Summit Training session 2016

1. Benjamin Cave –
Trainer
@cave_ben4 November, 2016
How to stop boring people with open data

2. Equip participants with the proof points and
language to advocate for open data
Course aim

3. Define open data
Evaluate how to customise definitions of open data for
different audiences
Identify the most relevant proof points for an open data
business case
Outcomes

4. What are the main points
you would include in an
‘elevator pitch’?

5. Pitch Points
1. What it is
2 What it does
3. Where it’s helped
4. Why its best
5. What next

6. 1. What it is

7. Exercise
Define ‘data’

8. The triangle
Knowledge
Information
Data
Add context
Personalise

9. Definition of Data
The lowest level of abstraction
from which information and
then knowledge are derived.

10. Exercise
Define ‘Open Data’

11. Definition of Open Data
(4)
Data that anyone can
access, use and share
- Open Data Institute FAQ
Introduced November 2014

12. 2. What it does

13. Who wants what?
Leadership/Strateg
y
Open data supports the wider
data strategy of the organisation
Operations
Open data creates significant
data access efficiency savings
Finance/Ventures
Open data produces viable
equity ventures & business lines
Communications
Open data provides free
media and increased reach
CSR/Foundation
Open data improves outreach
and forges social partnerships
Marketing/Product
Open data enhances product
features and customer
experience

14. 3. Where it’s helped

15. Comms &
Transparenc
y
Generating
Income
Efficiency
Savings
Improving
Services
CSR &
Social
Impact
Decision
Maker
Reaching new markets
and removing the cloak
of secrecy around new
agritech. Products
Incubate startups for
new revenue sources,
lower op. costs for
services & higher
reward than trad. Acc.
Existing products can
be linked together for a
better sales channel &
lowers ownership costs
Customer savings of
between £15 and 58
million per year in time
savings for transport
customers
Allow community-built
flood models that can
save 20% on design
and delivery costs
Colleague
CAN $3.2b in
charitable tax violations
highlighted by citizens
using OD
Est. 2007 using open
farm data, acquired by
Monsanto for $930m in
2013
Save AU $3.2m
annually on F.o,I
requests through
proactive release
€2.6m per year in
reduced staff costs
from cross-dept.
access to map data
NZ$4m savings from
OS tools & data in year
1 of rebuilding following
earthquake
Partner
100m company
records in over 100
jurisdictions allowing
studies of beneficial
ownership & control
£300k annual turnover
from cleaning up UK
transport data for other
businesses
Identified £200m
annual saving in NHS
by switching to own-
brand statins and
better delivery routes
Joined up available
transport data to
enable choice. $10m
VC round and
expanded to 29 cities
Emissions double
reported figure.
Evidence in parliament
& planning debate
1. I want a proof point for…
2. Relevant to
a …

16. The art of the case study
Specify - Resist the urge to be vague and always quantify
Admiration – Choose an industry your industry admires
Realism – Err on the lower side of a range when you transpose
Adaptation – Do consider how an industry sector might compare
Lower limit – Use ‘at least’ rather than ‘up to’ to limit downside thought
Every case study is ‘farmers math’. Think of your proof
point like a working hypothesis.

17. 4. Why it’s best

18. A value proposition is the solution to
your customer’s problem

19. Value of open data

21. What is the problem that open data
alone can solve for your organisation?

22. What is the unique value of open data?
Open data unlocks greater value from your data.
Value no-longer comes from data itself but the products and services
that consume it. Access to more data enables greater value.
Also… Improved experience for your customers
Reduced friction in access to market
Increased productivity among workforce
Reduced costs
Smoother, more effective partnerships
Superior reach and brand awareness
Beneficial offer status in new markets
Stronger supply chain visibility

23. 5. What next

24. Making ‘the ask’
Any good pitch, be it to a superior, a colleague or a group
should end with an action.
Without the action your audience will often forget or neglect the
area.
The ask needs to be immediate and proportionate. Your
audience should be able to say yes or no right there in the
room

25. Small, clear actions
Ensure that the ask is simple and small-scale
Keep the timeframe and impact clear
Make sure any budget is commensurate with returns

26. Deliver a 90 second pitch for support
Teams 2-4

27. 1. Choose an audience
Leadership/Strateg
y
Operations
Finance/Ventures
Communications
CSR/Foundation
Marketing/Product

28. 2. Prepare pitch points
1. What it is
2 What it does
3. Where it’s helped
4. Why its best
5. What next

29. 3. Pitch Time

30. Benjamin Cave –
Trainer
@cave_ben4 November, 2016
Thank-you