MT A: Workshop: Building a Data-Driven Marketing Organization: Be the Agent of Change

1. MASTER
TRACK
WORKSHOP
Building
a
Data-­‐Driven
Marke2ng
Organiza2on:
Be
the
Agent
of
Change
Jason
Heller
Global
Lead,
Digital
Marke2ng
Opera2ons
1
Sept
8,
2014

2. Today
is
not
about
tac2cs
or
specific
channels
or
tools
…

3. A
framework
for
the
data
driven
organiza2on
3
Organiza2on
Ad
Sales
E-­‐commerce
Data
analy2cs
Internal
ecosystem
Technology
External
ecosystem
Design
Processes
Skills
Technology
Resources
Culture

4. What
does
it
mean
to
be
data-­‐driven?
The
culture
and
capabili2es
that
opera2onalize
capturing,
processing,
and
u2lizing
data
to
make
2mely
decisions
that
improve
products,
customer
experiences,
opera2onal
efficiency
and
compe2veness.

5. Being
“Data
driven”
needs
to
become
a
core
value
–
part
of
the
DNA
of
the
organiza2on

6. Data
[insight]
driven
decision
making
drives
beSer
business
performance
and
beSer
customer
experiences

7. You’ve
Heard
It
All
Before

8. Data
driven
marketers
outperform
their
compe22on
23x
outperform
in
customer
acquisi2on
2x
9x
outperform
in
loyalty
outperform
in
profit
Companies
that
use
customer
data
and
analy2cs
extensively
(McKinsey
research
2013)

9. The
modern
consumer
9
is
the
catalyst
for
crea2ng
modern
the
marke2ng
organiza2on

10. The
modern
marke2ng
organiza2on
is
data
driven
Disciplines
&
channels
Business
intelligence
Strategy
Technology
&
data
The
Modern
Marke2ng
Organiza2on

11. Many
organiza2ons
have
had
trouble
geWng
past
the
common
hurdles
to
becoming
data
driven
§ Disparate
data
sets
§ Data
owned
by
different
silos
within
the
org
§ Lack
of
funding
§ Lack
of
2me/resources
§ Legacy
opera2ng
rhythm

12. Iden2fy
and
eliminate
bad
habits
Capabili2es
Legacy
iner2a
Fear
Complacency
Silo’d
opera2ons
Execu2on
without
strategy

13. Data
driven
culture
requires
a
“cultural
champion”
Priori2ze
transforma2on
Recruit
cross-­‐func2onal
stakeholders
Secure
funding
and
execu2ve
support
Protect
and
steward
the
transforma2on

14. The
right
mindset
will
lead
to
asking
the
right
ques2ons,
which
leads
to
innova2on
and
growth
§ Ongoing
hypotheses
§ Developing
data
models
§ Valida2ng
models
§ Rinse
and
repeat
-­‐
agile
process

15. “Experts
oYen
possess
more
data
than
judgment”
-­‐
Colin
Powell

16. Cri2cal
to
build
the
business
case
§ Iden2fy
and
recruit
an
execu2ve
to
own
the
agenda
§ Iden2fy
the
value
at
stake
§ Define
the
window
of
measureable
impact
§ Recruit
cross
func2onal
support,
change
agents
§ Ensure
significant
visibility
across
the
organiza2on

17. We
have
a
visible
senior
execu2ve
suppor2ng
a
data-­‐driven
culture,
agile
processes,
and
marke2ng
transforma2on
We
have
the
right
data-­‐driven
people
and
talent
in
place
Our
marke2ng
org
structure
and
processes
are
set
up
to
maximize
data,
analy2cs,
and
insights
Data-­‐driven
behavior
is
expected
and
rewarded
in
our
organiza2on
Our
organiza2on
is
curious
and
seeks
new
ways
to
apply
data,
analy2cs
and
technology
to
improve
our
business
We
have
the
budgets
to
support
our
data
driven
capabili2es
and
ini2a2ves
We
have
been
successful
at
crea2ng
the
business
case
for
more
resources
for
data
driven
capabili2es
Total
Score
Data
driven
marke2ng
scorecard
Significantly
5
agree
Somewhat
3
4
agree
Neither
agree
2
Nor
disagree
1
Significantly
disagree
Somewhat
disagree

18. Data
driven
marke2ng
scorecard
There
is
a
visible
senior
execu2ve
suppor2ng
a
data-­‐driven
culture
Significantly
5
agree
Somewhat
3
4
agree
Neither
agree
2
Nor
disagree
1
Significantly
disagree
Somewhat
disagree
We
have
the
right
data-­‐driven
people
and
talent
in
place
Our
marke2ng
org
structure
and
processes
are
set
up
to
maximize
data,
analy2cs,
and
insights
Data-­‐driven
behavior
is
expected
and
rewarded
in
our
organiza2on
Our
organiza2on
is
curious
and
seeks
new
ways
to
apply
data,
analy2cs
and
technology
to
improve
our
business
We
have
the
budgets
to
support
our
data
driven
capabili2es
and
ini2a2ves
We
have
been
successful
at
crea2ng
the
business
case
for
more
resources
for
data
driven
capabili2es
Total
Score
15-­‐19
Conserva2ve
19-­‐25
Transi2onal
26-­‐35
Modern
Marketer
At
least
three
criteria
must
be
scored
a
5
At
least
three
criteria
must
be
scored
a
4
Don’t
feel
bad
…
you
aren’t
alone
7-­‐14
Laggard
At
risk
of
under
performing
/
compe22ve
disadvantage

19. Culture
Skills
Organiza2on
Processes
Technology
Budget

20. § What
are
we
doing
well?
§ What’s
moving
the
needle?
§ How
are
we
gehng
people
excited
and
reshaping
our
culture?
§ How
can
we
challenge
ourselves
to
push
these
efforts
further?
Con2nue
Con2nue
1.
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2.
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3.
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21. § What
do
we
need
to
start
doing
that
we
are
not
doing
currently?
§ Where
are
there
gaps
in
our
capabili2es,
talent,
org,
processes,
tech?
Start
Start
1.
________________________
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2.
________________________
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3.
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22. § What’s
not
working?
§ What
are
some
of
the
bad
habits
that
we
need
to
eliminate?
Stop
Stop
1.
________________________
__________________________
__________________________
__________________________
2.
________________________
__________________________
__________________________
__________________________
3.
________________________
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__________________________
__________________________

23. Thanks!
Jason
Heller
jason@agili2partners.com
@jasonheller