The document provides an overview of the radical analytics approach which embraces agile principles and premises like never asking and always proposing, viewing DMAIC as a friend, and analysts being change agents. It discusses objectives, critical thinking, and defining a realistic roadmap. Key aspects covered include embracing agile development, conducting pilot projects to reduce risks, viewing analysts as change agents, and emphasizing a breadth of understanding and enabling business outcomes through data-driven insights and recommendations.
2. Objectives
Radical Analytics
A brief overview of the premises
Roadmap
Leverage the radical analytics
approach to define a realistic
roadmap
Critical Thinking
No magic recipe, but hopefully
some good ideas
3. What Are Your Objectives?
Where do you start?
SMART Objectives?
5W+1H?
Politics? Guess?
“If we could achieve X we would have
something to celebrate.”
“How is your manager’s bonus
determined?”
v
A Business Objective1
One of my Manager’s
Objective2
My Own Personal
Objective3
5. Elevator Pitch Challenge!
What is your current measurement
framework or analysis process?
What is your #1 strategy to define
actionable KPIs?
1
2
3
4
8. Radical Analytics Premises
Embrace Agile
or Die
Never Ask,
Always Propose
DMAIC Is
Your BFF
Don’t Seek Executive
Buy-In
Analysts Are Change
Agents
Uncover the Unknown
Unknowns
Digital Analytics is
Dead
Eat Your Own
Dog Food
bit.ly/radicalanalytics
9. Radical Analytics Premises
Embrace Agile
or Die
Never Ask,
Always Propose
DMAIC Is
Your BFF
Don’t Seek Executive
Buy-In
Analysts Are Change
Agents
Uncover the Unknown
Unknowns
Digital Analytics is
Dead
Eat Your Own
Dog Food
11. The Ultimate Goals
› How are your objectives tied to the Ultimate Goals?
› Which metrics will tell you how you are progressing?
Increase
Satisfaction
SustainabilityReduce
Costs
Increase
Revenue
Engagement
Profit
A real business objective is
not channel specific nor
marketing/function
centric.
12. Radical Analytics Premises
Embrace Agile
or Die
Never Ask,
Always Propose
DMAIC Is
Your BFF
Don’t Seek Executive
Buy-In
Analysts Are Change
Agents
Uncover the Unknown
Unknowns
Digital Analytics is
Dead
Eat Your Own
Dog Food
13. Is your job hard?
Of course it is!
THIS. IS. FINE.
14. ANALYSIS
How to break something complex into smaller parts to
gain a better understanding of it.
15. Lean Six Sigma
› A set of practices aiming at systematically
improving processes by eliminating defects
› Segmentation, slicing & dicing of data
› Continuous improvement process for a
changing environment
Define
AnalyzeImprove
Control
Reduce cost of complexity
Increase velocity
Make it easy to do
business with
Measure
16. Radical Analytics Premises
Embrace Agile
or Die
Never Ask,
Always Propose
DMAIC Is
Your BFF
Don’t Seek Executive
Buy-In
Analysts Are Change
Agents
Uncover the Unknown
Unknowns
Digital Analytics is
Dead
Eat Your Own
Dog Food
21. Product Thinking
In order to (Vision) ,
our product/service will solve (User Problem)
for (Target Audience)
by giving them (Strategy) .
We will know it works when we see (Goal) .
22. Radical Analytics Premises
Embrace Agile
or Die
Never Ask,
Always Propose
DMAIC Is
Your BFF
Don’t Seek Executive
Buy-In
Analysts Are Change
Agents
Uncover the Unknown
Unknowns
Digital Analytics is
Dead
Eat Your Own
Dog Food
24. Optimize Your Job
What if…
…you had to cut 10%
…“destroy your business”
10%
1. Defects
2. Overproduction
3. Waiting
4. Not utilizing talent
5. Transportation
6. Inventory excess
7. Motion waste
8. Excess processing
8 Wastes of Lean
Identify the tasks you
accomplish today – are they
valuable? Could they be
optimized?
Roles & Responsibilities
Given #1, and with tact, can
you push back on some tasks?
Learn to Say No
Don’t wait to be told what to do,
make propositions based on
what you control, manage and
influence.
Take the Lead
1
2
3 4
25. Responsibility Matrix (aka RACI Matrix)
› Responsible
› Accountable
› Consulted
› Informed
Role Conception: what you think your job is;
Disconnect
Role Expectation: what others think your job
function is and how it should be carried out;
Disconnect
Role Behaviour: what you actually do in
carrying out your job.
27. Radical Analytics Premises
Embrace Agile
or Die
Never Ask,
Always Propose
DMAIC Is
Your BFF
Don’t Seek Executive
Buy-In
Analysts Are Change
Agents
Uncover the Unknown
Unknowns
Digital Analytics is
Dead
Eat Your Own
Dog Food
28. A companywide embrace of analytics impels changes in culture,
processes, behavior, and skills for many employees. And so, like
any major transition, it requires leadership from executives at
the very top who have a passion for the quantitative approach.
