It’s going to impact organizational design layout on roles, and the management needs to be open once the story starts coming from the data to make effective changes. We have a client for example where we did a lot of work on their marketing campaigns. And we found out that a lot of their mail, phone and even some of their e-mails were largely ineffective, literally 70% of it. Thirty percent was highly effective.
So you can clearly see that some messaging and some media were working, and we could identify segments and improve yield but a lot of that should have been stopped, but you then get organizational resistance because there’s teams of people whose job it is to create the mailings and do the phone in the traditional way, and they don’t like to change.
So another piece of this if you take this full cycle is management may need help. They certainly need to be empowered and then make the change that Agile BI data has enabled the staff to see. And again, I think there are three pillars of this. The team needs quick and flexible access to data. You saw earlier how it should be days, not weeks, to develop a good analysis.
The intuitive display and easy interaction, there is a lot of new technology found in the market which makes it easy to see the data and interact with it. These visual analysis tools are very flexible, and there are not modeling techniques required. The tools are flexible, and end users don’t need a statistics degree or SAS expertise.