ISM TEST 2 NOTES
Week 6: Making an Impact with Analytics: Executive Messaging
Introduction / Background
i. Manager of KPMG
ii. Born: Grew up in small blue-collar town – Erie, PA
iii. College: Penn St University 2013 graduate – MIS Degree
iv. Career: Joined firm in 2013
v. Experience: Beginning Year 5
vi. Highlights: Walt Disney Company, NBC Universal, Marriott Int’l
vii. Passions: Sports, Golfing, building authentic relationships, Storytelling, Data,
Serving others
Executive Messaging: Translating a set of unorganized ideas / thoughts and converting into an
easily comprehensible format.
Example of Executive Messaging:
Explaining a technical concept (complex)
Challenge of Executive Messaging
i. Clear and concise messaging with outcomes in mind
Audience of Executive Messaging
1. Executives
2. Customers
3. Professors
Elements of an Executive Message:
i. Background or Problem Statement
ii. Objectives
iii. Facts
iv. Risks
v. Costs
vi. Benefits (New solution)
,Weak Executive Presentations have the following attributes:
1. Lack FACTS & DATA
2. Lengthy, run on sentences
3. Lack “themes” (buckets)
4. Too technical
5. Built off emotion/feeling
Strong Executive Presentations have the following attributes:
1. FACTS & DATA
2. Clear, concise and powerful statements
3. “Themes”
4. Cosmetics including illustrations, look and flow
5. Less technical, more about OUTCOMES
Executive Messaging in Consulting
1. Consultants “storytell” for a living
i. Proposals
ii. Recruiting
iii. Deliverables
2. Clients often struggle with storytelling
3. Clients engage consultants frequently to assist with storytelling
i. Pay top dollar for the service
ii. Clear sign that clients value effective storytelling to push their agendas
a. Business Cases for Approvals
b. Funding
Leading with Data Business Intelligence vs. Business Analytics
i. Used interchangeably in the industry
i. Similarities: they both assist in better understanding of how the business is
performing and better business decision making
Business Analytics: utilizes historical data only and analyzes the present to enhance the future of
the business – “whys” (e.g. trends, patterns)
,Business Intelligence: utilizes past and current data to optimize the present for current success –
“what”
Leading with Data – Business Intelligence vs. Business Analytics Continued…
i. A story without data is irrelevant
ii. Data without a story is irrelevant
iii. A story backed by data is powerful and memorable
Business Analytics in the Real-World Overview
How to Make the Business case for Analytics
Summary:
In making the business case for analytics, business intelligence and analytical leaders
must ensure that they establish clear linkages between analytics solutions and business
benefits. They must also overcome stakeholder objections to drive better business
outcomes.
Analysis:
i. Step 1: Take the lead in setting a strong vision for the desired end state and business
outcomes
ii. Step 2: Be honest, resilient and courageous in calling out inhibitors
iii. Step 3: Trace business outcomes back to supporting analytics output and underlying
data
iv. Step 4: Present the high-level analytics roadmap in business terms
v. Step 5: Illustrate a cost- benefit analysis summary for analytics within the overall
business initiative
vi. Step 6: Sate and take three immediate next actions to kick-start the analytics initiative
Making a Business Case Involves:
1. Taking the lead
2. Supporting data
3. Cost-Benefits
4. Additional Steps
, Taking the Lead
i. Be very clear about your vision
ii. Begin with the end in mind (helps stay on track)
iii. Identify possible obstacles
Supporting Data
i. Gather relevant data
ii. Establish clear links between analytics and business goals
iii. Present the “Analytics roadmap” in terms of Business.
Cost Benefit
i. Create an analysis summary for the costs and benefits that relate to the business.
ii. Keep in mind the overall business initiative.
Next Steps
i. Immediately plan to take at least three actions to begin the analytics initiative.
ii. Plan before taking action.
KPMG
KPMG: “takes a business-first perspective, helping solve complex business challenges and
using analytics that clients can trust.”
i. KPMG’s global network of Data & Analytics professionals helps turn data into value
ii. In a global environment defined by constant disruption, business leaders need to be
confident in their decisions. That means being confident in their data, their algorithms
and their analytics capabilities.
iii. KPMG’s network of Data & Analytics professionals recognizes that analytics has the
power to create great value. That is why they take a business-first perspective, helping
solve complex business challenges using analytics that clients can trust.
KPMG Point of View: their key driver is organizational value which includes growth, risk and
performance.
