data Science
• BI and Reporting
Analytics Platforms
• .com
• Mobile App
• Ride Command
• Other Leads
Digital
• Browse / Clickstream
• Geofencing
• Social interactions and
sentiments
Consumer Behaviors
• Demographic
• Household
• Mobile Activity
3rd Party Enrichment
Data Sources Data Consumers
• Service Center
• Personalization
• Recommendations
Operational Systems
• Text
• Receipt
• Direct
• Campaign Mgmt
Marketing Services
• DMS / POS
• Campaign / Promotion
• Service Center
Traditional
Matching and
Merging
Customer Data services
Customer Data Technology
Environment
Customer Data Hub
Marketing Opts
and Preferences
Logging and
Usage Reporting
Authorization and
Policy Enforcement
Publish and
Subscribe
Customer Profile
Management
▪ Start with a simple customer record and expand iteratively
▪ Publish a service catalog and prioritize based upon need
▪ Develop initial acquisition and distribution data services
▪ Automated testing and test data management
Accelerators
Digital & Information
Services3
Strong data operations and quality
20
Ongoing ecosystem health requires active management
A data operations function will ensure ongoing quality and enforce policy to maintain a healthy ecosystem.
▪ Experts in the holistic customer data ecosystem
▪ Key influencers to matching and merging algorithms
▪ Managers of necessary data migrations and cleansing
▪ Monitors of data quality throughout the ecosystem
▪ First responders for data quality issues
▪ Business owners of technology platforms that comprise the
centralized data environment
▪ Identifiers, and if necessary escalators, of potential policy violations
Data operations
should include…
▪ Automate quality monitors
▪ Assign a data steward
▪ Identify data quality performance metrics
▪ Communicate the “state of data” regularly
Accelerators
4Digital & Information
Services
Considerations that influenced our planning
21
Achieving a data strategy requires a game plan
Creation of priorities will hinge on strategic value drivers, maturity of the current ecosystem and state of the current cost structure.
Strategic need – Where are the highest priority strategic gaps?
Maturity of current ecosystem
Breadth – How wide is the approach for data acquisition?
Depth – How complete is customer understanding?
Identification – How well are disparate data points connected?
Quality – How accurate are current sources?
Uniformity – Are data views and definitions consistent?
Protection – Is data protected and used appropriately?
State of the existing data environment – What is the health of current data capabilities?
External enrichment – Do external providers provide new opportunities to extend knowledge
and better serve customer needs?
Cost structure – What techniques can be used to optimize the value of investments?
Quick wins – What actions be taken to generate immediate value and momentum?
What we thought
about …
Digital & Information
Services
Deep knowledge + common customer + personalized engagement + multi-channel delivery
Where we go from here
22
We’ve built a customer
platform…
Customer
360
Click
Stream
Vehicle
Usage
Social
Interactions Campaign
Response
Preferences
Orders/
PurchasesService
Others
Deep knowledge of the Customer
That we can use across
the enterprise…
Common customer record and
personalized engagement
To meet the customer on
their terms.
Delivered through the most
effective channel.
Customer
360
ORV/Snow
Indian
/Slingshot
Boat Holdings
PG&A,
Aftermkt, TAP
Polaris Adv
Others
Marketing
Web/mobile
Service
Dealer
Others
Business Units
Functions
.comMobile
Vehicle
SMS
Notification
Social
DealerDirect Mail
Questions and Observations
23
Seizing the opportunity to learn from others
▪ What are we missing?
▪ Any other challenges or obstacles your organization has faced?
▪ Any lessons learned from your organization?
Digital & Information
Services
24PCI 9-16-10
Thank you Tim & Jill for facilitating!
Thank you Polaris for hosting!