1. From Data to Insights
Evolving your Program with Analytics

2. Today’s Agenda
Essential briefing program metrics Gaining insights from your data Beyond the Dashboard Addressing your executive sponsors Q&A

3. Essential Briefing Program Metrics

4. Essential Briefing Program Metrics
Defining the Problem
Knowing your Stakeholders
Establishing your Essential Program Metrics

5. Sometimes Knowledge gets in our way
Our experience prevents us from looking at things in new ways and being open to new ideas
Growth mindset

6. What Problem are you Trying to Solve?
(with data)
Identify 3 problems you want to solve
write down 1-3 problems you’re trying to solve (with your data)…

7. Identifying Your Stakeholders
What is their position? What are their responsibilities? What is their focus? What are their goals?
Who are you trying to solve this problem for? Do you know them? What’s important to them?
Don’t try to please all the people all the time. You will fail.

8. You
Position: Program Director/Manager Responsibilities: Everything Focus/goal: Help drive revenue & show program value Motto: “NEVER say No!” Data interest: What did WE do? How do I get more resources

9. Your Team
Position: Briefing Managers & Coordinators Responsibilities: Everything + Focus/goal: Thrill our customers! Motto: “We can do it!” #wearethebest Data interest: What did we accomplish?

10. Your Discussion Leaders
Position: Product Manager, Product Marketing Manager, Engineering, Consultant, Sales Engineer, Etc. Responsibilities: Design, Build, Ship, Sell! Focus/goal: (too many to count…) Motto: “How can I help close this deal so I can get back to my ‘day job’?” Data interest: What was MY impact?

11. Your Boss Position: Sales or Marketing Executive
Responsibilities: Revenue, Account reach, Business Development
Focus/goal: Big, increasing numbers! Revenue, Customers, Accounts, etc.
Data interest: How much revenue did we close/influence? What’s the biggest number I can report?

12. Leveraging the ABPM World Class Characteristics in Measurement
A performance measurement strategy, designed to meet the needs of key stakeholders, quantifies and communicates the program’s value.
Immediate or on-site feedback measures briefing impact.
Integrated planning, management, and reporting tools support briefing operations and provide meaningful insight on program performance.
Sales closure tracking and delayed surveys quantify the briefing program’s contribution to business results.

13. Essential Program Metrics
Efficiency
Metrics that measure activity
Effectiveness
Metrics that measure impact
Core Objectives
Program goals and commitments

14. Essential Program Metrics
Efficiency
# of briefings
# of events
# of event days
# of sessions
# of customers
# of partners
# of employees
% cancellations
# of opportunities
Effectiveness
Revenue
Revenue expansion
Revenue acceleration
Account feedback
Customer Satisfaction / NPS
Cost per briefing/event
Close rate
% of Top Accounts touched
Core Objectives
Program reputation
Budget attainment

15. Gaining Insights through Data Visualization

16. Tools of the Trade Excel Briefing Management Tool Dashboards
PowerPivot, Power View, Power Query
Briefing Management Tool
Standard reports
Custom Reports
Dashboards
Role specific
Internal / External
Data Visualization Tools
Power BI
Tableau

17. Snapshots vs. Trends vs. Forecasts
A report that shows data from a particular moment in time
Your checking account balance, the number of briefings you did last month
Trend
A report that shows how data is changing over time
Annual report showing your company’s sales by quarter, or briefing center activity over time
Forecast
A prediction or estimate of future state
Next quarter’s budget or briefing activity
Snapshots: If I have a $5000 in my bank account at the end of last month, is that a good thing? It depends on the story you tell!

18. EBC Dashboard
October was busiest month but more influenced pipeline in Sept

19. Tech Dashboard
Not sure if you want to use this or not, but included just in case.

20. Topic Owner Report

21. Testing Your Assumptions
Common Assumptions
Executing more briefings is better

22. Testing Your Assumptions
Common Assumptions
Executing more briefings is better
3% decrease in briefings yielded 40% increased pipeline and rise in CSAT
Multi-Account Briefings are less effective

23. Testing Your Assumptions
Common Assumptions
Executing more briefings is better
3% decrease in briefings yielded 40% increased pipeline and rise in CSAT
Multi-Account Briefings are less effective

24. Testing Your Assumptions
Common Assumptions
Executing more briefings is better
3% decrease in briefings yielded 40% increased pipeline and rise in CSAT
Multi-Account Briefings are less effective
Effectiveness was most influenced by the Briefing Manager
Busy Months (completed briefings) = lower CSAT Scores?

26. Testing Your Assumptions
Common Assumptions
Executing more briefings is better
3% decrease in briefings yielded 40% increased pipeline and rise in CSAT
Multi-Account Briefings are less effective
Effectiveness was most influenced by the Briefing Manager
Busy Months (completed briefings) = lower CSAT Scores?

27. Testing Your Assumptions
Common Assumptions
Longer lead time = better CSAT scores?
More briefing participants = better results

30. Machine Learning and Predictive Analytics
Predicting Briefing Cancellations
Nearly 50% of all requests are cancelled at some point
FY16-54% (1529/2807)
FY17-48% (796/2042) *Jan Data
Common Cancelation Assumptions
Weather Problems preventing travel
Change in Executive Team
Relationship with account
Political Unrest

31. Machine Learning and Predictive Analytics
Key Cancellation Indicators
Number of speakers required
Lead time from request to briefing start date.
Industry
Country/Region
Job title of Briefing Owner
Month
Day of the Week

32. Beyond the Dashboard - AI and Bots
LUIS: Language Understanding Intelligent Service
Briefing Program Information
Internal Help Tool
Agenda Builder
Free up to 10K queries per month, $.75 for each additional 10K

33. Addressing Your Executive Sponsors

34. An Evidence-Based Approach
Be bright, be brief, be gone Leverage data points vs. making assumptions Avoid telling executives what you know vs. what you can prove Lead executives to draw their own favorable conclusions vs. telling them what to do

35. How have you used Data & Insights?
Let’s capture the motivations of our attendees, write them on the board, so we can recap how we’ve helped them meet their expectations for this workshop
Before you take another step, take out your worksheet and write down 1-3 problems you’re trying to solve (with your data)…

36. Q&A

37. Thank you!