Copyright © 2024 by Adam Braff and Will Bachman

All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including
photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of
brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law.

First Edition

Published by Umbrex, Astoria, NY

ISBN: 978-1-961779-24-2

Visit our website at www.umbrex.com

Book design by Umbrex Consulting LLC

Printed in the United States of America

This book is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, re-sold, hired out, or otherwise circulated
without the publisher's prior consent in any form of binding or cover other than that in which it is published and without a similar condition
including this condition being imposed on the subsequent purchaser.
About the author

Adam Braff is a former McKinsey partner and a longtime executive and consultant in the data and analytics world. He serves corporate
and investment clients in multiple ways: performing the diagnostic you see here, serving as interim chief data/analytics officer, and
delivering a training program called the Analytics Intensive, based on the content he teaches to his graduate students at Brown and NYU.
You can learn more about his services, subscribe to his analytics blog, and contact him at braff.co.
Table of Contents
Introduction 5 IV. ANALYTICS TALENT:
11. Talent Acquisition and Retention 33
Section 1: Data Request 9 12. Training and Development 34
13. Community Engagement and Collaboration 35
Section 2: Interview Guides 11
V. DECISION MAKING PROCESS:
Section 3: Scorecards 20 14. Data-Driven Culture 36
Summary Scorecard 21 15. Analytical Decision-making 37
I. ANALYTICS STRATEGY: 16. Predictive Decision-making 38
1. Strategic Alignment 23
2. Performance Measurement 24 V. TOOLS AND INFRASTRUCTURE:
3. Future Roadmap 25 17. Analytics Platforms 39
18. Infrastructure Scalability 40
II. DATA MANAGEMENT: 19. Tool Integration 41
4. Data Warehousing 26
5. Data Sourcing & Integration 27 Section 4: Next Steps 42
6. Data Quality 28
7. Data Governance 29

III. ADVANCED ANALYTICS AND AI:

8. Predictive Modeling 30
9. Machine Learning 31
10. AI-driven Decision Making 32
 BUSINESS ANALYTICS DIAGNOSTIC

Introduction
BUSINESS ANALYTICS DIAGNOSTIC

Contents

1. Data
Information to gather before starting the diagnostic
Requests

2. Interview
Questions to ask relevant roles in the organization
Guides

3. Scorecards Scorecards for 19 aspects of business analytics

4. Next Steps Designing the future state and making the transition happen
BUSINESS ANALYTICS DIAGNOSTIC

Additional Reference: Unleashed Podcast with Adam Braff

For additional guidance on Business Analytics Diagnostics, listen to Episode 548 of the Umbrex Unleashed podcast:

Adam Braff on the Business Analytics Diagnostic Guide

BUSINESS ANALYTICS DIAGNOSTIC

How to Use This Guidebook

1. Familiarize yourself with the guidebook

2. Gather data, following the data request

3. Conduct interviews of employees at each level

4. Complete the checklists and document observations

5. Synthesize patterns, strengths, weaknesses, and opportunities for the organization

6. Fill out the scorecards

7. Formulate recommendations

8. Present findings, get alignment on recommendations

9. Implement recommendations

10. Iterative assessment: Periodically (annually or bi-annually) revisit the diagnostic and re-assess
 BUSINESS ANALYTICS DIAGNOSTIC

Section 1: Data Request

BUSINESS ANALYTICS DIAGNOSTIC—SECTION 1: DATA REQUEST

Data Request
1. Reports  Overall business performance reports (e.g., annual report)
 Internal reporting packs (e.g., sales deep dive)
 List of BI dashboards, with demos

 Top of the house

2. Org Charts  Analytics leader and directs (org and performance reviews)
 Full headcount for data and analytics, including FTE & contractors
 Mapping of analytics people onto use cases, regions, BUs, clients, etc.
 Open roles and specs

