© 2016 TM Forum Live! 2016 | 1...TECH • Extensible, Modular & Dynamic Technology Framework • Workday, custom Share point installations, Collaboration tools CULTURE • Business

© 2016 TM Forum Live! 2016 | 1

Intended for Knowledge Sharing only

Building the ‘A’ teamTM Forum Live 2016

May 2016

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Disclaimer:Participation is purely on a personal basis and does not represent VISA,Inc. in any form or matter. Thetalk is based on learning from work across industries and firms. Care has been taken to ensure noproprietary or work related info of any firm is used in any material.

Director, Insights at Visa, Inc.

Enable Decision Making at the

Executives/ Product/Marketing level via

actionable insights derived from Data.

RAMKUMAR RAVICHANDRAN


Quick recap of what it is


Before we begin, let’s anchor ourselves…

THE OATH OF AN ANALYST…


My ultimate responsibility is my customer’s success– “going above,beyond & far to deliver on my promises is my everyday nature”

My duty is to make my boss look good

My happiness is helping my team members & cross functional partnersdevelop

My pride is in seeing each & everyone on my team grow to be leaders oftheir world

My promise is to the world of analytics and the people there that I willshare, learn and give back in whatever way I can

MUST HAVE TRAITS FOR A GOOD LEADER…


Creates more leaders - the Oracle of Omaha Buffet style

Inspire to dream big and enable to go after them – Jobs

Make everyone feel like “never before rock stars” – Satya Nadella

Push for 3S – Speed, Sustainability & Scalability – Zuckerberg

Be deserving of the responsibility- humble enough to learn but courageousenough to push boundaries in pursuit of “something larger than life”– Sergey Brin

IN HIS OWN WORDS…


https://www.youtube.com/watch?v=rQKis2Cfpeo




Who is a data analyst?

THE DATA SCIENTIST VERSION


A data scientist is a person who is…

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BUT ACTUALLY IS…


Scale

Speed previously not possible

Connecting dots beyond obvious

Eliminating bias with rigor of math, repeatability of science & structure oflogic

At a fraction of cost

Someone who enables decision making at…

AND YEAH…


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The fit, the value add & why is it so special?

ANALYTICS IS ONE OF THE MOST IMPORTANT ENABLER IN THE ORGANIZATION…


CustomersCustomers

CompanyCompany

DeliveryFunctionsDeliveryFunctions

Analysts

Someone who enables decision making at…

…the more the efficient analytics is, the faster is the value delivered

Customer needsCustomer needs

Company makespromises to consumers

(value prop)

Company makespromises to consumers

(value prop)

Various functions executeto deliver

Various functions executeto deliver

Analytics enables them–how much delivered, why

& what to do

Analytics enables them–how much delivered, why

& what to do

Focus on Big WinsReduced WastageQuick FixesAdaptabilityAssured execution

WORLD IS CHANGING AROUND US & TIME IS NOW GOLDEN FOR ANALYTICS…


Decisions have become intricately complicated

Luxury of time has evaporated

From “pull” economy to “push” economy as the competitive arbitrageshrinks at a time of info overload

Customer, their needs & hangout channels are constantly evolving

Higher & higher demands on RoI and certainty of decisions




But all that glitters, is not gold

“GOOD” ANALYST TURNOVERS WINDOW 18-24 MONTHS…


Not always for greener pastures as portrayed. Common grouses include,

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I am not making any real impact

My work isn’t challenging enough

Processes and politics render making any contribution impossible

My career has stalled

My leadership lacks vision for Analytics




Oh ok, so what do we do?

LET’S LOOK AT IT AS AN ANALYTICAL PROBLEM


11 Strategic View

22 Tactical Approach

33 Transformation

Vision and the Goals

How to deliver against the goals

Making it sustainable evolution

STRATEGY: THE VISION & EXPECTATIONS, MEASURE & MONITOR EVERYTHING…


Business Goals

OperatingGoals

Learning &Development

Goals

• Hire and align to a specific business goal• Total ownership of initiatives, relationship with customers, clear

expectations & support structure• Monitor, Review and Rewards against goals

• Delivery Management goals- Quality, timeliness, impact, sustainability• Customer, Peer & Manager Feedback (NPS)• Soft skills: Work ethics, Initiative, Subject & domain expertise,

Influencing, Evangelizing, Innovation & presentation skills

…most importantly what would be did not meet, met & exceeded and if it wasa consistent improvement or not

• Progress against learning goals & impact of learning• Growth in responsibility & delivery against next level goals• Mentor-mentee relationships

AN ILLUSTRATIVE EXAMPLE- STRATEGIC ALIGNMENT OF TEAM


Sl. No. Corporate StrategicFocus Areas Goals & KPIs RACI Roles &

ResponsibilitiesRequireme

ntsSuccessCriteria

1 Expand the Patientuser base

Awareness and ConsiderationTeam

Member 1Sign-up Channel performance

Geo Performance

2 Ensure Top QualityCare for Patients

#Patients visiting hospitals

TeamMember 2

Actual usage of Preventiveinitiatives

#Return visits per Patient

Feedback from Patients –Doctor, Care, etc.

