STRATEGIC

PLAN FOR
BECOMING AN
ANALYTICS-
DRIVEN
ORGANIZATION
Laxmi Deshpande
Grand Canyon University: Master of
Science in Business Analytics
01/27/2021
CENTRE OF EXCELLENCE
(COE) – VISION & MISSION
 Design & develop a centralized data
analytics focused team which will be
called Center of Excellence (COE)
 This team would drive the marketing and
sales of the company by empowering the
other teams with insights drawn from the
data to make important business
decisions.
 Organizational Capabilities
• Invest in latest technology, Hardware, Software, Applications such as SAS,
R, Oracle SQL Developer, Spotfire, Tableau etc.
• Training the resources in these different areas of the data analytical
capabilities.
• Re-consider organizational design, People, processes etc.

Creating a service culture

• Socialize the COE plan with all the marketing & sales teams
• Communicate how COE envisions to solve various business problems in the
Marketing area by helping them with the analytical solutions.

STRATEGIC • Identify the immediate business needs

• To smoothen the transformation, launch change management initiatives like

PLAN meetings with COE members, training employees in Agile Methodology.

Pivotal Roles
• Hire the right talent for below 3 roles as they are considered pivotal while
transforming into analytics driven organization:
• Data Scientists – create the advanced data models that are automated &
reusable
• Business Solution Architects – Create the big data warehouse to enable the
company to store & use the data
• Campaign experts – convert the data into information that is useful to address
the business problems
 CENTER OF EXCELLENCE:
FRAMEWORK
Sales Team
Sales Team

Business Problems

COE Team Data

COE Team
Marketing Team
Marketing Team
For Data Analytics
For Data Analytics Support
Support

Information
Central Data Warehouse
Pricing Team
Pricing Team
 BENEFITS & RISKS
Key Benefits Potential Risks
 Better decision-making based on data Better o Data and information quality
enablement of key strategic initiatives
o Data and information compliance
 Better relationships with customers and business
o Data and information governance (including
partners
cases where third-party services are involved)
 Better sense of our risk and better ability to react
o Inappropriate or premature use of analytics
to changes in the economic environment
o Countercultural impact (pushing too hard and
 Better financial performance of the organization
too fast with analytics initiatives)
 Better capability to respond to buying trends in
the marketplace Identification and creation of
new product and service revenue streams
 Year 1: COE Concept Building, Acquiring
Resources

Year 2: Network & Socialize with Marketing

Teams to identify key business problems
5 YEAR
COLLABORA Year 3: Solve the business problems, Design
TION analytical solutions

ROADMAP
Year 4: Collaborate more to understand the
business better in order to serve them better

Year 5: Solve the complex business problems

using advanced analytics
 Application

Screening & pre-selection

Interview
TEAM
SELECTION Assessment
PROCESS
References and background check

Decision

Job offer & contract

DATA VALIDATION
STRATEGIES
Source system loop back verification

Ongoing source-to-source verification

Data-Issue tracking

Data certification

Statistics collection

Workflow management
DATA REPORTING
STRATEGIES
Identify high value goals

Define metrics and success criteria

Implement strategic reports and dashboards iteratively

KEYS TO SUCCESS
Set deadlines for all team members

Allocate time for the project in team members’ schedules.

Each iteration should include defining ~5 additional goals and implementing

corresponding reports and dashboards.

Continue to collaborate with the data analyst and be inquisitive about how the
technology is used.
KEYS TO SUCCESS
Establish Standard Operating Procedures for reports
and dashboards.
• Implement a naming convention and organization structure.
• Keep a directory of which reports/dashboards align with which goal.
• Assign ownership of specific goals and their corresponding reports to the
appropriate team member.
• Create a process for how often reports and dashboards should be
reviewed and progress tracked.
CORRELATIONS BETWEEN BIG
DATA, MARKETING, AND SALES
 Differentiating pricing strategies at the customer-product level and optimizing pricing using
big data are becoming more achievable
 Big data to attain greater customer responsiveness and gain greater customer insights
 Embed intelligence into contextual marketing
 Big data analytics to increases marketers’ ability to get beyond campaign execution and focus
on how to make customer relationships more successful
CORRELATIONS BETWEEN BIG
DATA, MARKETING, AND SALES
 Identify the best analytical approaches
 Advanced analytics approaches such as marketing-mix modeling (MMM)
 Heuristics such as reach, cost, quality (RCQ)
 Emerging approaches such as attribution modeling

 Integrate capabilities to generate insights

 Put the analytical approach at the heart of the organization
TYPES OF ANALYTICS
Diagnostic
Descriptive Analytics 
Analytics  helps us
tells us what understand why
happened in the something
past. happened in the
past.

Predictive Prescriptive
Analytics Analytics 
 predicts what is recommends
most likely to actions we can
happen in the take to affect
future. those outcomes.
TYPES OF ANALYTICS
 Business analytics used for decision making, these all 3 predictive, prescriptive & descriptive
analysis is used all at once to identify & solve the business problem.
 In the marketing & sales department, an organization is trying to assess the impact of the new
ad campaign.
 First step is to have historical data to identify the past sales trends using descriptive analytics.
 Secondly, the predictive analysis to forecast the sales, without the ad campaign
 Third, using the prescriptive analysis to compare the forecast vs actual and then decide if they
want to continue with the campaign. 
  Philips T. The Analytics Advantage We’re just getting
started. (2013). Retrieved from
https://www2.deloitte.com/content/dam/Deloitte/global

REFERENCE /Documents/Deloitte-Analytics/dttl-analytics-analytics-
advantage-report-061913.pdf

S
 Matthew A. Making data analytics work: Building a
data-driven organization. (2013). Retrieved from
https://www.youtube.com/watch?v=dhpWu-0mfJQ
 Shoemaker K. Steps In The Recruitment And Selection
Process. (2011) Retrieved from
https://www.digitalhrtech.com/selection-process-practic
al-guide/