Cat: Hi Rama. So, how did you get into Digital Analytics?
Rama: Hi Catherine! I got really lucky. I picked up my Data and Digital experience in large fortune 500 organizations. I asked for and I worked on projects that needed deep data analysis. More importantly, the culture and organizational environment promoted my career development as an expert in Data and Digital Transformation strategy. I have Consulted with Organizations ranging from $25M to $34B to unlock the value of web data to become Data Driven & Customer Centric. People describe me as Passionate, Intense, High Energy and GSD (Get’s Stuff Done!).
Cat: What are some of the projects that you have enjoyed working on most?
Rama: SaaS based TV and Digital Media Planning for fortune 500 Media companies using Data and Digital Analytics is one of my Favorite projects I have worked on till now. I have been extensively involved in defining the Business Processes (Strategic Intent, Business Objectives, Impact of Analytics, KPI’s, TCO); People(Skills); Governance (Analytics, Compliance, Ethics); Culture(Data-Driven) and Technology (Digital, Data Science tools and infrastructure) aspects.
I have successfully created the Digital and Data applications focusing on the following 4 areas:
- Prescriptive: What does the Business Objectives need? By Defining the Strategic Intent.
- Predictive: What will happen in future? By Using the Algorithms.
- Diagnostic: Why did it happen till now? By leveraging the Data analysis and Reporting insights.
- Descriptive: What happened? By leveraging the Data analysis and Reporting insights.
Cat: What have you found most challenging about analytics of late?
Rama: The top 4 challenges I faced are as follows:
- Being Data-Driven Means a Change of Mindset and Behaviors. This often leads to contention in getting the budgets approved.
- Governing Data Quality and Data Security is another challenge often faced.
- Creating Effective Metrics is a Key Component of Success and often hard to define especially attaching a dollar value to their efforts at least until the data business is well established.
- Obtaining government regulations and compliances especially in Europe for capturing data is challenging.
Cat: If you had to list what your core skills are as an analyst; what would you say they are?
Rama: For Managing Data as an Asset, I have the following skills:
- Business and Marketing Skills: Building a strong data foundation, reducing risk and exploiting information value. This Defensive role, enables me to define information strategy, and make decisions about information value, quality, reliability and monetization.
- Analytical Skills: Creating business value from insight. This offensive role enables me defining analytics strategy, embedding analytics in business processes, looking for new insight from data and storytelling.
- Problem Solving Skills
- Data Visualization Skills
- Strong People/Communication Skills
- Technical Skills including Data management, Data science (Adobe Omniture, Google Analytics, SQL)
- Self motivated Learning and giving back to the community.
Cat: What would you love to talk to fellow colleagues about?
- Innovate, innovate and innovate by exploiting the Data information and monetizing it.
- Avoid overcommitting by delegating either the “offense” (data monetization and exploitation) or the “defense” (creation and enforcement of governance policies).
- Devote time to meeting key business stakeholders to explain the Outcomes and need of Data – Driven culture and how it can help them meet their business-critical key performance indicators (KPIs).
- Goal Matters – One should create both high-level and detailed plans and KPI’s for activities to maximize chances of success.
- Your Data Matters – it’s your data not someone else’s, its your intellectual property not someone else’s, its your competitive advantage not someone else’s! So you should pay attention who you are giving this data to and who are you sharing it with, as it gives you foundational competitive advantage. We don’t want to train our competitor’s for their knowledge graph. Its your legacy and accumulated knowledge. Get more 3rd party data and do analytics. Analyze the Competitive benchmarking and Competitive Advantage.
- Don’t just do cognitive, but we all can become cognitive business, I will talk about 5 ways our companies can change to be competitive and it will be the basis of competitive advantage. Think about what would you do to your company, where would you look for things to change. Some of the examples are as below:
- Deepen Human Bond (engagement with employees, customers, partners) – E.g. Macy’s is piloting Beacons prompting you coupons the moments you walk in the store. So deepen engagement with whomever you interact.
- Scale Expertise – E.g. Arm Doctor’s for more insightful data.
- Scale Imagination – E.g. Be Cognitive in any products like Medical Devices.
- Change Operations in your company – E.g. Learning, forecasting and predicting better in Customer Tools, Employee Tools, Partner Tools, Internet of things, etc.
- Discovery and Research – E.g. Resources, Material Science, Drug Discovery.