Analytics as an enabler of Company Culture

Intended for Knowledge Sharing only

Analytics as a Culture Enabler

Customer Analytics & Insights Summit

Aug 2016


Disclaimer: Participation in this summit is purely on personal basis and not representing VISA in any form or matter. The talk is based on learnings from work across industries and firms. Care has been taken to ensure no proprietary or work related info of any firm is used in any material.


Quick recap of what it is

Intended for Knowledge Sharing onlyhttps://imgflip.com/memegenerator/




Culture? What is it after all?

IN THE WORDS OF MICHAEL KERR, CREATOR OF HUMOUR AT WORK…


https://www.youtube.com/watch?v=pajiPqmiPfA&list=LLODSVC0WQws607clv0k8mQA&index=1

https://www.youtube.com/watch?v=pajiPqmiPfA&list=LLODSVC0WQws607clv0k8mQA&index=1

IN MORE CONCRETE (LESS MELODRAMATIC) TERMS…


Focus on Company goals

Trust, Transparency & partnership- clear Ownership & accountability

Put Customer first

Innovative & Iterative (Test and Learn)

Contribute to the Community and Stakeholders – Knowledge Capital, etc.

WHY DOES IT MATTER?



Trust, Transparency & partnership

Put Customer first


Contribute to Community & Stakeholders

HAPPY

MOTIVATED

IMPACTFUL

Better realization of current goals

plus opens up new opportunities

…Culture is the invisible thread that ties everything and everyone together in the journey to making the company truly iconic

Morale, Returns, Efficiency,

Sustainability & Brand




But is it always so?

RING A BELL?


https://www.youtube.com/watch?v=LL9em2K_-0U

https://www.youtube.com/watch?v=LL9em2K_-0U

WHAT JUST HAPPENED HERE??



Trust, Transparency & Partnership

Put Customer first


Contribute to Community and Stakeholders




What can Analytics do?

AT A VERY HIGH LEVEL


Strategy Formulation, Goal creation & buy-ins

Driver relationships & inter-dependencies, Early Warning Indicators and Balance ScorecardsVoice of Customer Program: Creation, customization, ownership of Customer Focused metrics & initiatives – NPS, Loyalty, etc.

Learn, Listen & Test Program: What worked vs. did not

Thought leadership & community learning events

REALLY, HOW?


https://imgflip.com/memegenerator/

Intended for Knowledge Sharing onlywww.theadanswer.com www.flaticon.comwww.aetholdings.com

STRATEGY EXECUTION TRANSFORMATION

Source:

http://www.theadanswer.com/services/branding/

http://www.flaticon.com/free-icons/road_2

https://www.aetholdings.com/transformation/

STRATEGY WRAPPER |ILLUSTRATION


Corporate

Business

Functional

• Define Strategic Goals• Define metrics against Strategic Goals

• Define Success metric

• Benchmark performance against Competitors & Strategic Goals

• Identify Strengths/Weaknesses and create actions

• Constant Monitoring of the Key Strategic Metrics• Constant Monitoring of Key Projects to meet

Strategic Goals


STRATEGY WRAPPER: TOP DOWN|ILLUSTRATION


Define Strategy for the Business and create metrics to monitor progress against Strategic Goals…

1. Expand the Patient user basea. Awareness and Considerationb. Sign-up Channel performancec. Geo Performance

2. Ensure Top Quality Care for Patientsa. #Patients visiting hospitalsb. Actual usage of Preventive initiativesc. #Return visits per Patientd. Feedback from Patients – Doctor, Care, etc.e. Uptime of service availability

3. Return per Patienta. Cost of service per Patientb. In Hospital Stay vs. On-call treatment optionsc. Risk adjusted Premiumd. Availabilitye. NPS

4. Expand Offeringsa. Research & Developmentb. Strategic Tie-upsc. Preventive Healthcared. Re-insurance

Current Month MoM (%) YoY (%)

Ownership, visibility & accountability

STRATEGY BALANCE SCORECARD|ILLUSTRATION


Monitor performance of Functions (Product Management, Marketing, Sales & Operations) via Balance Scorecard Approach…

Project Description Why? How did you arrive at Why?