Week 6: Making an Impact with Analytics: Executive Messaging
Introduction / Background
i. Manager of KPMG
ii. Born: Grew up in small blue-collar town – Erie, PA
iii. College: Penn St University 2013 graduate – MIS Degree
iv. Career: Joined firm in 2013
v. Experience: Beginning Year 5
vi. Highlights: Walt Disney Company, NBC Universal, Marriott Int’l
vii. Passions: Sports, Golfing, building authentic relationships, Storytelling, Data,
Serving others
Executive Messaging: Translating a set of unorganized ideas / thoughts and converting into an
easily comprehensible format.
Example of Executive Messaging:
Explaining a technical concept (complex)
Challenge of Executive Messaging
i. Clear and concise messaging with outcomes in mind
Audience of Executive Messaging
1. Executives
2. Customers
3. Professors
Elements of an Executive Message:
i. Background or Problem Statement
ii. Objectives
iii. Facts
iv. Risks
v. Costs
vi. Benefits (New solution)
,Weak Executive Presentations have the following attributes:
1. Lack FACTS & DATA
2. Lengthy, run on sentences
3. Lack “themes” (buckets)
4. Too technical
5. Built off emotion/feeling
Strong Executive Presentations have the following attributes:
1. FACTS & DATA
2. Clear, concise and powerful statements
3. “Themes”
4. Cosmetics including illustrations, look and flow
5. Less technical, more about OUTCOMES
Executive Messaging in Consulting
1. Consultants “storytell” for a living
i. Proposals
ii. Recruiting
iii. Deliverables
2. Clients often struggle with storytelling
3. Clients engage consultants frequently to assist with storytelling
i. Pay top dollar for the service
ii. Clear sign that clients value effective storytelling to push their agendas
a. Business Cases for Approvals
b. Funding
Leading with Data Business Intelligence vs. Business Analytics
i. Used interchangeably in the industry
i. Similarities: they both assist in better understanding of how the business is
performing and better business decision making
Business Analytics: utilizes historical data only and analyzes the present to enhance the future of
the business – “whys” (e.g. trends, patterns)
,Business Intelligence: utilizes past and current data to optimize the present for current success –
“what”
Leading with Data – Business Intelligence vs. Business Analytics Continued…
i. A story without data is irrelevant
ii. Data without a story is irrelevant
iii. A story backed by data is powerful and memorable
Business Analytics in the Real-World Overview
How to Make the Business case for Analytics
Summary:
In making the business case for analytics, business intelligence and analytical leaders
must ensure that they establish clear linkages between analytics solutions and business
benefits. They must also overcome stakeholder objections to drive better business
outcomes.
Analysis:
i. Step 1: Take the lead in setting a strong vision for the desired end state and business
outcomes
ii. Step 2: Be honest, resilient and courageous in calling out inhibitors
iii. Step 3: Trace business outcomes back to supporting analytics output and underlying
data
iv. Step 4: Present the high-level analytics roadmap in business terms
v. Step 5: Illustrate a cost- benefit analysis summary for analytics within the overall
business initiative
vi. Step 6: Sate and take three immediate next actions to kick-start the analytics initiative
Making a Business Case Involves:
1. Taking the lead
2. Supporting data
3. Cost-Benefits
4. Additional Steps
, Taking the Lead
i. Be very clear about your vision
ii. Begin with the end in mind (helps stay on track)
iii. Identify possible obstacles
Supporting Data
i. Gather relevant data
ii. Establish clear links between analytics and business goals
iii. Present the “Analytics roadmap” in terms of Business.
Cost Benefit
i. Create an analysis summary for the costs and benefits that relate to the business.
ii. Keep in mind the overall business initiative.
Next Steps
i. Immediately plan to take at least three actions to begin the analytics initiative.
ii. Plan before taking action.
KPMG
KPMG: “takes a business-first perspective, helping solve complex business challenges and
using analytics that clients can trust.”
i. KPMG’s global network of Data & Analytics professionals helps turn data into value
ii. In a global environment defined by constant disruption, business leaders need to be
confident in their decisions. That means being confident in their data, their algorithms
and their analytics capabilities.
iii. KPMG’s network of Data & Analytics professionals recognizes that analytics has the
power to create great value. That is why they take a business-first perspective, helping
solve complex business challenges using analytics that clients can trust.
KPMG Point of View: their key driver is organizational value which includes growth, risk and
performance.
