DATA ANALYTICS THE EMERGING CATACLYSMIC FORCE FOR THE COMMUNICATIONS - - PowerPoint PPT Presentation

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DATA ANALYTICS THE EMERGING CATACLYSMIC FORCE FOR THE COMMUNICATIONS - - PowerPoint PPT Presentation

Oct 23, 2023 172 likes •953 views

DATA ANALYTICS THE EMERGING CATACLYSMIC FORCE FOR THE COMMUNICATIONS INDUSTRY CHRIS DERI TENEO HOLDINGS SETTING THE CONTEXT THERES DATA, WHAT THIS DATA MEANS FOR EVERYWHERE THE CEO IMPLICATIONS CHANGING ROLE FOR THE OF INSIGHTS

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SLIDE 1

DATA ANALYTICS

THE EMERGING CATACLYSMIC FORCE FOR THE COMMUNICATIONS INDUSTRY CHRIS DERI TENEO HOLDINGS
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SLIDE 2

SETTING THE CONTEXT

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SLIDE 3 THERE’S DATA, DATA EVERYWHERE WHAT THIS MEANS FOR THE CEO CHANGING ROLE OF INSIGHTS IMPLICATIONS FOR THE ENTERPRISE
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SLIDE 4 THERE’S DATA, DATA EVERYWHERE WHAT THIS MEANS FOR THE CEO CHANGING ROLE OF INSIGHTS IMPLICATIONS FOR THE ENTERPRISE
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SLIDE 5
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SLIDE 6 S EN I OR I NDEPENDENT DIRECTOR [ M u l t i n a tional Financial S ervices] “We need empirical evidence not philosophical
  • assertion. We need mechanisms and a systematic
approach to tracking stakeholders, issues, perceptions and identifying patterns. And we need good radar to track emerging issues.” BLUE RUBICON
 INSTITUTE
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SLIDE 7

FROM… TO…

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SLIDE 8

FROM… TO…

  • Harnessing Big Data
  • Little & Big data blending
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SLIDE 9

FROM… TO…

  • Harnessing Big Data
  • Little & Big data blending
  • Cacophony of critical factors
  • Singular “root causes” analysis
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SLIDE 10

FROM… TO…

  • Harnessing Big Data
  • Little & Big data blending
  • Cacophony of critical factors
  • Singular “root causes” analysis
  • Automated dashboards
  • Analog curation
slide-11
SLIDE 11 THERE’S DATA, DATA EVERYWHERE WHAT THIS MEANS FOR THE CEO CHANGING ROLE OF INSIGHTS IMPLICATIONS FOR THE ENTERPRISE
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SLIDE 12 CEOs: KNOWLEDGE HUNTER-GATHERERS
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SLIDE 13 CEOs: KNOWLEDGE HUNTER-GATHERERS
  • One-to-one
conversations
  • Walkabouts
  • Quick catch-up
meetings over coffee

ROUTINE PRACTICES

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SLIDE 14 CEOs: KNOWLEDGE HUNTER-GATHERERS
  • One-to-one
conversations
  • Walkabouts
  • Quick catch-up
meetings over coffee

ROUTINE PRACTICES

  • Conversations with
inner circle
  • Networks of former
colleagues
  • Trade conferences

RELATIONSHIPS

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SLIDE 15 CEOs: KNOWLEDGE HUNTER-GATHERERS
  • One-to-one
conversations
  • Walkabouts
  • Quick catch-up
meetings over coffee

ROUTINE PRACTICES

  • Conversations with
inner circle
  • Networks of former
colleagues
  • Trade conferences

RELATIONSHIPS

  • Monitoring system
  • Twitter
  • Blog

TOOLS AND TECHNOLOGIES

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SLIDE 16
  • One-to-one
conversations
  • Walkabouts
  • Quick catch-up
meetings over coffee

RELATIONSHIPS

  • Monitoring system
  • Twitter
  • Blog
OUR FOCUS CEOs: KNOWLEDGE HUNTER-GATHERERS

ROUTINE PRACTICES TOOLS AND TECHNOLOGIES

  • Conversations with
inner circle
  • Networks of former
colleagues
  • Trade conferences
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SLIDE 17 BOARD DIRECTOR [FTS E100] “We need reputation tracking capabilities to provide a base line analysis of current levels of reputation and trust – a credible measurement. We need to have a wider and deeper view of reputation and the ability to read across the business for reputation and trust risks. And we need to understand where we are making it difficult for customers to do business with us.” BLUE RUBICON
 INSTITUTE
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SLIDE 18

FROM… TO…

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SLIDE 19

FROM… TO…

  • Data & Insights Given to CEO
  • Data & Insights Gathered by the CEO
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SLIDE 20

