Professional Documents
Culture Documents
Analytics-Driven
Organization
Organizing, Governing, Sourcing and
Growing Analytics Capabilities in CPG
Data: Quality
67%
Data
57%
Data: Integration
Methods
Data: Availability
53%
50%
49%
Technology
Organization
34%
30%
28%
22%
27%
14%
Insights to Outcomes
Data to Insights
Capability Development
Insight-Driven Decisions
Outcome Measurement
Information to Insights
Data to Information
What?
What?
Gaining insights
from enormous
amounts of diverse
data.
How?
We combine
technical and
business expertise
to unlock the value
from big data using
advanced Analytics
platforms, open
source technologies
and a strong
alliances network.
What?
Driving insights
discovery through
the right
combination of
quantitative
techniques,
analytical talent
and new
technologies.
How?
Our global
network of
Analytics experts
apply a broad
spectrum of
Analytics-based
assets and
market-tested
approaches to find
and create
opportunities for
significant impact.
Generating
actionable insights
to drive improved
customer
acquisition,
retention and
capital
efficiency.
How?
We have a highly
relevant portfolio
of issue-based
industry and
function solutions
to drive insight
driven business
outcomes.
What?
How?
Our Analytics
experts deploy new
programs, tools and
processes, turning
insights into actions
and driving
outcomes at scale.
Customer loyalty
Speed-to-insights
Operational excellence
Leading edge platforms
and systems
Winning the war
for talent
Reduced risk and fraud
Section I:
Infusing Analytics
into the Decisionmaking Process
Insight-driven Decisions
Companies will need to reengineer decisionmaking in business units and functions to
become more Analytics-driven. It will take
conscious effort, because even though 62
percent of companies we surveyed believe
that Analytics makes for quicker/more
effective decision-making, only 25 percent
habitually rely upon Analytics in that process.1
Companies will also have to take a hard
look at their ability and willingness to reengineer processes so that functions such as
marketing, sales and supply chain work more
collaboratively to use Analytics consistently.
CPG companies will also need to coordinate
4.2
4.2
4.6
4.6
4.4
4.4
3.1
3.1
Strategic Importance
2.4
2.4
3.4
3.4
2.3
2.3
4.3
4.3
2.1 4.1
2.1
2.2
5.4
5.4
1.6
1.6
3.5
1.5
1.5
1.10
1.1
4.5
1.7 4.5
1.7
2.6
2.6
1.1
1.1
1.2
1.2
1.9
1.9
2.5
2.5
4.7
4.7
1.4
1.4
3.6
3.6
3.8
3.8
2.7
2.7
4.8
1.8 4.8
1.8
5.15.2
5.2
5.3
Low
Low
High
Value Realization
3.9
3.3 3.9
3.3
3.7
3.7
3.2
3.2
1.3
1.3
1 Analytics in Action: Breakthroughs and Barriers on the Journey to ROI. Feb. 2013. http://www.accenture.com/us-en/Pages/insight-analytics-action.aspx.
2 Murphy, C. P&G CEO Shares 3 Steps to Analytic-Driven Business. http://www.informationweek.com/global-cio/interviews/pg-ceo-shares-3-steps-to-analyticsdrive/240148065, Feb. 7, 2013 accessed May 22, 2013.
3 Murphy, C. Why P&G CIO Is Quadrupling Analytics Expertise. http://www.informationweek.com/byte/why-pg-cio-is-quadrupling-Analytics-expe/232601003 Feb. 16, 2012,
accessed April 26, 2013.
4 McCarthy, B., Rich, D., and Harris, J. Getting Serious about Analytics: Better Insights, Better Decisions, Better Outcomes. 2011. http://www.accenture.com/
SiteCollectionDocuments/PDF/Accenture_Getting_Serious_About_Analytics.pdf.
Section II:
Organizing and
Governing Analytics
Capabilities across
the Organization
Sponsorship
9%
Fully defined:
implemented across certain
geographies only
15%
Fully defined:
implemented across
certain functions only
Fully defined:
not implemented
Fully defined:
partially implemented
(e.g., piloting in a region)
17%
13%
26%
Leadership
Analytics leaders cascade the vision of
what Analytics can do for the business,
encourage people to realize this potential
and hold people accountable for the
results. The leaders role is to build
alignment and reinforce the Analytics
culture, advancing the Analytics capability
of the organization and improving
decision-making. Several organizations
have a new C-level roleChief Analytics
Officer or SVP Enterprise Analytics.
