Consumer intelligence paul ormonde james handout

Creating a balance
between talent and
technology
investment to
derive
real data ROI
By Paul Ormonde-James
@pormondejames – Twitter
Paulormondejames – Linked in
Copyright 2014, Paul Ormonde-James. This represents the views of Paul Ormonde-james and not that of any current or past employer
1
Competitive Intelligence & Analytics conference
September 2014

Paul Ormonde-James
Specialises in Change management where business needs to
leverage and build data assets to grow.
Currently at Australia Post in data commercialization & data
insights, has also been at the World Bank, in Washington DC, as
head of global business intelligence, BUPA as head of Business
Intelligence, and organisations such as ABB, Plessey, Boral.
He brings the technology, the people and processes needed to
create competitive advantage. Of note is his own analytic
capabilities to drive outcomes. Paul is recognised as a big data
specialist, in managing and building complex ICT systems to
enable change, people with passion and processes to excel.
Armed with degrees in Robotics Engineering, Computer
Sciences, MBA in finance & strategy and law, he can bring every
aspect to bear on finding the optimal solution.
His friends call him POJ, so you may see this reference on twitter
and LinkedIn.
NOTE
As this was a
presentation, Paul
has added some
key comments in
red to cover the
key aspect of the
slide
2

Three legged stool approach
PERFORMANCE
CULTURE
PEOPLE PROCESSES
PLATFORMS
3
You must have the
POJ 3 P’s to
succeed
Culture must be
right, the others
you can but in
and replace

PASSION
The common theme
for success in the
companies I have
worked is PASSION
“Smart people seem to tell what is
wrong, Passionate people get it done”
POJ, 2008
4

Learning #1
What is the problem
you are trying to
solve?
5

Proactive data quality
PERFORMANCE
CULTURE
PEOPLE PROCESSES
PLATFORMS
The problem is not
lack of people, or
even the right
people these are
part of the solution
The problem is not
lack of processes, or
even the right
processes these are
part of the solution
The problem is not
lack of technology,
or even the right
technology these
are part of the
solution
6

If you do not know where to go, all roads lead there
Jumping to solutions
does not mean you
understand the
problem
How do you know you
have a problem until
you can define it?
Without definition you
will never understand
the solution
7

The epiphany…
A wonderful feeling
once you realize the
problem.
Learning
Push hard to get to the
real problem. Accept
nothing less
8

Learning #2
Enhance current
talent capability to
drive a stronger
business analytics
model
9

Three aspects of human condition
HEAD - Process
HEART - Passion
GUTS - Enforcement
HEAD – demands you
use logic to drive to
analytic solutions
HEART – demands you
feel the unsaid aspects
of the problem. Use
instinct and perceptions
GUTS – Demands to try
the creative solutions It
is OK to fail, but fast
10

The Analytics 4 P’s
4P’s
• Purpose
•Personality
•Performance
• Patronage
PEOPLE
For analytics, we have our own 4P’s that
give us levers to manipulate delivery. By
addressing these levers analysts and
analytics can become a welcomed
strategic and tactical tool
11

IMPLEMENTATION
12

Platforms evolving – Communicate the changes
Technology changes
regularly, build for the
future and track critical
changes
13

A fool
with a tool
Is still a fool
Technology is only
an enabler!!
14

Where is the data? Make everyone accountable
Departments Customer Product Contact employee financials other etc.
15
Finance Fin Function 1
Fin Function 2
Fin Function 3
Procurement Pro function 1
Pro function 2
pro function 3
Marketing Mar function 1
Mar function 2
mar function 3
Sales sale function 1
sale function 2
sales function 3
IT
Risk Management
Know where the data
resides and who manages
this.

Data Quality by delta’s
Manage what changes
Most critical management
is around what changes,
this is of great value
16

Change, Read, Update, Delete (CRUD
Departments Customer Product Contact employee
financial
s other etc.
Finance Fin Function 1 C C,R
Fin Function 2 R
Fin Function 3 R U
Procurement Pro function 1 R R
Pro function 2 R,C
pro function 3 C
Marketing Mar function 1 R,U
Mar function 2 R
mar function 3 C
Sales sale function 1 U R
sale function 2 C
sales function 3 R
IT
Risk Management
CRUD – You must
understand who
and where the
changes occur.
CRUD management
helps this massive
journey
Without CRUD, your
data is DUD
(Damn Useless
Data)
17

Leadership is critical – Not enforcement
Create leadership
forums with
passionate people
who will influence
others
18

PEOPLE POWER – More hands make light work
Capture passionate people and leverage
Passionate people do not
have to be all analysts,
they can be anyone who
handles data (everyone
actually)
Learning from each other builds
confidence and team work. Learn by
others mistakes and successes
19

CHAMPIONS OF CHANGE
Anyone can be a Champion of
Change. Provide the support to
enable them to excel.
20

