2. Cinny Little, Senior Analyst
WEBINAR The Customer Insights Center Of Excellence: Get Smarter By Knowing Your Options
Cinny Little, Senior Analyst
June 21, Call in at 10:55 a.m. Eastern time

4. Customer obsession is the only way to lead.
Image source: Shutterstock (

5. Agenda
The age of the customer mandates a customer- obsessed view — everywhere in the firm.
Firms are feeling a painful disconnect — they’re not driving enough insights from data that lead to actions.
Organization model is a consideration. We see three organization models — each with upsides and downsides: dedicated, centralized, and center of excellence (CoE).
There is a tie between the CoE org model and effectiveness in using data to drive insights and actions.
Recommendations for successful reorganization
Source for all slides, except where noted: “The Customer Insights Center Of Excellence” Forrester report

6. We can’t seem to get to a 360-degree view of the customer.
We’re struggling to get our biz and ops areas to take actions on the insights we provide. How can we change this?
Our various insights teams work in silos. How do we combine insights “flavors” for more customer understanding?
I’ve just taken over new insights areas. I need help with a strategy. Do you have a framework I can use?
Source: Photo © Copyright 2015 Lisa Larter Consulting. All Rights Reserved.
Do any of these CI team conversations sound familiar?

7. There’s a disconnect between
Investment in data, tech, and people
Fewer than expected improvements in CX and outcomes
Source:

8. Today: low satisfaction with analytics
“What is your satisfaction with analytics in your company?” (On a scale of 1 [not satisfied] to 5 [very satisfied]) Percents shown for those answering 4 or 5
42%
46%
2015*
2016†
53%
2014
Base: 595 respondents are global data and analytics business decision-makers; Source: Forrester’s Business Technographics® Global Data And Analytics Survey, 2014
*Base: 1,200 respondents are global data and analytics business decision-makers; *Source: Forrester’s Global Business Technographics Data And Analytics Survey, 2015
†Base: 1,249 respondents are global data and analytics business decision-makers; †Source: Forrester’s Global Business Technographics Data And Analytics Survey, 2016

9. Today: Too few decisions use data
“To what extent are business decisions in your firm made on quantitative information as opposed to other more qualitative decision factors such as experience, gut feeling, or opinions?”
49%
46%
2015
2016*
Base: 2,693 respondents are global data and analytics business decision-makers; Source: Forrester’s Global Business Technographics® Data And Analytics Survey, 2015
*Base: 2,909 respondents are global data and analytics business decision-makers; Source: Forrester’s Global Business Technographics Data And Analytics Survey, 2016

10. We see three organizational models for CI
Firms with higher CI maturity tend to organize as a Center of Excellence
Source: “The Customer Insights Center Of Excellence” Forrester report

11. 1. Dedicated (decentralized) approach
Expert, but siloed, myopic, and expensive
LOB 1
Insights function
LOB 3
Insights function
LOB 2
Insights function
Upside: laser focus on LOB
Downside: high cost, siloed view, no firmwide customer view
“LOB” = Lines of business. This broad term can mean business units and/or any commercial, operational, regional, or functional unit.

12. Dedicated (decentralized) groups
Report into a range of functions — variations are by industry to some extent
Source: “The Customer Insights Center Of Excellence” Forrester report

13. 2. Shared service (centralized) approach
Promises cost savings and standardization but usually doesn’t achieve that
Upside: promise of cost savings and standardization
Downside: less ability to focus deeply on customers; may result in conflicting insights; does result in LOBs “going rogue” — which adds hard-to-track costs
“LOB” = Lines of business. This broad term can mean business units and/or any commercial, operational, regional, or functional unit.

14. Shared service (centralized) groups
Reports in to a higher level in corporate structure, usually marketing leader
Source: “The Customer Insights Center Of Excellence” Forrester report

15. 3. Center of excellence approach
Can combine dedicated and shared service approaches
Insights function
LOB2
LOB3
LOB1
Insights Center of Excellence
LOB 2
“LOB” = Lines of business. This broad term can mean business units and/or any commercial, operational, regional, or functional unit.

16. Center of excellence
Upsides and downsides
Approach can vary within a firm and still provide upside (e.g., mix of dedicated and centralized).
Upside: Governance and program management advances firms’ maturity in use of insights.
Downside: Skill sets of people the CoE needs are hard to find and retain.
Reporting: CoE will report in to a high level in the firm.

17. Insights-driven firms have insights CoEs
Firms who report >50% of decisions are based on data + working to change culture
Source: “Insights-Driven Businesses See Better Results” Forrester report

18. A CoE drives positive effects
Higher levels of satisfaction with analytics and use of data for decisions

19. CoEs must provide “connecting” functions
Reorganizing will not succeed without focus on governance, program management, communication and change management
Source: “The Customer Insights Center Of Excellence” Forrester report

20. Recommendations
Solve for the disconnect!
Organize as a CoE — using these required success factors:
Pursue a delicate balance between firmwide customer view and high-value insights specific to LOBs, operational, and functional areas (including CX).
Ensure that a governance team with clear objectives leads any reorganization.
Play a role in breaking down insights silos and driving action from insights.
Drive great communication to grow awareness of value CI is adding.

21. Cinny Little