Creating a Culture of Analytics Jim Cochrane Retired CCMO/CIO & Executive Vice President, U.S. Postal Service
CCMO CIO VP, Product Information VP, Ground Shipping VP, Product Visibility & Operational Performance Assoc. VP, Marketing & Strategy District Manager, Customer Service & Sales Plant Manager Distribution Program Specialist Distribution Clerk 2
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MY FIRST LESSON IN THE POWER OF “THE CULTURE”
The Business Imperative CYCLES OF DISRUPTION 5
HELPING BUSINESSES CONNECT & GROW CONNECTING & INFORMING CONVENIENT, AFFORDABLE CITIZENS & COMMUNITIES UNIVERSAL SERVICE PROMPT, TRUSTED, SECURE, RELIABLE SERVICES RESPECTED BRAND USPS MISSION: Bind the Nation
The Unrivaled Network 7
USPS global footprint 34,000 280+ 6,500 $69B POST OFFICES PROCESSING PROCESSING CENTERS EQUIPMENT REVENUE 230,000 600,000 157M VEHICLES EMPLOYEES DELIVERY POINTS 8
Complexity & Scale 320K 167K 33 PB MOBILE STORAGE DESKTOPS DEVICES 2 611 3,521 14,405 NATIONAL DATABASES VIRTUAL DATA APPLICATIONS SERVERS CENTERS 9
Accountability To All Our Stakeholders 10
USPS’ Business Customers 11
Shipping Ecosystem Crowd Sourcing Regional Carriers 12
Mailing Ecosystem Software Equipment Providers Manufacturers Shippers Marketers & Advertisers Logistics Printers Envelope Letter Shops & Mail Manufacturers Service Providers 13
Capturi ring Da Data WHERE THINGS ARE WORKLOADS IN THE NETWORK SERVICE DYNAMIC SCHEDULES LEVELS EFFICIENCIES ROUTING 14
Large Suppliers Customer & Base Vendors ONE SIZE DOESN’T FIT ALL Latency Number of vs. Systems Real-time Volume V V V of Data VOLUME VARIETY VELOCITY DI DIVER ERSE C E CHA HALLEN ENGES ES 15
Velocity Challenges What is Real Time? DAYS HOURS SECONDS MILLISECONDS MINUTES Financial Reporting Marketing Customers Operations Data Processing 16
Journey to Enterprise Analytics Define the Territory
“Someone is sitting in the shade today because someone planted a tree a long time ago.” - Warren Buffett 18
CULTURE eats ANALYTICS for breakfast 19
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MEASURE what you TREASURE 22
WE MANAGE INFORMATION - IT MUST BE CREDIBLE 23
HOPE is not a STRATEGY 24
3-Phase Approach 25
Where Do We Want to Be? Organizational Transformation from a Instinct-Driven Enterprise to an Information-Driven Enterprise DELIVERING ACTIONABLE INSIGHTS BUSINESS VALUE CUSTOMER VALUE 26
An Analytic Culture Decisions Based on Analytical Insights A Successful Business Analytics Strategy is Driven from Top Down and Supported from Bottom up. 27
The Foundation: Data Information is an “Data doesn’t just Asset in itself, not provide a window on just a byproduct of the business, software applications. increasingly, it is the business.” - Robert Hillard 28
Business Analytics: A Joint Responsibility Technology Can Be the Catalyst The Business and CIO team must work in Partnership. Each group has key strengths in the Analytics journey. 29
Dual IT and Business-Centric Skills Working with Data is becoming an ‘expected skill’ in the workforce. Predictive, Prescriptive Analytics must be driven by the business experts. 30
USPS Enterprise Analytics Roadmap 31
Postal Analytic Capabilities Mobile Rapid Visual Displays Analytics GPU/GPGPU Data Lab & High-Performance Data Lake Computing 32
Integrated Connected Industry Customers ANALYTICS ENABLES SPEED TO VALUE Empowered USPS Enterprise 33
Big Data Journey Define the Territory How Did We Get There?
DON’T LET PERFECT BE THE ENEMY OF GOOD 35
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IT’S NOT THE PEOPLE IT’S THE PROCESS 37
HATE THE BUREAUCRACY 38
DON’T SOLVE “A” PROBLEM SOLVE “THE” PROBLEM 39
CMTSU CAN’T MAKE THIS STUFF UP 40
BE CURIOUS, ASK QUESTIONS ASSUME NOTHING 41
Key Takeaways 1. Build your own House Rules 2. Focus on Critical KPIs 3. Hate the Bureaucracy 4. Poka Yokes are Awesome 42
Thank you 43
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