1. Getting Analytics
Right in Every
Organization
Jayson Tipp
SVP of Marketing, Strategy, & Technology
at Papa Murphy’s International

2. Organizations are
filled with smart
and capable
analysts
But there is a
shortage of
people who can
deeply
understand
analytics and can
translate insights
into value within
an organization
People who can do
this will never have
to look for a job

3. What is your
culture today?

4. Analytics
Non-Believer
Organizations
Those who
run their
business on
“gut feel”
rather than
data
Analytics
Tourist
Organizations
Those who
rely on
analytics as an
additional
check, but not
as a must-
have
Analytics
Aspirant
Organizations
Those who
strive to do
more
analytics, but
the company
is not built on
it
Analytics
Native
Organizations
Those who
live by
analytics
The culture of analytics at most organizations,
or in departments within organizations, can be
categorized as:

5. So, it’s not the ingredients, it’s how you use them

6. How do you build the right analytics function
that works for your organizational culture?
Analytics
Non-Believers
Analytics
Tourists
Analytics
Aspirants
Analytics
Natives
Help key groups realize there is an opportunity for
improvement
Demonstrate the power of analytics in terms of
insights and time-saved with real examples
Ease the constraints on analytics to shift it from
being perceived as an obstacle to an enabler

7. How do you build the right analytics function
that works for your organizational culture?
Analytics
Non-Believers
Analytics
Tourists
Analytics
Aspirants
Analytics
Natives
Insert analytics into the organization as a series of
projects
Invest in data structure if needed
Move the role of data beyond a way to validate
decisions

8. How do you build the right analytics function
that works for your organizational culture?
Analytics
Non-Believers
Analytics
Tourists
Analytics
Aspirants
Analytics
Natives
Create momentum from existing alignment on using
analytics
Establish a recurring cadence of delivering insights
that drive decisions
Achieve complete transparency in sharing wins and
losses

9. Analytics
Tourists
Analytics
Aspirants
Analytics
Natives
Analytics
Non-Believers
How do you build the right analytics function
that works for your organizational culture?
Determine where in the business current insights are
not leading to better outcomes
Establish a “gold standard” for rigor and accuracy
of getting to an answer
Demonstrate the opportunity cost of not taking action
on an insight

10. Measure everything

11. 73%
of executives
trust their own
intuition
57%
of executives
re-analyze
the data
if it contradicts
gut feel
43%
of executives say
company
politics trump
evidence
Analytics are a growing part of decision-making, but why
isn’t every relevant decision backed by analytics?
Why?
They know their
business well and
don’t believe the data
points to the best
decision
They’re hesitant to go
with counter-intuitive
results; they don’t trust
the data or how they
are analyzing it
They don’t think that
the analysis is worth
“rocking the boat”
*Based on data from the Economist Intelligence Unit’s global survey of executives in 2014

12. 45% of ideas do not meet the
hurdle of generating net positive
profit
…this is very risky (maybe reckless) as:
*Based on self-reported data by APT’s retail clients
so… many untested decisions
are burning hard earned cash

13. 1 Develop a testing pipeline – an “Innovation Funnel”
2
Create a testing agenda to prioritize large tests;
encourage other tests to be run and analyzed
simultaneously
3
Facilitate opportunities to share test learnings
across the organization
Here are three key steps to measuring everything:

14. Ideas for testing should span
the organization
The Innovation Funnel
An innovation funnel provides new vehicles
to drive profits when one idea fails
Every idea should be put
through the testing process
Enough ideas should be
placed into the funnel so that
you can throw away the ideas
that don’t work and refine and
target the ones that do

15. Economic: Test should have a potentially sizable financial impact
Strategic: Test should address the strategic priorities of the firm
Decision
Focused:
Test should affect a near-term action
New
Learning:
Test should create new learnings for the firm
Testing Agenda
Prioritize tests based on the potential value
of the results, measured on four dimensions

16. Sharing Test Learnings
Facilitate opportunities for teams to provide
best practices for generating and
communicating results
• Review tactical testing calendar
• Share test results (including actions taken) and status of tests in design
• Approve design of new tests and share overall best practice learnings
• Review current testing agenda (tied to strategic priorities)
• Discuss key results, insights, actions taken, and value generated
• Obtain input on testing agenda
• Apply testing discipline in each step of the testing process

17. Questions