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Organize For Digital Intelligence With Three Models

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For Customer InsIghts ProFessIonals Organize For Digital Intelligence With Three Models october 30, 2018 © 2018 Forrester research, Inc. unauthorized copying or distributing is a violation of copyright law. or +1 866-367-7378 3 Organization: The Digital Intelligence Playbook digital intelligence demands investment in People and governance insights-driven businesses drive insights that they act on and democratize insights for use across the enterprise. 5 executive management must support investing in sufficient talent and skill sets across channel teams as well as lines of business (LOBs). 6 specifically, Ci professionals should build digital intelligence teams that: 7 › encourage collaboration across a broad range of digital analytic talents. it takes a broad set of skills and expertise to bring together the right data that informs the right customer interactions. for example, a team's overall capabilities must balance business expertise, digital channel execution, technology, data science, and data engineering as well as the skills to drive awareness and adoption of insights-driven digital intelligence: communication, coordination, and collaboration. › Include the process skills to support enterprise delivery. digital analytic talents alone must include project and program management skills to work with the multiple technical, analytics, and business stakeholders who are involved in delivering multichannel customer interactions. highlighting the complex landscape of today's digital analytics teams, a senior leader of a global hotel chain said, "Working across touchpoint data involves multiple groups, from IT to advertising agencies to the analytical teams who set the vision and articulate what we really need." › Participate in scalable and flexible data governance — beyond digital analytics. digital analytics teams are important participants in customer data teams' initiatives to collect, understand, and react to insights from data — at the speed of the customer. To manage digital analytics at scale, digital analytics teams must master governance processes and skills like knowledge management, change management, approvals and escalation, and documentation. There are Three Organizational Models, and The Coe is Taking hold insights professionals frequently ask forrester about the optimal approach for organizing teams. We see three organizational approaches: 1) dedicated (decentralized) analytics teams in LOBs or regions; 2) centralized, channel-specific analytics that serve multiple LOBs; and 3) the center of excellence (Coe), which uses a hub-and-spoke model combining dedicated and shared resources (see figure 1, see figure 2, and see figure 3). in 2018, 52% of global data and analytics decision makers report that their firms use (or are in the process of implementing) a Coe model for analytics. 8 The three models have different upsides, downsides, and attributes: 9 › Dedicated digital intelligence teams are experts but with a siloed customer view. Multiple siloed digital analytics groups in multiple LOBs prevent a firmwide customer view that enables successful customer obsession. an analytics executive who leads an LOB-dedicated analytics group at a bank gave this example — typical for firms struggling to mature in being insights driven. The firm has long been able to tie a customer's behavior across the bank's digital and nondigital channels within LOBs, but, despite effort, it is not yet able to identify a customer across LOBs. The

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