Project Example
Organisation of a group-wide Data Analytics Network
BACKGROUND
Over the past few years the digital transformation has gained enormous importance. The quantity of data is increasing while at the same time these data must be correctly interpreted in order to allow the results of analyses to be incorporated into decision making. Thus, the digitalisation and application of data analyses influence more than just business processes. They require the organisation to be adapted accordingly. The question is which organisational environment best supports digitalisation and the accompanying use of data analyses in decision making. And how can we direct the behaviour and motivation of staff towards using the data?
Independent networks offer an ideal opportunity to create internal knowledge sharing in relation to data analysis across departments. The aims must be to increase the speed of data analysis, to position and advance the topic in the company, and to establish new contacts.
At our customer in the automotive industry, staff from different areas of the company had already come together to drive the topic of data analysis on their own.
SPECIFIC ASSIGNMENT
Definition of a common vision for a group wide Data Analytics Network and implementation of several working groups to identify future areas of activity.
KBC APPROACH
The aim was to avoid duplication of work in different divisions of the company and at the same time provide structure to the voluntary integration of “islands of analysis”. Together with our customer we created a group-wide network. In a first step, a strategic target vision was developed, with relevant action areas and a collaborative model for expanding the analytics network.
In a second step, measures to enable staff were developed. These were intended to on the one hand motivate people to use data for relevant decisions, and on the other hand to provide specific preliminary tasks for internal projects. One example of this is the creation of transparency on relevant training courses and enabling internal staff.
Following the continuous growth of the network over the years, the aim was to review the collaboration model and, if required, identify new action areas. In addition the targeted bundling of the prevailing knowledge with different action requirements and issues was important.