3. Change Efforts  Past analytics program documents

 Current consulting projects and software trials
 Current use case priorities and roadmap for analytics
 Recent analytics program readout (e.g., year-end assessment)

4. Work Samples  Analytical decks from multiple projects

 Readouts from hackathons and similar innovation efforts

 Analytical tech stack and architecture

5. Data  Current roadmap for IT as related to data warehousing and analytics
 Data catalog (internal and external)
 List of all data and analytics vendors and who has licenses
 Data dictionaries for key databases

 Results of client satisfaction surveys

6. Surveys
 Budget for data and analytics function and historical spend
7. Financials  Internal pricing model if CoE

8. Mystery Shopping  Go from search through purchase flow

 Test various scenarios (abandon cart, have customer service interaction)
 Inbound emails
 BUSINESS ANALYTICS DIAGNOSTIC

Section 2: Interview Guides

BUSINESS ANALYTICS DIAGNOSTIC—SECTION 2: INTERVIEW GUIDES

Interview Guides
1. Chief Data Officer / Chief Analytics Officer: For strategic oversight of the analytics function and its alignment with
business objectives.

2. Chief Information Officer / Chief Technology Officer: To understand the technology infrastructure supporting analytics
and data management.

3. Senior Data Analysts / Data Scientists: To get insights into the practical aspects of data handling, analysis methods, and
tool effectiveness.

4. IT Managers / System Administrators: For technical details on IT infrastructure, data integration, and platform
performance.

5. HR Manager: To gather information on talent acquisition, training, and skill development specific to analytics roles.

6. Business Unit Heads / Department Managers: Choose a few from critical business areas where analytics play a
significant role, such as Marketing, Finance, or Operations.

7. Compliance Officer: For insights into risk assessment, management through analytics, and adherence to regulatory
compliance.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 2: INTERVIEW GUIDES 1. Chief Data Officer (or CAO)
2. Chief Information Officer (or CTO)
3. Senior Data Analysts/Data Scientists

1. Chief Data Officer/Chief Analytics Officer 4.

5.
IT Managers/Administrators
HR Manager
6. Business Unit Heads
Topic Questions 7. Compliance Officer

 Can you describe how the analytics initiatives are aligned with the company's broader business goals?
1. Analytics Strategy  How do you ensure ongoing alignment of analytics projects with evolving business objectives and stakeholder engagement?
 How is collaboration between different analytics teams across the organization managed and encouraged?

 What are the current data warehousing strategies, including the effectiveness and scalability of data storage and processing?
2. Data Management  What processes are in place for managing the data lifecycle within the warehouse?
 How do you ensure and monitor data quality standards across the organization?

 How is advanced analytics and AI currently being utilized within the organization, and what challenges have you encountered?
3. Advanced  What initiatives are in place for staying ahead in terms of technological advancements in analytics and AI?
Analytics & AI  How do you foresee the role of AI evolving in the company's future strategy?

 How is the organization attracting and retaining top talent in analytics?

4. Analytics Talent  What programs or strategies are in place for continuous learning and skill development in analytics?
 Can you describe the performance evaluation and career path processes for analytics personnel?

 How is a data-driven decision-making culture promoted within the organization?

5. Decision Making  How are predictive analytics and real-time data integrated into decision-making processes?
Process  What role does analytics play in risk assessment and management?

 What criteria are used for selecting analytics platforms and tools, including cross-platform integration and interoperability?
5. Tools &  How is infrastructure scalability addressed to handle analytics workloads?
Infrastructure  What disaster recovery and business continuity plans are in place for analytics infrastructure?
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 2: INTERVIEW GUIDES 1. Chief Data Officer (or CAO)
2. Chief Information Officer (or CTO)
3. Senior Data Analysts/Data Scientists

2. Chief Information Officer/Chief Technology Officer 4.

5.
IT Managers/Administrators
HR Manager
6. Business Unit Heads
Topic Questions 7. Compliance Officer

 How does the current IT strategy support and align with the overall analytics strategy of the organization?
1. Analytics Strategy  What role does IT play in shaping the analytics strategy, particularly in terms of technology adoption?
 How do you envision the evolution of IT to further support the analytics strategy in the future?

