Promoting and Implementing

Analytics Solutions

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Ruoyu Bao, WW Analytics & Operations

July 2016 @winiden

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FOUR DEVICES SOLD EVERY SECOND

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Stage 5

Stage 2

Stage 3

Stage 4

Stage 1

Analytically

Impaired

Localized

Analytics

Analytical

Aspirations

Analytical

Company

Analytical

Competitor

The company has some

data and management

interest in analytics

Functional managers

build analytics

momentum and

executive interest

through applications of

basic analytics

Executives commit to

analytics by aligning

resources and setting a

timetable to build a broad

analytical capability

An Enterprise-wide

analytics capability is

under development; top

executives view analytic

capability as a corporate

priority

The company is routinely

reaping benefits from its

enterprise-wide analytics

capability and focuses on

continuous analytics review

Adapted from Competing on Analytics, by T. Davenport and J. Harris, Harvard Business School Press, 2007

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C Suite Vs Front Line

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Data without purpose

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Under- / Un- Utilized

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Data Technology

Process

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Key elements of analytics

process

•Actionable

•Systematic

•Easy to use

8

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Toothbrush

• Convenient and easy to use

• Serves specific purpose

• People use it everyday

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Decision making support

Who are the decision makers?

What decisions do they make?

How can we help them?

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BMS integration

Lenovo 4P dashboard

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DOI example

• Good results and proved business impact

• Yet very low adoption

• How did we solve it?

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Consolidating tools

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Since this is the executive forum, let

me explain to you what regression is

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Tank

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Communication Do’s and Don’ts

DO communicate

• What is the business problem?

• How is success measured?

• What data is utilized?

• How is solution structured?

• What is the business impact?

DON’T communicate

• p-value

• Text parsing

• Clustering model selection

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“I couldn't reduce it to the

freshman level. That

means we don't really

understand it.”

- Richard Feynman