Analytics Culture: The Secret to Success

More documents

Recommendations

Info

One reason Harrah’s chose to capture wellness metrics is because its leadership team understands that happy, healthy employees provide better customer service. Gathering this data provides insights on revenue growth as well as on health insurance and sick days. It is an example of the value of selecting the right metrics, however seemingly unrelated, to help make decisions that support the corporate strategy. Another use of talent analytics is to retain high-performing employees. Google has placed sufficient strategic importance to talent retention that its people analytics function has a staff of 30 researchers, analysts, and consultants. Among the tools that this function has provided Google is a list of eight managerial behaviors that help them inspire and develop their employees. 6 As Laszlo Bock, Google’s VP of people operations, says, “It’s not the company-provided lunch that keeps people here. Googlers tell us that there are three reasons they stay: the mission, the quality of the people, and the chance to build the skill set of a better leader or entrepreneur. And all our analytics are built around these reasons.” 13 An analytics culture is necessary to drive transformative change, and deliver on the full potential of your analytics investments. A prerequisite for high performance is being organizationally ready to make faster, smarter decisions and to drive cross-departmental ownership of the implementation of those decisions. While there are multiple facets involved in organizational effectiveness, getting the right leaders in place, breaking down silos, fostering the necessary culture and developing your talent are good places to start.
References 1 Dave Rich, Brian McCarthy, and Jeanne Harris, “Getting Serious About Analytics: Better Insights, Better Outcomes.” Accenture, 2010. 2 Walter E. Shill and Robert J. Thomas, “Exploring the Mindset of the High Performer,” Outlook Journal, October 2005. 3 Jeanne Harris, “How to Turn Data into a Strategic Asset,” Outlook Journal, 2010. 4 Thomas H. Davenport, Jeanne G. Harris, and Robert Morison, Analytics at Work: Smarter Decision, Better Results. Harvard Business School Publishing 2010. 5 CEO Gary Loveman, Harrah’s Entertainment, a casino and hotel empire, quoted in Dave Rich, Brian McCarthy, and Jeanne Harris, “Getting Serious About Analytics: Better Insights, Better Outcomes.” Accenture, 2010. 6 Accenture’s High Performance Culture Research. 7 Quoted in Thomas H. Davenport, Jeanne G. Harris, and Robert Morison, Analytics at Work: Smarter Decisions, Better Results. Harvard Business School Publishing 2010. 8 Jeanne G. Harris, “Research Note: How Consumer Goods Companies Compete on Analytics to Achieve High Performance,” Accenture Institute for High Performance Business, 2007. 9 Dave Rich, Brian McCarthy, Jeanne Harris, “Getting Serious About Analytics: Better Insights, Better Outcomes,” Accenture, 2010. 10 Quoted in Thomas H. Davenport, Jeanne G. Harris, and Robert Morison, Analytics at Work: Smarter Decisions, Better Results.” Harvard Business School Publishing 2010. 11 Thomas H. Davenport and Jeanne g. Harris, Competing on Analytics: The New Science of Winning. Boston, MA: Harvard Business School Press, 2007. 12 Thomas H. Davenport, Jeanne Harris, and Jeremy Shapiro, “Competing on Talent Analytics.” Harvard Business School Publishing, 2010. 13 Quoted in Davenport, Harris, and Shapiro, “Competing on Talent Analytics.” 7
Page 1 and 2: Analytics Culture: The Secret to Su
Page 3 and 4: A quick scan of how high-performing
Page 5: Figure 1. Closed loop decision maki

Analytics Culture: The Secret to Success

Create successful ePaper yourself

Delete template?

Save as template?