CELEBRATE SUCCESSES
Celebrate a success. Celebrate
learnt value in failure. Success or
failure, both are learnings!
21

Recruit for quality skills
Must be in the PD
Recruit for quality
If you want longevity, recruit for the
future. This takes long term planning
and is more than succession planning.
It is not about technical skills but
softer skills for communication and
listening, even leadership.
22

Link all initiatives with financial consequences
AT ALL LEVELS
My IT teams know the P&L as
well as my sales teams. It is
like teaching your kids
budgeting skills, everyone is
aware of the bottom line.
23

EDUCATE ALL STAFF ON THE LAW – WHAT IT MEANS FOR THEM
24
Educate ALL levels of staff, it is more
than fiduciary accountability.
Learning
Use the ADMA privacy frameworks
and training. Excellent for all levels
of staff.

Keys to outcomes and cultural change
Incentivised
Recognised
Measured
25
Although HR may be the source of this
accountability, be the champion of change.
If you support and show your employees
you care, they will care for you.
Your Staff

Data Quality must be in everyone’s job description
26
If you want clear outcomes, have
clear accountabilities. It must be in
their job descriptions and they
must agree that is their role. Job
descriptions are two way
conversations about outcomes,
not a HR tool for salary
justification. Give them clarity and
they will give you focused
outcomes. Simple.

FOSTER CREATIVITY AND INNOVATION
Creativity adds value
27
It is not enough to accept what staff
are asked to deliver, but what added
value staff deliver when they think
about the problem. Enable them to
explore their imagination.

Learning #3
How to allocate
suitable budget and
resources for your
business strategy
28

Have a strategy!
Slide 29
Driving tactics without a Strategy is like
rowing a boat without a rudder. Lots of work
but no real direction.

Do you have a strategy or just blind tactics?
New Entrants
Competitor
Our Company
Knowledge Mgt
Industry
Substitutes
•Supply Analytics
•Provider Mgt
•Procurement
Competitive Intelligence
•CRM Analytics
•Single View
•Customer
•Channel Analysis
Business Intelligence
Suppliers
•Vendors
•Institutions
•Providers
•etc
PRIVACY & Compliance
Customers
•Memberships
•Members
•Future
members
Competitor
Competitor
NATIONAL
GLOBALLY Competitor
Competitor
Competitor
30
The POJ 9 forces of Strategic Intent. If you cannot explain each of
these forces you don’t fully understand your strategic
environment

EDUCATE SENIOR MANAGEMENT
Educate executive management 31
Don’t assume senior
management know
everything. They have huge
roles with many moving parts.
Educate in three directions
Down, sideways and UP.

FRAME success FOR EXECUTIVES
Good
Data
Poor
Data
MISSED
OPPORTUNITY
IGNORANCE
IS BLISS
Poor
Analysis
VALUE ADDING
DECISION
MAKING
Get to where you
do not want to
be quickly
Good
Analysis
32
Speak Exec speak,
not techo geek
speak. Translate
the message so
the receiver can
consume.

Learning #4
Leveraging the right
technology for
analytic-driven real
time decision making
33

Which technology is best for you?
34
I have no idea!
I know what was the best technology for
the problems I have been given to solve.
Use your network, use the net, seek
people that may have solved a similar
problem, join an industry association, do
research, don’t buy from a salesperson.

35
The most powerful tactic you have is to
select the right people for the job. With a
wonderful mix of skills, capabilities and
personality attributes, inquisitive and
creative, detailed but can see the bigger
picture. These people are RARE.

Measuring, measuring
and measuring! :
Does your technology
investment offer
the ROI you want?
36

We do not plan to fail, we fail to plan
37
Just like agile methodology, run tight,
focused loops of delivery. Your customers
will be delighted. You will have control of
outcomes and consequences, and the
world will feel good.

What you do not measure, doesn’t happen
38
Without KPI’s you never know when you
get to your target. Measure in different
facets, at different times and different
Parameters. Assure you staff understand
the measurement and agree, otherwise
you are measuring for management only.

Proactive data quality
PERFORMANCE
CULTURE
PEOPLE PROCESSES
PLATFORMS
39
If the culture is not to accept
responsibility, your task is so much
harder. There must be consequences, but
failure is a learning. Laziness or passive
aggressive behavior will impact
performance of others. Beware & Act.

Conclusion -PASSION
40
The only true value to have is to ignite
passion. This sets leaders apart from
managers, people are like mirrors, they
will reflect the way you are. People need
leaders, for without leaders you have
anarchy. Lead with passion and
performance will be easy.

Creating a balance
between talent and
technology
investment to
derive
real data ROI
By Paul Ormonde-james
@pormondejames – Twitter
Paulormondejames – Linked in
QUESTIONS
41
Competitive Intelligence & Analytics conference

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