 How is the IT department ensuring the efficiency and effectiveness of data management systems?
2. Data Management  What measures are in place to guarantee data security, privacy, and compliance in organizational data management policies?
 How do you assess and plan for the data storage and processing needs of the organization?

 How is the IT infrastructure adapted to support advanced analytics and AI initiatives?

3. Advanced  How does IT support the scaling of AI and analytics applications across the organization?
Analytics & AI  What future investments in technology do you foresee as necessary for advancing AI and analytics?

 How does IT collaborate with HR in terms of recruiting and retaining tech talent for analytics?
4. Analytics Talent  What role does IT play in facilitating training and development for analytics-related skills?
 How does the IT department foster a culture of continuous learning in analytics?

 How do IT systems and tools contribute to the organization's decision-making processes?

5. Decision Making  What steps are being taken to enhance the integration of analytics into decision-making at various levels?
Process  How does IT ensure that decision-makers have timely and reliable access to necessary data?

 What criteria are used for selecting and implementing analytics tools and platforms?
5. Tools &  Can you discuss the approach towards cloud solutions and their impact on analytics?
Infrastructure  How are new technologies evaluated and integrated into the existing analytics infrastructure?
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 2: INTERVIEW GUIDES 1. Chief Data Officer (or CAO)
2. Chief Information Officer (or CTO)
3. Senior Data Analysts/Data Scientists

3. Senior Data Analysts/Data Scientists 4.

5.
IT Managers/Administrators
HR Manager
6. Business Unit Heads
Topic Questions 7. Compliance Officer

 How do you see the current analytics strategy aligning with the broader business objectives?
1. Analytics Strategy  Can you describe how analytics projects are prioritized and aligned with strategic goals?
 How is feedback from analytics projects incorporated back into strategy development?

 How do you ensure data quality and integrity in your work?

2. Data Management  What challenges have you encountered in data lifecycle management?
 Are there any gaps in current data management practices that could be addressed for better efficiency?

 How are advanced analytics and AI utilized in your current projects?

3. Advanced  What challenges do you face in implementing AI/ML models, and how do you overcome them?
Analytics & AI  How do you stay abreast of new developments and technologies in AI and analytics?

 How does the current environment support your development as an analytics professional?
4. Analytics Talent  What training or learning opportunities have been most beneficial for you?
 How does the organization support knowledge sharing and collaboration among the analytics team?

 How does data analytics influence decision-making processes in your experience?

5. Decision Making  What improvements could be made in integrating analytics more deeply into decision-making?
Process  How is the impact of analytics-driven decisions tracked and measured?

 What tools and platforms are you currently using, and how effective are they in supporting your analytics work?
5. Tools &  How does the current infrastructure support or hinder your analytics projects?
Infrastructure  Are there any tools or technologies you believe would significantly enhance analytics capabilities?
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 2: INTERVIEW GUIDES 1. Chief Data Officer (or CAO)
2. Chief Information Officer (or CTO)
3. Senior Data Analysts/Data Scientists

4. IT Managers/Administrators 4.
5.
IT Managers/Administrators
HR Manager
6. Business Unit Heads
Topic Questions 7. Compliance Officer

 How is the IT department involved in the development and execution of the organization's analytics strategy?
1. Analytics Strategy  How do you align IT resources and capabilities to meet the demands of the analytics strategy?
 What challenges have you encountered in supporting the analytics strategy, and how have you addressed them?

 What systems and processes are in place for managing and securing the organization's data?
2. Data Management  How do you ensure data quality and integrity across different data management systems?
 Can you discuss the strategies used for data accessibility, backup, recovery, and business continuity?