Exp Impact on Strategic Metrics Level of Effort Status/

Actuals ActionETA

Product Management

Marketing

Sales

Operations

Finance

Risk

Expected & Actual impacts from all projects are then rolled up to get total impact and then compared against Annual

Corporate Goals - Envision new projects/reprioritize efforts on live ones to meet goals

…Balance Scorecard is regularly updated/monitored to check progress against Goals and requisite actions are taken

THE EXECUTION FRAMEWORK: LEARN, LISTEN & TEST

Intended for Knowledge Sharing only 18

Strategy

Data Instrumentatio

n

Data Platfor

m

Reporting

Analytics

Research

Test & Optimiz

e

Data Product

s

IterativeLoop

Focus on Big WinsReduced WastageQuick FixesAdaptabilityAssured executionLearning for future initiatives


THE TRANSFORMATION

19

Efficiency Metrics

Employee Engagement

Metrics

Business Metrics The holy grail



…HOW TO GET TO THE HOLY GRAIL

20

PEO

PLE • Equip PMO organization with data & analytics capabilities

• Design Thinking Focused• Cross Functional ownership• Employee Engagement Survey + Business Results+

Quantitative Analyses of operational metrics (Voice)

PRO

CESS • Retrospective Learning but Forward looking

• Goals: Cultural metrics, business metrics apart from efficiency metrics• Balance Scorecard as a part of internal Knowledge

Management• External Learning & Knowledge Sharing Strategy • Iterative Learning & Co-development of Analytics

TECH

• Design Thinking Tools• Data Instrumentation, Collection & Analyses Capable

CULT

URE • Business Enablement

• Customer Needs Focused• Entrepreneurial


NO, IT’S NOT EASY…

21https://imgflip.com/memegenerator/


CHALLENGES


Education- knowing what is Analytics & how it can help

Trust in the effectiveness

Support & Investment

Legacy hangover

Not what my boss wants

…basically don’t be a “smart-ass” who tells me what to do




Putting it all together

NEEDS FOR IT TO BE SUCCESSFUL…


1 Executive Support & Sponsorship

2 Design Thinking across various organizational business units (BU)

3 Proof of Concept followed by individual BU buy-in

4Employee Engagement Survey -> “Voice” program bringing together efficiency metrics, business output, culture metrics followed by deep dive analyses & action plan (Test & Learn)

5 Knowledge Capital Vision & gameplan

THE WRAP UP

25

• “Know” Culture is a worthy “high Risk, high Reward” investment

• “Must have” clarity of vision and ownership

• “Ensure” engagement of all stakeholders with the vision

• “Develop” ‘learn-listen-test-learn’ framework

• “Prepare” for ever evolving value systems





Appendix

THANK YOU!


Would love to hear from you on any of the following forums…

https://twitter.com/decisions_2_0

http://www.slideshare.net/RamkumarRavichandran

https://www.youtube.com/channel/UCODSVC0WQws607clv0k8mQA/videos

http://www.odbms.org/2015/01/ramkumar-ravichandran-visa/

https://www.linkedin.com/pub/ramkumar-ravichandran/10/545/67a

RAMKUMAR RAVICHANDRAN

27

https://www.linkedin.com/in/niranjansivaraman

NIRANJAN SIVARAMAN

https://twitter.com/decisions_2_0






https://www.linkedin.com/in/niranjansivaraman







Disclaimer: Participation is purely on a personal basis and does not represent VISA,Inc. in any form or matter. The talk is based on learning from work across industries and firms. Care has been taken to ensure no proprietary or work related info of any firm is used in any material.

Director, Insights at Visa, Inc. Enable Decision Making at the Executives/ Product/Marketing level via actionable insights derived from Data.

RAMKUMAR RAVICHANDRAN

Data Analytics Engineer. Data Architecture & Reporting Solutions to enable Decision Making

NIRANJAN SIVARAMAN

Data & Analytics

Analytics as an enabler of Company Culture