Facing market pressures and rising demand from retailers and consumers, a global consumer products goods collaborated with Accenture to complete a comprehensive analytics diagnostic, prioritize analytics capabilities that would drive the most value, align the executive team with a common vision and strategy, and design a new, global, cross-functional operating model to “leapfrog” competitors.
With retailers and partners demanding new insights and shoppers becoming more elusive and technologically-empowered, a decentralized, global operations organization made it difficult to leverage scarce expertise in consumer and marketing analytics. Pockets of excellence existed, but a mechanism was lacking to leverage capabilities across the organization.
The company’s new management team sought Accenture’s help in using analytics more effectively to engage and influence consumers' paths to purchase, and leverage leading analytics for growth and competitive advantage.
Accenture helped the company assess their analytics landscape, including:
Interviews with senior leaders
Assessment of existing and target capabilities and talent
Inventory of initiatives, as well as a data and technology audit
The project team then conducted regional workshops to assess the company's analytical capabilities, tools and processes skills, identifying “pockets of excellence” that could be leveraged and scaled across the organization.
Findings from the assessment informed the development of an analytics vision and strategy, resulting in a three-year roadmap, and business case.
The project team identified multiple opportunities for rationalization and growth by:
Sequencing capabilities based on value
Structuring an operating model to better govern and deploy capabilities
Designing a leading-class data and technology architecture
The project identified more than $1 billion in potential benefits, comprised of revenue uplift and operating and capital efficiencies.
Accenture studied the most analytically-mature companies to better understand this transformation. Coupled with our own experience and the recent Winning in Analytics research, we conducted a deep-dive benchmarking study on analytics operating models in order to better understand how high performing companies are organizing their capabilities.
Start by aligning on the North Star for analytics by determining where your company is in its journey and what it needs to do to develop sustainable capabilities to reach its goals. This is often driven by an understanding of the organization’s existing talent, tools, and investments so that gaps, redundancies and opportunities can be identified.
Knowing the current landscape will also help to prioritize investments in capabilities and will serve as an input to the analytics operating model, governance structure and ways of working between the functions. It is also important to identify a Chief Data and Analytics Officer or equivalent individual with the authority and accountability to initiate and manage the journey.
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