mind of an analyst- jennifer vessenmeyer
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Inside th Mi d the Mind of an Analystof an AnalystSan Francisco OMS – June 25, 2009
4355 Weaver Parkway, Suite 150 Warrenville, IL 60555 www.Stratigent.com 630.658.2200 877.427.2900
MORE InsightMORE Insight
BETTER Insight
FASTER Insight
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Thinking hard g
about the data
isn’t the same
as analyzing
the data.
3 | © 2009 Stratigent, LLC. All rights reserved.
Most Common Mistakes
Tips for Getting Inside the Mistakes Getting Inside the Mind of an Analyst
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Wh I thi ki f? One of the youngest chief
Who am I thinking of?
executives in his nation’s history
Sworn into office in January
Predecessor was a military leader who led the nation through a world war
Played a crucial role in the military Played a crucial role in the military crisis that faced his nation
Raised as a Catholic
Had vibrant charisma
His name is legendary
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g y
Source: “The Thinker's Toolkit: 14 Powerful Techniques for Problem Solving” by Morgan D. Jones
Faulty Analysis
Bad Data
False Confidencea se Co de ce
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Too often, what passes as analysis
is, in reality, a few facts and
some assumptions all held
together with the intellectual together with the intellectual
equivalent of duct tapeequivalent of duct tape.
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Faulty Analysis is most often caused by:
Reliance on substance
Erroneous assumptions
Biased questions
Confusion between
over process and mental shortcuts
correlation and causation
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Example:Example:Ice cream should be banned
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Ice Cream Sales
3
4Deaths by Drowning
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0
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
Building your analysis Building your analysis
on bad data is like
building a house
out of cards.
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Bad Data is most often caused by:
Improper tool configuration
Misused reports
Unclear definitions
Incomplete data collection
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It’s better to guess
than to make
decisions based
on faulty analysis
or bad data or bad data.
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False Confidence is most often caused by:
U i d j if Using data to justify rather than inform
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Inside the Mind of an Analyst:Three TipsThree Tips
MORE Insight
BETTER Insight
FASTER Insight
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MORE Structure
BETTER Data
FASTER Comprehension
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What do you mean by
?
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Methodology
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How can I add
to my analysis?y y
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T Target Audience Who will use the outcome of your analysis?
T
Hypothesis Do you have a hypothesis?
H
Implications What are the implications f fi di ?
yp
I
Numbers Do you have the right
of your findings?
N
Q ti
Do you have the right numbers?
N
Q© 2009 Stratigent, LLC. All rights reserved. | 20
Question What do you want to know?
Q
How do I getg
to anal e?to analyze?
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Audit Audit common causes of bad data (the usual suspects)
A
C t l I l l h
data (the usual suspects)
C Control Implement controls, such as ongoing monitoring & validation
C
T
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Continuous improvement is good?
New PagesNew Site Features = Incomplete DataNew Site Features
New Campaigns= Incomplete Data
New ObjectivesIrrelevant KPIsChanged Objectives
New Priorities=
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Audit Audit the most common causes of bad data
A
C t l I l l h
of bad data
C Control Implement controls, such as ongoing monitoring & validation
C
Test Put your key metrics and reports t th t t
Tto the test
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How much do you know about your KPIs?― Which objective does it tie to?
― Business driver or diagnostic?
H i it l l t d?― How is it calculated?
― Which report is it taken from?
― Does the metric have a different
The Big Book of Key Performance
Indicators
name in that report?
― What actions does it influence?
Wh it? IndicatorsEric Peterson
― Who owns it?
Look at your reports
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with a critical eye
What is the secret to
??
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Sort Metrics Sort your key metrics by how they are used
Sthey are used
OO
S
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There are multiple types of metricsp ypTYPE OF METRIC EXAMPLE USED TO ANSWER THE QUESTION
O t /b i d i L d H ll I d i ?Outcome/business driver Leads How well am I doing?
Diagnostic Conversion rate How can I do better?
Smoke alarm Zero yield searches What am I doing poorly?Smoke alarm Zero yield searches What am I doing poorly?
Predictor/Leading indicator Intent to Purchase Will I do better?
Latent Correlations, VOC, Where is the opportunity? , ,competitive data, etc
pp y
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*Obviously, this is not an exhaustive list.
Sort Metrics Sort your key metrics by how they are used
S
O L ti G h d ’ l i
they are used
O One Location Get the data you’re analyzing in one place
O
S
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When key data points are within i t th ti it’ view at the same time, it’s
easier to mentally digest them.
Put business drivers across all channels on the same dashboard.
Then, automate the data population so you can focus your time on analysis.
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Sort Metrics Sort your key metrics by how they are used
S
O L ti G h d ’ l i
they are used
O One Location Get the data you’re analyzing in one place
O
Show & Tell Visualize the data, add context, d id i t t ti
Sand provide interpretation
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MORE - BETTER - FASTER
Jennifer [email protected] e @st at ge t co630-222-4319
4355 Weaver Parkway, Suite 150 Warrenville, IL 60555 www.Stratigent.com 630.658.2200 877.427.2900