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// PUBLIC GAMING INTERNATIONAL // May/June 2015
Marketing issue, a Sales issue, etc. Depending upon who one talks
to, the problem might be needing to better define a use case or it
might be hiring more analysts or perhaps getting users to better de-
fine requirements. In truth, it is all of those things, but fixing them
will not fix the underlying issue.
Changing the way a business operates, requires changing the
way a business operates. Creating an analytical organization that
is capable of turning data into value is not an IT installation of a
BI solution, or a big data initiative or the creation of a data ware-
house. Those may be important, but are only a few steps in a multi-
path journey requiring resources, focus and continuous work from
across the organization. A multi-path journey that recognizes there
are distinct efforts around Data Strategy and Management, Report-
ing and Analytics and Interpretation and Application.
Data Strategy & Management encompasses the responsibilities of
organizing, accessing, and managing data as well as ensuring the data
is quality, secure and consistent. Reporting and Analytics is the work
around discovering, understanding and analyzing the data for reports,
analytics, consumer strategies and more. Interpretation and Applica-
tion is the work across the organization to put the data in context,
understand its business impact and put it to work in the form of de-
cisions made as well as strategies and tactics deployed in operations,
sales, marketing and administration. A few things to keep in mind.
Start at the
Beginning
Each organization’s paths
toward turning their data
into value will look different
depending upon budgets, re-
sources, starting point, etc.
Whether the effort is small,
medium or large, the first step
should always be assigning a
champion, ensuring executive
leadership and gaining buy-in
and participation from across
the organization. Additionally, before establishing goals or chasing
anything new, audit what is happening today. An audit that in-
cludes answering questions such as: where is the organization’s data,
who is using it, how is it governed, how is it being accessed and how
is it being used today?
Stay Focused & Prioritized
If possible, start first with data that is already available, define a
focus and get to work. Don’t complicate it if it isn’t necessary. Con-
sider areas where better use of data has the potential to remove bar-
riers, overcome objections or meet a longstanding customer need.
Find a few quick wins while also taking on some larger challenges.
Keep the effort nimble and supported to allow the organization to
practice and grow its competency around data.
Create a Structure and Then Be Prepared
to Change
While each organization will be different in the specific how, it is
without question that new types of relationships and collaboration
between marketing, IT, sales, accounting, administration, opera-
tions and suppliers will be necessary. Where and how to begin to
build the new data competency will depend upon unique aspects
and strengths of each organization and their supplier relationships.
One way, the hub and spoke method affords analytics talent the op-
portunity to foster a greater understanding of all data sets while also
allowing for tight collaboration with business partners as well as a
vertical concentration in specific data sets. Additionally, it is likely
that while a structure may be initially defined, it will continue to
change and adjust as data competencies grow.
Understand What Data Can and Cannot Do
Data is a piece of the puzzle, it isn’t the puzzle and it doesn’t solve
anything on its own. Data must be understood, put in context and
properly interpreted to have meaning and value. Given the now over-
whelming availability of data, there are more ways to get it wrong,
more ways to disagree and more ways to disappoint the customer
than ever before. No matter
how sophisticated the technol-
ogy or robust the data, gaining
business value from data is de-
pendent upon people and how
they interpret and use it.
It’s the People
As confirmed in The Tal-
ent Dividend, it is the people
that make the difference. Data
is turned into an asset only
when people from across the
organization are interested in
Figure 5: Creating an Analytically Driven Organization
Figure 6: Getting Started
