Designing a New and Improved Analytics Operating Model for a Media CompanyCASE STUDY
Our client was a well-known enterprise media and entertainment company that was interested in making better use of its various sources of consumer insights and analytics. Its current operating model was fragmented, where analytics stakeholders, in particular Marketing, had traditionally made business decisions based on experience and “gut feeling” rather than by data.
The VP of Analytics wanted to increase the value of his organization by refreshing the existing operating model, vendor strategy, and analytics portfolio.
We used our proprietary Organizational Assessment 360 to assess organizational health across People and Culture, Process, and Tools. Through this exercise, we identified around 10 major gaps that needed to be addressed and developed recommendations for improvement. We then prioritized these initiatives based on value to the business and associated cost/effort, in order to capture ‘low-hanging fruit’- quick wins that would provide momentum.
Our solution: We began by understanding the different types of data available and developed a new, ideal analytics portfolio based on best-in-class industry standards + stakeholder needs. This portfolio included cutting-edge analytics techniques that allowed the company to determine both short-term ROI of marketing and long-term ROI of brand perceptions and qualitative indicators, utilizing the research from the I&A team.
Operationally, we found that there were too many market research vendors being used across the organization and much of the work taking place was redundant. Also, the monthly reports provided by Insights and Analytics teams were not in a format that could be easily used; for example, they were mostly lengthy paper-based reports and business stakeholders did not have the patience or know-how to utilize these reports in decision-making.
We then re-designed the cadence and format of reports provided to stakeholders: Marketing stakeholders needed more real-time, agile delivery of insights and analytics and not a long, clunky report at the end of each month.
We developed a communication cadence that would allow coordination of stakeholder needs with report delivery, as well as changed format to a more succinct and usable Excel template that contained only the needed insights and analytics for each team.
Tools being used by teams were limited to SAS and Excel, despite the existence of more advanced tools on the market with predictive and forecasting capabilities.We recommended a trial run with a newer marketing analytics tool with predictive capabilities that would aid I&A to deliver more efficiently on the analytics portfolio.
In terms of team dynamics and culture, our Organizational Assessment found that there had been a history of accumulated resentment between teams. Insights and Analytics teams were resentful that their deliverables were not being utilized or valued by the rest of the organization. Marketing teams were resentful that what they received from analytics teams did not seem useful or relevant for their challenges.After designing the new analytics portfolio and new operating model, we held a series of cross-team workshops in order to align on Point-of-View.
These workshops focused on working through the existing resentments and fostering alignment between teams. A key piece to this was to relay the overall value of Analytics to the business, as well as introduce the new methodologies that would be used and defining the additional skill sets that would be needed as a result.
Through the implementation of the new operating model and tool, Marketing ROI increased by 23% over the span of 2 quarters. I&A became a more valued asset to the organization and saw greater collaboration and alignment with its stakeholders with more frequent communication. I&A also became a pioneer of cutting-edge analytics for other global teams and became the official CoE responsible for training other regions.
– Rik Nuytten, EVP, Information Strategy at Cisco
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