Maley Analytics

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As an analytics executive, I had to find a way to make analytics work for my company. Now I teach others the base of knowledge I developed through 15+ years of trial and error. ---------- Robust data and analytics capabilities are crucial for all organizations. So why are most still struggling to bridge the divide between data and business value? Over the course of 15+ years of hands-on experience as an analyst, analytics leader, and business executive, I’ve developed a practical approach to this specialty. My goal for every engagement is that participants can immediately act on what they’ve learned. That usually falls into three categories: 1) Analysts become strategic thought partners (e.g., gathering context and becoming consultants, analyzing data and drawing business-oriented conclusions, communicating results in a single slide, and using a business-case mentality to tie everything to ROI) 2) Analytics leaders maintain alignment to business strategy (e.g., agreed-upon purpose and approach, prioritization and decision ownership, portfolio management, internal and cross-functional operating rhythms, organizational and engagement models, funding and staffing models) 3) Business owners find the right role in the value-creation process (e.g., developing ambitious but realistic expectations of analytics partners, providing context at the strategic and tactical levels, making analytics partners members of a team, sizing level of effort and ability to act before a solution is built) Applied business analytics is still a very new discipline, and my generation is the first to pursue the promise of data-driven value. The work I started out of professional necessity has become a personal passion: I want to help every analyst to avoid the mistakes I made during my trial-and-error period, and I want every company to achieve the full return on their analytics investment.
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