FROM… TO…

  • Data & Insights Given to CEO
  • Data & Insights Gathered by the CEO
  • Distracted by Dashboard
  • Informed by Analog & Digital Analysis
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SLIDE 21

FROM… TO…

  • Data & Insights Given to CEO
  • Data & Insights Gathered by the CEO
  • Distracted by Dashboard
  • Informed by Analog & Digital Analysis
  • 100% clarity before decisions
  • Agile decision-making
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SLIDE 22 THERE’S DATA, DATA EVERYWHERE WHAT THIS MEANS FOR THE CEO CHANGING ROLE OF INSIGHTS IMPLICATIONS FOR THE ENTERPRISE
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SLIDE 23 RESEARCH ACROSS COMMS LIFECYCLE
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SLIDE 24 RESEARCH ACROSS COMMS LIFECYCLE

B

BUILD AWARENESS
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SLIDE 25 RESEARCH ACROSS COMMS LIFECYCLE

B

BUILD AWARENESS A ADVANCE KNOWLEDGE
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SLIDE 26 RESEARCH ACROSS COMMS LIFECYCLE

B

BUILD AWARENESS

S

SUSTAIN RELEVANCE

A

ADVANCE KNOWLEDGE
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SLIDE 27 RESEARCH ACROSS COMMS LIFECYCLE

B

BUILD AWARENESS

I

INITIATE ACTION

S

SUSTAIN RELEVANCE

A

ADVANCE KNOWLEDGE
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SLIDE 28 RESEARCH ACROSS COMMS LIFECYCLE

B

BUILD AWARENESS

I

INITIATE ACTION

S

SUSTAIN RELEVANCE

A

ADVANCE KNOWLEDGE

C

CREATE ADVOCACY
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SLIDE 29 SOCIAL = CONVERSATIONS IN CONTEXT HAS OVERWHELMED & FRACTURED MANY BUSINESSES

THE SCALE OF SOCIAL

CONTEXT

UNPROMPTED AND UNFILTERED READ OF VOCAL PUBLIC OPINION

SOCIAL SIMPLY PROVIDES

SOCIAL MEDIA ANALYSIS

HAS FOSTERED DASHBOARD SYNDROME, CONFUSING DATA WITH

INSIGHT

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SLIDE 30

FROM… TO…

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SLIDE 31

FROM… TO…

  • Tactical and executional
  • Strategic and predictive
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SLIDE 32

FROM… TO…

  • Tactical and executional
  • Strategic and predictive
  • Evaluation (what is happening today;

pass/fail)
  • Measurement (determining progress 

towards a goal)

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SLIDE 33

FROM… TO…

  • Tactical and executional
  • Strategic and predictive
  • Evaluation (what is happening today;

pass/fail)
  • Measurement (determining progress 

towards a goal)

  • Piecemeal, siloed analysis
  • Integrated, holistic analysis
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SLIDE 34

FROM… TO…

  • Tactical and executional
  • Strategic and predictive
  • Evaluation (what is happening today;

pass/fail)
  • Measurement (determining progress 

towards a goal)

  • Piecemeal, siloed analysis
  • Integrated, holistic analysis
  • Subject-matter expertise
  • Machine learning, curated
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SLIDE 35

FROM… TO…

  • Tactical and executional
  • Strategic and predictive
  • Evaluation (what is happening today;

pass/fail)
  • Measurement (determining progress 

towards a goal)

  • Piecemeal, siloed analysis
  • Integrated, holistic analysis
  • Subject-matter expertise
  • Machine learning, curated
  • Research to justify function/

departmental performance
  • Research to create comms 

with the intended impact
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SLIDE 36 THERE’S DATA, DATA EVERYWHERE WHAT THIS MEANS FOR THE CEO CHANGING ROLE OF INSIGHTS IMPLICATIONS FOR THE ENTERPRISE
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SLIDE 37 STATUS QUO: DISCONNECTED DATA CEO
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SLIDE 38 STATUS QUO: DISCONNECTED DATA REVENUE
 GROWTH EBITDA
 EPS SOCIAL SUPPLY CHAIN CRM IT AND BUSINESS STRATEGY CEO MARKETING PATH TO PURCHASE RISK PROFILE BRAND 
 HEALTH CLIENT RETENTION RATIOS NEWS
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SLIDE 39 TOM DAVENPORT, 
 P R OFES S OR OF IT & MANAGEMENT 
 [BABS ON C OLLEGE] “The dirty little secret of big data is that most data analysts spend the vast majority of their team cleaning and integrating data – not actually analyzing it.”
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SLIDE 40