 What role does the IT department play in supporting advanced analytics and AI initiatives?
3. Advanced  How do you handle the integration of AI and machine learning models into existing IT systems?
Analytics & AI  How does the IT infrastructure scale to accommodate the growing needs of AI and analytics workloads?

 How does the IT department support the training and development needs of analytics personnel?
4. Analytics Talent  Can you describe any IT-led initiatives aimed at enhancing analytics skills within the organization?
 What collaboration exists between IT and other departments in terms of knowledge sharing and skills development in analytics?

5. Decision Making  What tools or systems are provided by IT to assist in data-driven decision-making?
Process  How does IT contribute to tracking the effectiveness and outcomes of decisions made based on analytics?

 What criteria are used for selecting analytics tools and infrastructure within the IT department?
5. Tools &  How do you ensure the seamless integration of these tools into the existing IT landscape?
Infrastructure  What measures are in place for monitoring and maintaining the performance of analytics tools and infrastructure?
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 2: INTERVIEW GUIDES 1. Chief Data Officer (or CAO)
2. Chief Information Officer (or CTO)
3. Senior Data Analysts/Data Scientists

5. HR Manager 4.
5.
IT Managers/Administrators
HR Manager
6. Business Unit Heads
Topic Questions 7. Compliance Officer

 How does the HR department contribute to the development and implementation of the analytics strategy?
1. Analytics Strategy  How is feedback from employees regarding analytics strategy collected and acted upon?

 How does HR ensure that employees handling data are aware of and comply with data management policies?
2. Data Management  How does HR support the recruitment of specialists in data management roles?
 What role does HR play in promoting a culture of responsible and ethical data handling?

 What strategies are in place for sourcing talent with skills in advanced analytics and AI?
3. Analytics Talent  How does HR support continuous learning and development and growth opportunities in analytics roles?
 How are performance and contributions of analytics personnel evaluated and recognized? How about identifying skill gaps?

4. Decision Making  How does HR ensure that decision-making processes within the organization are inclusive and data-driven?
Process  What role does HR play in monitoring the effectiveness of analytics-driven decisions on organizational performance?
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 2: INTERVIEW GUIDES 1. Chief Data Officer (or CAO)
2. Chief Information Officer (or CTO)
3. Senior Data Analysts/Data Scientists

6. Business Unit Heads 4.

5.
IT Managers/Administrators
HR Manager
6. Business Unit Heads
Topic Questions 7. Compliance Officer

 How is the analytics strategy integrated into your business unit's operations and objectives?
1. Analytics Strategy  How do you align your business unit's goals with the overall organizational analytics strategy?
 What improvements would you suggest in the current analytics strategy from your business unit’s perspective?

 How does your business unit manage and utilize data for operational and strategic purposes?
2. Data Management  How does data accessibility and quality affect your unit’s performance and decision-making?
 Are there specific data management tools or practices that you find particularly effective or in need of improvement?

 How is advanced analytics and AI being used within your business unit?
3. Advanced  What impact have AI and advanced analytics had on your unit's productivity or decision-making processes?
Analytics & AI  Are there areas within your unit where you see potential for further application of AI and analytics?

 How do you assess the analytics skill levels within your team?
4. Analytics Talent  How do you ensure that your team stays current with emerging analytics skills and technologies?
 What challenges have you faced in recruiting or retaining analytics talent in your unit?

5. Decision Making  How do you ensure that decision-making processes are data-driven and aligned with analytics insights?
Process  What improvements would you suggest to further enhance analytics-driven decision-making?

5. Tools &  What analytics tools and technologies are currently used in your business unit?
Infrastructure  How do these tools and the overall infrastructure support your unit's specific analytics needs?
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 2: INTERVIEW GUIDES 1. Chief Data Officer (or CAO)
2. Chief Information Officer (or CTO)
3. Senior Data Analysts/Data Scientists

7. Compliance Officer 4.
5.
IT Managers/Administrators
HR Manager
6. Business Unit Heads
Topic Questions 7. Compliance Officer

 How do compliance considerations influence the organization’s analytics strategy?