Funding
Funding can come from multiple sources and
often does, generally from functions and in
proportion to the priority the function puts on
Analytics. While not a rule, weve seen that
the more advanced the organization is in terms
of Analytics maturity, the more prevalent is
an enterprise-wide funding and resourcing
model. Our point of view is that funding at the
enterprise level would underscore the strategic
value Analytics can generate, while preserving
the option of migrating to a pay-to-play model
for the consumption of Analytics. Initially,
a pay-to-play model enables functional
executives to opt out of integrating Analytics
insight into everyday business decisions and
actions. Having a base-level corporate charge
against functional P&Ls provides incentive
to begin to use the function. As adoption
increases, usage-based allocation of charges
and ultimately resources becomes more
appropriate. There are many different funding
models and the optimal approach is truly
dependent upon each companys culture and
unique set of circumstances.
Partially defined:
14%
1 Analyticsnot
in implemented
Action: Breakthroughs and Barriers on the Journey to ROI. Feb. 2013. http://www.accenture.com/us-en/Pages/insight-analytics-action.aspx.
2 Murphy, C. P&G CEO Shares 3 Steps to Analytic-Driven Business. http://www.informationweek.com/global-cio/interviews/pg-ceo-shares-3-steps-to-analyticsdrive/240148065, Feb. 7, 2013 accessed May 22, 2013.
Undefined
3 Murphy, C. Why
P&G CIO Is Quadrupling6%
Analytics Expertise. http://www.informationweek.com/byte/why-pg-cio-is-quadrupling-Analytics-expe/232601003 Feb. 16, 2012,
Effective governance includes both ownership
accessed April 26, 2013.
of2011.
Analytics
as well as the ability to manage
4 McCarthy, B., Rich, D., and0 Harris, J. 5Getting Serious
about
Analytics:
Better
Insights,
Better
Decisions,
Better
Outcomes.
http://www.accenture.com/
15
20
25
30
Source:
Accenture 2013 Research Study 10
SiteCollectionDocuments/PDF/Accenture_Getting_Serious_About_Analytics.pdf.
demand and supply for Analytics capabilities.
Governance
Function
Analytics group
Analytics group
Analytics Project
Analytics Project
Little to no coordination
Resource allocation
driven by a functional
agenda rather than an
enterprise agenda
Little coordination
Resources allocated
based on availability on a
first-come first-served
basis without necessarily
aligning to enterprise
objectives
Function
Analytics Project
Analytics group
Analytics Project
Consulting
corporate
Analytics group
Business unit
Function
Analytics group
Analytics Project
Analytics Project
Centralized
corporate
Analytics group
Business unit
Function
Analytics group
Analytics Project
Analytics Project
Center of Excellence
corporate
COE
Business unit
Function
Analytics Group
Analytics Group
Analytics Project
Analytics Project
Better alignment of
analytics initiatives and
resource allocation to
enterprise priorities
without operational
involvement
Same as Center of
Excellence model with
need-based operational
involvement to provide
SME support
A centralized group of
advanced analysts is
strategically deployed to
enterprise-wide
initiatives
Business unit
corporate
Functional
No centralized
coordination
Coordination by central
analytic unit
Federated
corporate
COE
Business unit
Function
Analytics Group
Analytics Group
Analytics Project
Analytics Project
10
Section III:
Sourcing and
Deploying
Analytics Talent
9%
20%
26%
Cannot Resolve/NA
44%
1%
13% 7%
19%
28%
33%
No Constraints (Satisfactory)
Excel in this area
Visualization Specialist
BI Specialist
Six Sigma
SAS / R Programmers
42%
32%
11% 6%
29%
23%
8% 9%
26%
27%
30%
19%
29%
29%
9% 12%
14%
31%
27%
28%
27%
23%
32%
24%
4%
Decision Scientist
17%
3%
7 http://www.accenture.com/us-en/Pages/insight-counting-analytical-talent-summary.aspx.
8 The Numbers of Our Lives: Big data, big money, big skill set required. The New York Times, April 14, 2013.
Education Life section.
1%
5-10%
Analytics Leadership
Roles with business leadership skills. May need
analytics leadership skill development.
