Change Management and Activation
Driving cross-functional adoption, activation and ongoing value creation from predictive analytics requires expert consulting and a structured change management process
The need to establish and embed analytics and real-time, data-driven decision making into brands across almost every industry and globally is clear given the potential value that could be generated and the competitive advantage gained. But, collecting large volumes of data and implementing advanced predictive analytics alone doesn’t deliver value. Realizing value requires a purposeful approach to getting the key cross-organizational stakeholders and key users at all levels of the organization to understand, trust and adopt the new initiatives or strategies. Gaining this level of trust requires ongoing training and transparency into the data and models, and a constant commitment through governance processes to continuously evolve the program to address the latest business challenges, strategic and tactical questions. Ipsos MMA’s approach to change management starts at the Discovery process and continues straight through to the Activation phase. The change management activities are guided by the partnership roadmap that is designed during the Discovery process and managed through the ongoing partnership governance model.
Drivers of Success
Organizations need to be able to quantify, measure and track the value their investment in data and analytics delivers. Being able to create “proof of value” on an ongoing basis is essential. By implementing processes designed to drive cross-functional buy-in and activation, like those below, executives realize the value they expect from these programs.
- Gap analysis – Where are we today, where do we want to go, what is required and what should expectations and metrics for success be?
- Executive sponsorship and buy-in – Top-down sponsorship, leadership and engagement are essential to getting an organization to behave differently.
- Cross-functional participation and buy-in – Marketing, Finance, Operations and IT leaders are engaged, bought-in and are using the results to guide data-driven decision making while embedding this capability into ongoing business planning.
- Relevant training – Stakeholders need to be trained in a way that supports a change in behavior which requires relevant, ongoing and timely training. Vendors need cross-functional training on how the organization goes to market and operate to effectively provide this training.
- Governance model – A regular and two-way communication and governance process needs to be established at each key stakeholder layer aligning with appropriate stakeholder needs. It is important to hold them accountable to maintaining a regular cadence of dialogues related to the initiative, progress, gaps, innovation and marketplace changes.
- Value tracking – Measuring and tracking the value in terms of revenue, profits, productivity and organizational effectiveness is core to establishing long-term buy-in and adoption.