1. Analytics Strategy  What role does the compliance department play in shaping or approving analytics initiatives?

 What measures are in place to ensure data management practices comply with legal and regulatory requirements?
2. Data Management  How does compliance monitor and audit data management practices within the organization?
 What is the process for updating data management policies to adhere to new regulations?

 How are compliance issues addressed in the deployment of advanced analytics and AI technologies?
3. Advanced  What steps are taken to ensure AI models and analytics tools comply with regulatory standards?
Analytics & AI  How do you stay informed about regulatory changes affecting advanced analytics and AI?

 What role does compliance play in ensuring that analytics talent is aware of and adheres to compliance standards?
4. Analytics Talent  How are compliance considerations integrated into performance evaluations for analytics roles?

5. Decision Making  How does the compliance department ensure that decision-making processes are in line with legal and regulatory requirements?
Process  How is the impact of regulatory compliance on decision-making processes evaluated and managed?

 How are new tools and technologies evaluated from a compliance perspective before implementation?
5. Tools &  What processes are in place for continuous monitoring of compliance in the use of analytics tools and infrastructure?
Infrastructure  How does compliance ensure that data security and privacy are maintained within the analytics infrastructure?
 BUSINESS ANALYTICS DIAGNOSTIC

Section 3: Scorecards
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS

Summary: Business Analytics Diagnostic for [ORGANIZATION NAME]

Topic Item Nascent Developing Mature Optimized Comments

xx
I. ANALYTICS STRATEGY 1. Strategic Alignment

xx
2. Performance Measurement

xx
3. Future Roadmap

xx
II. DATA MANAGEMENT 4. Data Warehousing

xx
5. Data Sourcing & Integration

xx
6. Data Quality

xx
7. Data Governance

xx
III. ADVANCED 8. Predictive Modeling
ANALYTICS AND AI

xx
9. Machine Learning

xx
10. AI-driven Decision Making
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS

Summary: Business Analytics Diagnostic for [ORGANIZATION NAME]

Topic Item Nascent Developing Mature Optimized Comments

xx
IV. ANALYTICS TALENT 11. Talent Acquisition and Retention

xx
12. Training and Development

xx
13. Community Engagement and
Collaboration

V. DECISION MAKING xx
14. Data-Driven Culture
PROCESS

xx
15. Analytical Decision-making

xx
16. Predictive Decision-making

VI. TOOLS AND xx

17. Analytics Platforms
INFRASTRUCTURE

xx
18. Infrastructure Scalability

xx
19. Tool Integration
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
1. Strategic Alignment III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 No systematic approach to link analytics projects to business objectives; minimal or no impact of analytics on business outcomes.
 Minimal involvement of stakeholders in analytics initiatives; feedback from stakeholders is rarely sought or utilized.
1. Nascent  Inconsistent analytics methodologies and standards across the organization; limited sharing of analytics resources or insights.

 Recognition of the need for alignment, with ocassional collaboration and efforts to measure the impact of analytics.
2. Developing  Occasional efforts to align analytics projects with stakeholder needs; stakeholder feedback is sought for select projects.
 Efforts to standardize analytics methodologies are in progress, though not yet fully implemented; systematic approach is lacking.

 Analytics are considered a key component in strategic planning and support business objectives with established metrics.
 Regular involvement of stakeholders in analytics initiatives; stakeholder feedback systematically incorporated into analytics.
3. Mature  Established standards for analytics methodologies across the organization with regular sharing of resources, tools, and insights.

 Analytics insights actively shape business strategy and objectives with advanced metrics and regular reviews to assess the impact.
 Stakeholders are active partners in shaping analytics strategy and initiatives; this collaboration drives innovation.
4. Optimized  Advanced, organization-wide standards for analytics methodologies, continuously reviewed with full sharing and leveraging of
insights.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
2. Performance Measurement III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 Limited or no KPIs specifically developed for measuring the impact of analytics; not aligned with analytics goals.
1. Nascent  Analytics performance is assessed internally without external references or benchmarks.
 Limited or no measurement of ROI for analytics projects; decision-making on analytics projects is not driven by ROI.