Analytics Champions
Lead analytical initiatives
Analytics Scientists
Build analytical models and algorithms
15-20%
70-80%
Analytics Experts
Apply analytical models
to business problems
Analytics Users
Put the output of analytical
models to work
IT Specialists
Manage the data, software environment and technical infrastructure
Business Analysts
Roles with business analysis skills. May need to
develop functional analytics skills through
technical training and core competency
enhancement.
Business Specialists
Roles with operational business skills. Will
required training related to interpreting
analytics output and to effective participation
in analytics initiatives.
Case Study: How Google Wins the War for Analytics Talent
Google is a visionary in the field of Analytics capabilities and continues to set the bar for the most advanced and
creative approaches to recruiting and cultivating leading-edge Analytics talent. For example, the company follows
a 70-20-10 rule10where employees spend 70 percent of their time on their standard role, one day per week on
projects that will develop their technical skills and benefit the company, and half a day per week exploring product
and business innovations and ideas. This sort of on-the-job training (vs. classroom training) is critical for the
engagement and development of employees. Googles approach not only develops in-house Analytics talent, but it
also allows the company to attract, select and hire only the best Analytics talent available.
example, P&G created a baseline digitalskills inventory thats tailored to every level of
advancement in the organization.9
Talent Management
The care and feeding of Analytics talent may
require new approaches beyond the standard
career progression and incentives. For instance,
given their love of data, many analysts dont
aspire to typical management or organizational
leadership roles, so CPG companies need to
9 Harris, J. Data Is Useless Without the Skills to Analyze It. Sept. 13, 2012. http://blogs.hbr.org/cs/2012/09/data_is_useless_without_the_skills.html Accessed May 23, 2013.
10 See Harris, J., Craig, E., and Egan, H. Counting on Analytical Talent. March 2010. http://www.accenture.com/us-en/Pages/insight-counting-analytical-talent-summary.aspx,
Figure
10: A Sellers Market: Retaining Analytics Talent
and Iler, B., and Davenport, T., Reverse Engineering Googles Innovation Machine. April 2008. http://hbr.org/2008/04/reverse-engineering-googles-innovation-machine/ar/1).
is Top Challenge
66%
Talent attraction
53%
Analytics capability
development
42%
27%
Pool of experience
shallow
Other
15%
2%
13
Summary:
Journey To ROI
To implement an issues-to-outcome
approach to Analytics and achieve desired
business outcomes, CPG companies need an
Analytics operating model that meets three
core requirements:
1. Infusing Analytics into the Decisionmaking Process
2. Organizing and Governing Analytics
Capabilities across the Organization
Model Design
DataOperating
to Informat
Capabilities
Assessment
Model
Framework
Rollout Plan
Design
Refine
Model
from
Feedback
Enterprise
Rollout
Roadmap
Analytics capabilities
Incorporate leading practices from other
industries
Engage function and business until stakeholders
Define optimal operating model
Define prioritized rollout plan to generate early
wins and business pull for new model
model
Test with several functions to prepare for the
enterprise rollout
Incorporate learnings and feedback to refine the
operating model
Establish governance structure and processes
Launch the roadmap and migration path for
enterprise wise implementation
14
Implementation at Scale
Sequence
Rollout to
Drive Value
Embed Model
into Daily
Activities
Value
Realization
enterprise
Embed the structural changes to drive value
Build sustainable business processes, talent
Company Profile
The study included 90 global consumer goods companies with $1B+ in annual sales.
Global revenue in the past fiscal year
Industry Sector
Food & Grocery
28%
19%
24%
49%
30%
General Merchandise
19%
7%
Foodservice
6%
16%
Apparel
4%
3%
Other
Respondent Profile
Respondents were director and above, with a significant portion from the c-suite and with sole responsibility for
Analytics in the organization.
Title
Analytics Responsibility
CEO/COO/CMO or other C-Suite
Sole responsibility
SVP / VP
37%
41%
Partial responsibility
38%
Director
62%
22%
Function
33%
23%
12%
Sales
2-5 years
IT / Technology
1%
15%
13%
13%
43%
Marketing
2%
6 months-2 years
Finance
45%
Cross function
Other
15
About Accenture
Bob Berkey
Director, Consumer Goods & Services,
Analytics Lead for North America
+1 917 817 5923
robert.e.berkey@accenture.com
Rahul Bhattacharya
Director, Accenture Analytics, Offshore
Delivery Lead for North America CG&S
and Retail
+91 900 874 4332
rahul.r.bhattacharya@accenture.com