In the beginning the execution of the chosen strategy will be largely informal and ad hoc. Moving fast and proving value is more important than adhering to strict processes. Embrace internal entrepreneurship in the early stages to maximize the early results and excitement. For a smooth start, it is however important to define basic responsibilities. For every decision, it should be clear who is responsible and accountable. Prevent projects and initiatives getting stuck because nobody is sure who is responsible for making the decisions. Without responsibilities it is hard to drive change. Defining roles and responsibilities also helps ease the shift in power balance. A new source of insight is being created, which may support or replace the previous shot-callers. If responsibilities are not clearly defined it may happen that the newly created insight is not properly used, and keeps being overruled.
Embrace entrepreneurial spirit to move faster instead of defining strict processes.
Define basic responsibilities and decision domains to avoid getting stuck and to keep driving change.
Where agility in the first stage is characterized by its ad hoc nature, this stage will be focused on the formalization of roles and responsibilities. Struggles and conflicts with the old way of working should be smoothed out as much as possible. For every part of the organization someone should be responsible for advocating and integrating the use of analytics and a data-driven mindset. The questions the analytics team is solving are, for a large part, still determined by upper management. They have specific problems that need further analysis. A process should be in place to manage the requests by other departments to the analytics team.
Formalize roles and responsibilities.
Assign ambassadorship for analytical initiatives across the organization.
Analytical processes are getting more interwoven with business processes. Strong execution in the form of collaboration and communication are necessary to create a fluid process. Clear decision and responsibility boundaries should be in place. Continuously rethink if the right people have the responsibility over a certain domain. Agile organizations are able to change fast in part due to a culture that embraces change and innovation. Introducing analytics changes the a business process, so it could be beneficial to change the owner of the process.
Define or restructure clear decision and responsibility boundaries.
Embrace change in order to innovate and react faster.
With a growth of analytics across the organization, it is important to keep everything in line. Common processes concerning data usage and analytics should become standardized so everyone follows the same rules. Standardized processes are easier to manage and deploy. A standardized plan allows you to capture new opportunities immeditately. Because analytics is not practiced in a central location it is also important to create a platform for sharing expertise. Organizational models, such as that of Spotify, accommodate organization-wide knowledge sharing in so called \textit{guil.toString()}, which consists of workers sharing a specific interest. Keep evaluating if the existing organizational structure is effective or can be improved. Flexibility in organizational structure is valuable to adapt to new opportunities or initiatives.
Standardize analytics processes and data access in order to deploy in new areas faster
Share expertise across the organization
Execution of existing processes is streamlined. Decision domains have been established, the organizational structure is flexible, and suited for knowledge sharing. The organization enables innovation by further developing innovation and change management strategies. These strategies can help breed innovation and successfully bring it to market. The goal is to determine as soon as possible if the new venture is something that sticks, or is a waste of effort. Bring new innovation to the costumers faster and see how they react. Be aware of new opportunities that can be captured quickly due to an agile business structure and culture.
Manage innovation to increase the success rate of new ventures, and reduce the waste of creating a product nobody needs
Bring new innovation to market faster to test the waters
Rapidly capture new opportunities