finding the hook: making a big splash sharing excellence in delivering a compelling story to senior...

Finding the Hook: Making a Big Splash

Sharing excellence in delivering a compelling story to senior management

Workshop OverviewFor DUG Conference 12th October 2011

Andrew HymanHead of Commercial Analytics, Insight Group, GlaxoSmithKline

Workshop attendees

Attendees at workshop hosted by GSK on 12 June 2011:



Background Context

Information Insight Action

BUSINESS CONTEXT

The voyage to success

Based on model shared by Graeme Moore (Tesco)

Outline Agenda from the Workshop

Morning

Afternoon

Catch or no catch?

Sharing our experiences: when we have had an impact and when we

have failed

How to catch the prize fish?

Brainstorming what works and what

doesn’t

Landing the catch at home

Clarifying the take home messages to make a difference

in our day jobs

Let’s go fishing

Trialing techniquesusing a dynamic

exercise



Outputs

Problem Statement

We sought to capture the root causes behind the following problem statement during our final pre-lunch session:

How do we catch

the prize fish?

“Analytical insight gets lost in communication and recommended actions are not taken. This means that opportunities are missed to provide a better offering to customers, to simplify processes and systems, and to drive profits for our businesses”

eUnsophisticated

software

Complex output

Data caveats

Technical challenges

Lack of analytical buy-in

Project management

Company culture Data & analysis

Software People CommunicationFinances & resources

Analytical team skills

Customer’s agenda

Sub-optimal relationships

Lack of support for analytics

team

Customer curveballs

Perception of ‘analytics’

Organisational complexity

Lack of senior sponsorship

Lack of key skills

Time pressure

Ineffective project closure

Ineffective project briefing

Imperfect delivery

Flawed story Outsourcing

Insufficient finance/resource


Summary

Finances1. Money not available for implementationSoftware

1. Output too techie

2. Software not fit for purpose

Project Management1. Analysts not always great project managers and

relationship builders

2. Absence of comprehensive project brief at outset3. Plan does not include embed and grow actions with clear accountability for implementation

4. Too little time allowed for communication, forming recommendations and for innovation

5. Project not completed at speed business requires

Root cause headlines







2. Absence of comprehensive project brief at outset3. Plan does not include embed and grow actions with clear accountability for implementation4. too little time allowed for communication, forming

recommendations and for innovation project not completed at speed business requires

Communication1. Poor presentation / communication skills2. Analysis fails to land because:

i. Not aligned to what makes decision makers tickii. Material presented is too complex for audienceiii. Communication focused on explaining / justifying analytics instead of providing clear recommendations










Communication1. Good analysis doesn’t land due to poor communication skills

2. Analysis fails to land because:1. Not aligned to what makes decision makers

tick2. Material presented is too complex for audience3. Comms focused on explaining / justifying analytics instead of providing clear recommendations


Company culture1. Few senior leaders have analytical background 2. Organisational complexity can be a barrier to get

everyone bought in and actions implemented3. Gut instinct trusted more than analytics4. Managers afraid of numbers and analytics5. Analytical team peripheral and undervalued















Data and analysis1. Lack of understanding undermines trust in analysis

and recommendations

2. Lack of commercial mindset behind analysis3. Poor quality / lack of data















Data and analysis1. Lack of understanding undermines trust in analysis

and recommendations

2. Lack of commercial mindset behind analysis3. Poor quality / lack of data


People1. Analysts focus on insight, not action 2. Analysts seen as, or are, aloof from the business3. Output does not give answer wanted, so ignored4. Relationship / trust issues mean analysts fail to win

hearts and minds of stakeholders

The Golden Rules of Landing Analytics

1. Know your objective and desired outcome at all times

2. Identify and understand your stakeholders. Take them on the journey with you

6. Follow-up and review

4. Keep it simple and concise

5. Deliver actionable and commercial recommendations

3. Recognise and mitigate risks

Insight

INFORMATION

INSIGHT

ACTION

BUSINESS CONTEXTTHE MODEL We need to convert the

Information we have into Action that the business can take

Insight is the mechanism to do this successfully

And through the work, it is key that we always keep the Business Context in mind

THE BENEFIT It’s a simple model which

you can keep front of mind

It should compliment existing structures / training Project Planning Communication Gaining Commitment Customer Focus

BUSINESS CONTEXT / PURPOSE What are we trying to answer? Why? What is expected from any work?

INFORMATION What data do we have available? What quality / risks are there with the data?

INSIGHT How can you visualise / analyse the data? How can you interpret data? How can you relate it back to the

customer? How can you make a decision on what is

relevant? How can you best communicate? Verbal /

Written? What are the key take outs? Experience: Learning from doing

ACTION / REVIEW What has happened as a result of your

insight? What is the decision / action in the

business? What will change in your team / the

business going forward?

Insight: A Simple Business Model ENCOURAGING INSIGHT

Additional detail

4. Keep it simple and concise• Focus on the killer slides. Prepare for the “elevator moment”

5. Deliver actionable and commercial recommendations• Don’t get lost in the analysis, stick your head up every now and then. Demonstrate a commercial mindset

1. Know your objective and desired outcome at all times• Answer the right question. Offer constructive challenge

• Start at the end. What is the endpoint?

• Define what success will look like

2. Identify and understand your stakeholders. Take them on the journey with you

• Collaborate, don’t ‘just’ deliver. Plan for this in project timelines

• Tailor your approach to the audience; deliver ‘fit for purpose’

• Drive early and continuous stakeholder engagement

3. Recognise and mitigate risks

• Practise your final delivery. Anticipate and prepare for curveball questions• Take key stakeholders through the delivery in advance of your final presentation

• Identify risks in planning and monitor throughout the project

6. Follow-up and review• Agree who will take the next steps to ensure implementation

• Follow up. What happened next?

• Conduct a project review and pass learnings on to others in the team

finding the hook: making a big splash sharing excellence in delivering a compelling story to senior...

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