Uptime of service availability

3 Return per Patient

Cost of service per Patient

TeamMember 3

In Hospital Stay vs. On-calltreatment options

Risk adjusted Premium

Availability

4 Expand Offerings

Research & Development

TeamMember 4

Strategic Tie-ups

Preventive Healthcare

Re-insurance

AN ILLUSTRATIVE EXAMPLE- GROWTH PLAN


DELIVERY TRACKRECORD

DELIVERY TRACKRECORD

TECHNICAL KNOWHOW

TECHNICAL KNOWHOW

PROBLEM SOLVING,DECISION MAKING &

AUTONOMY

PROBLEM SOLVING,DECISION MAKING &

AUTONOMY

RELATIONSHIPMANAGEMENTRELATIONSHIPMANAGEMENT

RESOURCEMANAGEMENT &

SUSTAINABLEDEVELOPMENT

RESOURCEMANAGEMENT &

SUSTAINABLEDEVELOPMENT

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 SCORE

Score = Sum(weight of dimension*Feedbackscores*weight of reviewer)*%target met*(1+YoY)

• If Score>particular cutoffs = Exceed/Meets/Notthat decides rewards

• If high scores on next level needs and YoY growthon them, that should decide growth

THE TACTICAL APPROACH: ENSURE EVERYONE KNOWS HOW THEY FIT TOGETHER…


Strategy

DataInstrumentation

DataPlatform

Reporting

Analytics

Research

Optimization

DataProducts

For each CustomerBusiness UnitCross Goals to fosterteam mindset, end toend delivery efficiency& sustainabilityEnsure rotation forcomplete learning,exposure, development& Cross pollination ofideasCo-development ofanalytics to ensureparticipation ofcustomers & moreactionable outcomesEncourage innovation &iterative learning viaknowledgemanagement

MAKING IT A SUSTAINABLE EVOLUTION

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PEOPLE • Profile the employees and customize the solutions according to the need

• Jack of all allied trades: Data->Analysis/Testing/Research->Insights->Recos• Identify, nurture and engage the “2/20” employees, “Long/Short”,

“SME/Generalist”, “Detail oriented/big picture” correctly

PROCESS

• Iterative Learning & Co-development of Analytics• Customized Delivery• “Operationalize” the standard analytics: To focus on next big thing• Innovation & Company Knowledge Sharing:• Encourage Shadow IT but come up guidelines for absorption• Not only Business Objectives but also Learning Objective Focused• 90-10 formalized• Analyze the “Analytics” function and improve

TECH • Extensible, Modular & Dynamic Technology Framework

• Workday, custom Share point installations, Collaboration tools

CULTURE • Business Enablement

• Customer Needs Focused• Entrepreneurial




Putting it all together

NEEDS FOR IT TO BE SUCCESSFUL…


1 Executive Support, sponsorship for this experiment and a strong partner in HR.

2 Charter, vision & execution plan that inspires the employee trust, adoption andfollow through.

3 Investment (time, energy and passion) and focus on engagement initiatives andfollow through.

4 “Time, environment & learning” adaptability of the engagement model withemployees.

5 Cultural fit with the company values

SUMMARY

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• “Know” Analytics is not labor intensive but skill & impact intensive function. BellCurve is the biggest ill afflicting Analytics.

• “Must have” Goals clearly laid, the action plan & demonstrated progress

• “Ensure” relationship approach vs. transactional approach of management

• “Develop” ‘leadership at every level’ mindset

• “Prepare” for ever evolving world of analytics and keep updating the employeeengagement model





Appendix

THANK YOU!


Would love to hear from you on any of the following forums…

https://twitter.com/decisions_2_0

http://www.slideshare.net/RamkumarRavichandran

https://www.youtube.com/channel/UCODSVC0WQws607clv0k8mQA/videos

http://www.odbms.org/2015/01/ramkumar-ravichandran-visa/

https://www.linkedin.com/pub/ramkumar-ravichandran/10/545/67a

RAMKUMAR RAVICHANDRAN

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© 2016 TM Forum Live! 2016 | 1...TECH • Extensible, Modular & Dynamic Technology Framework • Workday, custom Share point installations, Collaboration tools CULTURE • Business