I was recently asked whether the culture of an organization plays a role in analytic sucess....here was my response.
"An emphatic “Yes”! I believe very strongly that, for analytic success, you must create a culture of learning across your organization. In many organizations the “creatives”, “suits” and “techies” work in independent silos interacting only when absolutely necessary. Cultures that embrace analytics encourage these individuals to work closely - learning from each other and sharing information.
The most successful analytics programs get analytics out of the cubicle and into the boardroom. C-level executives must see the value of analytics – and manage by the results; and the onus is on analysts need to become better communicators, sharing their approaches and their findings with the business.
For the true benefits of analytics to be realized, organizations must be willing to ask the hard questions: “Did it really work?”, “Can we do better?”, “If we take some more time, can we achieve a better result?” This type of self-examination only happens when organizations reward curiosity and measure everything."
Do you agree?
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2 comments:
Emma, I also agree that the culture of an organization plays a role in the success of analytics.
In addition, I support your position that "The most successful analytics programs get analytics out of the cubicle and into the boardroom.".
However, given my past experience of introducing and leading analytics functions at 3 large, national companies in the communications, telecommunications and retail industries, I am of the opinion that the existance of traditional marketing and analytics sub-cultures within a company's overall culture presents an interesting challenge.
My experience has proven that a real dichotomy still exists between these two sub-cultures, which had made their mutual co-existance and integration a real challenge.
In all three cases, analytics was believed to have had senior management buy-in and support. However, when the "rubber hit the road", it became obvious that buy-in and support was supplanted by the true philosophical nature and operational focus of these businesses. Analytics, in the CRM sense, took a back seat to other traditional business functions, as budget for people, process and technology was concerned, and was also challenged on a daily basis to prove its existence.
I still struggle with this business reality as I attempt to decompose their inherent sub-cultural idiosyncracies, conventions and tendancies in order to build an approach that would result in a better understanding by business stakeholders and lead to a successful integration.
Phil Olivieri
More on this topic at: http://www.the-cma.org/public.asp?WCE=C=47|K=226420
Stay tuned for the summary from the recent CMA event....
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