Organizations today have an abundance of data at their fingertips, but it isn’t the “treasure trove” we often call it if insights are not delivering on the needs of the business. Many businesses have done the work of establishing an insights function—whether you call it an analytics center of excellence, a data science community of practice or an advanced analytics team. However, few have developed a true service model that ensures the business (e.g., marketing, operations, product development teams) is accessing insights critical to their work.
Technology and data are often the focus when these insights organizations are created. But the real value is in providing the service of intelligence. This means turning data into actionable and meaningful insights that drive value. This requires shifting your insights organization into a service organization centered on the needs of your internal business unit customers. When this is done right, it is truly transformational.
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Insights organizations prove their value by leading the internal business units they serve to greater understanding and greater action. For this reason – building an insights organization starts with a clear internal customer value proposition and service model. While there are varying levels of maturity across insights organizations, ranging from early stages of formation to being operational for years—all stand to benefit from these fundamental tenets when building a service model:
A large healthcare network built a centralized insights portal to connect their network of doctors and hospitals with their analytics and insights talent. This portal allowed their insights organization to collect and triage requests from across the enterprise. The portal also offered self-service solutions such as code sharing and a searchable insights repository.
These guiding principles are applicable across industries. For instance, a US government agency developed an insights service organization that converted the agency’s log data into business analysis and insights. The agency built and stood-up a service model to manage its internal customers and take insight requests. This model maximized the value of raw data by supporting decisions and building business relationships across the agency.
So, we know what the service model needs to do, but how does an organization build it? An effective insights organization is structured around five dimensions and the most often overlooked is designing for internal customers. Again, for a more mature insights function, some of these factors may be in place, but it will be important to reassess them to make sure they are working cohesively. And each pillar must answer specific questions to provide value to internal customers
The data every business has—or has access to—is a potential differentiator and level of value. To maximize its full potential, the insights organization must be seen as less of an IT or technical function and more of a strategic support for the business. Customers from across the organization who are using data are tapping into it because they need help. They are trying to run their unique business functions, solve business challenges and predict what to plan for next. Taking a customer-led approach to developing an insights organization and adopting a service mindset is how a strong insights organization supports a strong overall business.
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