Global Analytics and Reporting

Designing a strategy for the establishment of a global capability

The Client

International law firm – Washington DC, USA

My Role

Engagement Lead and Strategist

The Business Challenge

The client, co-headquartered in the USA and UK, had grown through acquisition. As a result of this, there was no unified approach to delivering analytics and reporting to the broader business.

The Solution

The definition of a strategy, architecture, and detailed implementation plan to operationalise the strategy.

The Business Benefits

The implementation of a common strategy and architecture, leveraging the existing skills, technologies, and other resources.

Insight-driven decision making, an improvement in data governance, and a reduction in delivery times.

Establishing a Vision

Working with the client, we jointly established the business objectives and defined a vision for the future state of analytics and reporting in the organisation.

A maturity assessment followed in order to understand the current capability of the organisation. The maturity assessment covered the people, process, and technology disciplines.

Describing the Capability

Defining a service catalogue was an important step in describing exactly what it was that would be made available to the business, once the analytics and reporting capability had been established.

A target operating model was defined and organisational roles, responsibilities and skills needed to deliver the services were specified.

A reference technical architecture was designed. This included robust project and services delivery standards as well as governance to ensure sustainability, repeatability, and high levels of quality.

Reviewing these against the current maturity assessment it was then possible to identify any gaps and specify how these gaps would be addressed.

Putting the Plans into Action

Strategy without action is worthless and it was key that this strategy was actionable and not just blue-sky thinking.

A roadmap covering months zero to six, seven to 12, and month 13 and beyond was defined. Supporting the first six months was a detailed plan, laying out activities that would need to be completed on a weekly basis.

The business processes necessary to support the new target operating model were identified and defined.

A governance structure, responsibilities, and processes were provided to ensure both the implenmentation plan and the operation of the analytics and reporting capabilties were appropriately managed.