FROM… TO…

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SLIDE 41

FROM… TO…

  • Digital groups and silos
  • Digital-first organizations
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SLIDE 42

FROM… TO…

  • Digital groups and silos
  • Digital-first organizations
  • Predictions based on past
  • Capitalizing on patterns
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SLIDE 43

FROM… TO…

  • Digital groups and silos
  • Digital-first organizations
  • Predictions based on past
  • Capitalizing on patterns
  • Accelerating processes
  • Automating processes
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SLIDE 44

FROM… TO…

  • Digital groups and silos
  • Digital-first organizations
  • Predictions based on past
  • Capitalizing on patterns
  • Accelerating processes
  • Automating processes
  • Tactical focus on outputs
  • Strategic focus on outcomes
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SLIDE 45 GR OUP C OR PORATE AFFAIRS DIRECTOR [N ATION AL BANK ] “The board wants evidence and indicators that help them understand management’s actions and their impact on trust (is it being incrementally built?), is trust differentiating the business, and are we moving the dial
  • n trust? They want trust indicators that closely align
with customer and business value metrics.” BLUE RUBICON
 INSTITUTE
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SLIDE 46

THREE LIVE USE CASES

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SLIDE 47

THREE LIVE USE CASES

1

DE-DIGITIZING THE DASHBOARD
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SLIDE 48

THREE LIVE USE CASES

1

DE-DIGITIZING THE DASHBOARD 2 MAPPING THE INFLUENCERS WHO REALLY MATTER
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SLIDE 49

THREE LIVE USE CASES

1

DE-DIGITIZING THE DASHBOARD 2 MAPPING THE INFLUENCERS WHO REALLY MATTER 3 EARLY WARNING: AUTOMATING, ACCELERATING INSIGHT
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SLIDE 50

1

DE-DIGITIZING THE DASHBOARD 2

MAPPING THE INFLUENCERS WHO REALLY MATTER 3 EARLY WARNING: AUTOMATING, ACCELERATING INSIGHT

THREE LIVE USE CASES

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SLIDE 51
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SLIDE 52

MANUALLY-CURATED INSIGHTS AND IMPLICATIONS

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SLIDE 53

MANUALLY-CODED SENTIMENT

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SLIDE 54

SOCIAL SCIENCE METHODS TO IDENTIFY LEADING INFLUENCERS

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SLIDE 55

LEADING ISSUES IDENTIFIED TO 
 DRIVE ENGAGEMENT

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SLIDE 56

1 2 3

EARLY WARNING: AUTOMATING, ACCELERATING INSIGHT

MAPPING THE INFLUENCERS WHO REALLY MATTER

DE-DIGITIZING THE DASHBOARD

THREE LIVE USE CASES

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SLIDE 57 CEO [ G LOBAL 100 C OMPANY ] “There are 1,000 people in the world who truly influence this issue. I need to know who they are, what they are saying and who I can engage.”
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SLIDE 58
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SLIDE 59

KEY INFLUENCERS TRANSLATE INTO ENGAGEMENT

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SLIDE 60 Engage Engage carefully Monitor but do not engage 11% 23% 41% 8% 17% HEALTH CRUSADERS MEDICAL PROFESSIONALS AGE: 45-63 MEDICAL RISK ADVOCATES MEDICAL PROFESSIONALS, DIETICIANS AGE: 20-44 ALL NATURAL MOMS DIETICIANS, MOMS AGE: 20-44 DOUBTING DIETERS DOCTORS, ATHLETES AGE: M 29-44, F 45-63 NUTRITIONAL BALANCE SEEKERS MILLENIALS, WRITERS, MUSICIANS AGE: 20-44
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SLIDE 61