Ideally, the principal advocate is the CEO.
Tom Davenport
Competing on Analytics, Harvard Business Review
January 2006.
29. Executive Sponsorship
Overcome roadblocks
Big issues
Grandiose novel solutions
Time, cost, risk
Exec Sponsor
Disruptive innovation
Small experiments
Quick iterations
Small, incremental victories.
Grassroots
99%
30. Do you Manage/Control/Influence underlying
factors of success?
MANAGE
Accountable
Resources allocation
Motivate toward goals
CONTROL
Improve your own
processes
Deliver more value at a
lower cost
Quantify your work
INFLUENCE
Subject matter
expertise
Potential new
areas
31. Radical Analytics Premises
Embrace Agile
or Die
Never Ask,
Always Propose
DMAIC Is
Your BFF
Don’t Seek Executive
Buy-In
Analysts Are Change
Agents
Uncover the Unknown
Unknowns
Digital Analytics is
Dead
Eat Your Own
Dog Food
32. A good plan violently executed now is better than a
perfect plan executed next week.
George S. Patton
33. 12 Principles of Agile (adapted)
1. Our highest priority is to satisfy the “customer”
through early and continuous delivery of valuable
insight.
2. Welcome changing requirements, even late in the
process. Agile processes harness data to inform
decisions.
3. Deliver value frequently, from a couple of weeks to
a couple of months, with a preference for the
shorter timescale.
4. Stakeholders must work together throughout the
project.
5. Build projects around motivated individuals. Give
them the environment and support they need, and
trust them to get the job done.
6. The most efficient and effective method of sharing
knowledge to and within a team is through self-
served, collaborative environment.
7. Easy access to the right information at the right
time is the primary measure of progress.
8. Agile processes promote sustainable
improvements. All stakeholders should be able to
maintain a constant pace indefinitely.
9. Continuous attention to data quality and
leveraging the right methods enhances agility.
10. Simplicity - the art of maximizing the amount of
work not done - is essential.
11.The best architectures, requirements, and designs
emerge from self-organizing teams.
12.At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behavior accordingly.
34. Radical Analytics Premises
Embrace Agile
or Die
Never Ask,
Always Propose
DMAIC Is
Your BFF
Don’t Seek Executive
Buy-In
Analysts Are Change
Agents
Uncover the Unknown
Unknowns
Digital Analytics is
Dead
Eat Your Own
Dog Food
35. There are known knowns. These are things we know that we
know. There are known unknowns. That is to say, there are
things that we know we don't know. But there are also unknown
unknowns. There are things we don't know we don't know.
Donald Rumsfeld
36. Pilot Project/Proof of Concept/Experiment
Break complex topic into smaller parts so
we gain a better understanding of it.
ANALYSIS
LOWER THE RISKS
RIGHT TO FAIL LEARN
MINIMUM VIABLE SOLUTION
37. Radical Analytics Premises
Embrace Agile
or Die
Never Ask,
Always Propose
DMAIC Is
Your BFF
Don’t Seek Executive
Buy-In
Analysts Are Change
Agents
Uncover the Unknown
Unknowns
Digital Analytics is
Dead
Eat Your Own
Dog Food
39. Qualities of a Digital Analytics Leader
BREADTH
of understanding
DEPTH
ofknowledge
Individuals who have depth
of knowledge in one
specialist area and breadth of
understanding across
different business disciplines.
40. Team Dynamics
Empowered
Analytics
Business Outcomes
& Actions
Enabling CapabilitiesAnalysis
Provides
Actionable insight &
recommendations
Communicate
Business requirement &
objectives
Supply
Means, tools and
data
• Strategy
• Technological capabilities & constraints
• Information architecture
• Instrumentation & BI
• Statistics
• Analytical mindset
• Problem solving
• Synthesis
• Communication
• Goals
41. WRAPPING UP
Execution is not an event – a one time push toward
achieving goals. Rather it is a way of life.
Guy Kawasaki
42. Radical Analytics Premises
Embrace Agile
or Die
Never Ask,
Always Propose
DMAIC Is
Your BFF
Don’t Seek Executive
Buy-In
Analysts Are Change
Agents
Uncover the Unknown
Unknowns
Digital Analytics is
Dead
Eat Your Own
Dog Food
Talking points:
A framework is a well defined tactic to, with simplicity, master the complex environment of an organization.
Reference:
http://online-metrics.com/actionable-kpi/
Hitchiker’s Guide to the Galaxy!, https://en.wikipedia.org/wiki/Phrases_from_The_Hitchhiker%27s_Guide_to_the_Galaxy#The_number_42
Product Thinking is an approach used in user experience design, often by startups, to design new SaaS-based solutions and mobile applications. The same concept can easily be adapted to define very relevant business objectives – as a replacement/evolution from SMART Objectives.
Read more about Product Thinking at https://medium.com/@jaf_designer/why-product-thinking-is-the-next-big-thing-in-ux-design-ee7de959f3fe