NETWORK VISUALIZATIONS BESPOKE TO EACH INFLUENCER’S GENUINE REACH

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SLIDE 62

1 3

DE-DIGITIZING THE DASHBOARD 2 MAPPING THE INFLUENCERS WHO REALLY MATTER

EARLY WARNING: AUTOMATING, ACCELERATING 
 INSIGHT

THREE LIVE USE CASES

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SLIDE 63 HOW TENEO EWS IDENTIFIES ATTACKS ATTRIBUTES 
 BEFORE ATTACK 6 month price 
 change vs S&P 12 month Total 
 shareholder
 return below peers Short outstanding 
 vs S&P 1 year ago Disproportionately 
 large cash balance EBIT margin 
 below peers
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SLIDE 64 HOW TENEO EWS IDENTIFIES ATTACKS ATTRIBUTES 
 BEFORE ATTACK 6 month price 
 change vs S&P 12 month Total 
 shareholder
 return below peers Short outstanding 
 vs S&P 1 year ago Disproportionately 
 large cash balance EBIT margin 
 below peers
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SLIDE 65 HOW TENEO EWS IDENTIFIES ATTACKS ATTRIBUTES 
 BEFORE ATTACK 6 month price 
 change vs S&P 12 month Total 
 shareholder
 return below peers Short outstanding 
 vs S&P 1 year ago Disproportionately 
 large cash balance EBIT margin 
 below peers
slide-66
SLIDE 66 HOW TENEO EWS IDENTIFIES ATTACKS ATTRIBUTES 
 BEFORE ATTACK 6 month price 
 change vs S&P 12 month Total 
 shareholder
 return below peers Short outstanding 
 vs S&P 1 year ago Disproportionately 
 large cash balance EBIT margin 
 below peers
slide-67
SLIDE 67 HOW TENEO EWS IDENTIFIES ATTACKS ATTRIBUTES 
 BEFORE ATTACK 6 month price 
 change vs S&P 12 month Total 
 shareholder
 return below peers Short outstanding 
 vs S&P 1 year ago Disproportionately 
 large cash balance EBIT margin 
 below peers
slide-68
SLIDE 68 HOW TENEO EWS IDENTIFIES ATTACKS ATTRIBUTES 
 BEFORE ATTACK 6 month price 
 change vs S&P 12 month Total 
 shareholder
 return below peers Short outstanding 
 vs S&P 1 year ago Disproportionately 
 large cash balance EBIT margin 
 below peers

! !

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SLIDE 69
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SLIDE 70

EWS ALGORITHM IDENTIFIES WHICH S&P500 CORPORATIONS 
 AT RISK OF 
 ACTIVIST ATTACK

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SLIDE 71

OUR MOMENT IS NOW

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SLIDE 72

OUR MOMENT IS NOW

CEOs UNDERWHELMED AND UNDESERVED BY DATA, TECH & INSIGHTS

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SLIDE 73

OUR MOMENT IS NOW

CEOs UNDERWHELMED AND UNDESERVED BY DATA, TECH & INSIGHTS WE HAVE IT IN OUR GRASP TO MAKE SENSE OF THE WORLD FROM ALL PERSPECTIVE AND DATA SOURCES

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SLIDE 74

OUR MOMENT IS NOW

CEOs UNDERWHELMED AND UNDESERVED BY DATA, TECH & INSIGHTS WE HAVE IT IN OUR GRASP TO MAKE SENSE OF THE WORLD FROM ALL PERSPECTIVE AND DATA SOURCES IT IS THOSE WHO SEIZE THE BLENDED DATA, DATA SOURCE-AGNOSTIC OPPORTUNITY WHO WILL THRIVE

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SLIDE 75

OUR MOMENT IS NOW

CEOs UNDERWHELMED AND UNDESERVED BY DATA, TECH & INSIGHTS WE HAVE IT IN OUR GRASP TO MAKE SENSE OF THE WORLD FROM ALL PERSPECTIVE AND DATA SOURCES IT IS THOSE WHO SEIZE THE BLENDED DATA, DATA SOURCE-AGNOSTIC OPPORTUNITY WHO WILL THRIVE WELCOME TO THE FUTURE OF INSIGHT-LED LEADERSHIP

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SLIDE 76

1

Digital technology has 
 made organizations 
 more splintered and 
 less integrated.

2

You can only craft 
 insight-led strategies by 
 combining subject-
 matter experts, data 
 science ninjas, and 
 social science gurus.

3

Human expertise and
 technology-enabled 
 analysis must partner 
 to make sense of 
 enterprise-scale 
 data sets.

5

Successful engagement 
 strategies must be agile 
 enough to course-correct 
 in real time.

6

The promise of the 
 automated dashboard is a
 false dream and manual
 curation of insights will 
 always be needed.

7

Influencers don’t simply
 receive communication,
 but are the engine
 for amplification.

8

Evaluation tells us
 what’s happening,
 measurement reveals 
 progress towards a goal. FUNDAMENTALLY, CEOs FIND IT DIFFICULT TO PINPOINT THE ROOT CAUSES OF THE CHALLENGES THEY FACE.

OUR GUIDING PRINCIPLES FOR DIGITAL

4

Reputation, content 
 and engagement strategies
 must be data source agnostic, 
 woven seamlessly across 
 digital and analog.

9

Social media provides
 an unfiltered read of
 public opinion, putting
 conversations in context.
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SLIDE 77

THANK YOU.

CHRIS D E RI SEN IOR M A NA G ING D IRE CT O R TEN EO H O L D ING S