 Some alignment of KPIs with analytics goals, though not systematically linked to analytics goals.
 Recognition of the value of benchmarking, yet structured processes and tools for effective comparison are still being developed.
2. Developing  Efforts to establish ROI measurement practices are in progress, though integration into decision-making is uneven.

 Well-defined KPIs are in place to measure the impact of analytics initiatives; these are closely aligned with analytics goals.
3. Mature  Comparative analysis is a standard part of performance evaluation, driving improvements and innovations in analytics.
 Systematic measurement of ROI for most analytics projects; ROI considerations are integral to decision-making processes.

 Advanced and dynamic KPIs continuously evaluate and enhance the impact of analytics; intricately linked to analytics goals.
 The organization is often a benchmark for others in the industry, reflecting its leadership and excellence in analytics.
4. Optimized  Continuous refinement of ROI measurement processes, leveraging insights to maximize value from analytics investments.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
3. Future Roadmap III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 No clear strategy or plan for adopting new analytics technologies; adoption is not driven by strategic planning.
1. Nascent  No structured plan for recruiting or developing in-house analytics talent; little to no training programs for analytics skills.
 Minimal focus on innovation or research within the analytics function; limited resources for pursuing innovative analytics projects.

 Initial steps towards planning for new technology adoption in analytics, though strategic implementation lags behind.
2. Developing  Initial efforts to recruit and train for analytics skills; consistency varies and they lack long-term perspective.
 Some initiatives to encourage innovation in analytics though resources for research and innovation in analytics are limited.

 Well-defined plan for adopting new analytics technologies; tech investment is planned and budgeted.
3. Mature  Well-defined strategy for developing analytics talent, including structured training programs and strategic recruitment plans.
 Innovation in analytics is recognized and rewarded, with adequate resources and support for innovative projects.

 Advanced, forward-looking strategy for technology adoption, positioning the organization as a leader in analytics innovation.
 Advanced, comprehensive approach to talent development, positioning the organization as an employer of choice in analytics.
4. Optimized  Strong infrastructure to support continuous innovation, including resources, training, and encouragement of creative thinking.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
4. Data Warehousing III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 Basic or no data warehouse architecture with limited scalability or efficiency; minimal consideration of future data storage needs.
1. Nascent  Inefficient data management leading to poor data access and quality; Lack of systematic approach to data governance.
 Data warehouse struggles with increased data volumes; scalability is a significant challenge.

 Some improvements in data retrieval, processing and future planning; issues with scalability and efficiency persist.
2. Developing  Recognition of the need for better data lifecycle management, with steps being taken towards improvement.
 Awareness of scalability needs is growing, but strategic and proactive measures are still forming.

 Well-designed data warehouse architecture that supports efficient storage, retrieval, and processing with planning for scalability.
3. Mature  Structured and systematic approach to data governance throughout its lifecycle in the warehouse.
 Scalability considerations are integrated into the warehouse strategy, supporting consistent performance.

 Advanced, state-of-the-art data warehouse architecture with exceptional efficiency, scalability, and processing capabilities.
4. Optimized  Leading practices in data lifecycle management, setting industry standards for data governance and efficiency.
 Warehouse scalability is a core strength, supporting business growth and innovation with minimal disruptions.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
5. Data Sourcing & Integration III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 Limited strategy for data sourcing; data sources are often disparate and uncoordinated.
1. Nascent  Lack of standardization in ETL (Extract, Transform, and Load) processes, resulting in inconsistent data quality.
 Dashboards, if present, are not user-friendly and require technical expertise to navigate.

 Developing a strategy for data sourcing, but it lacks comprehensiveness and integration.
2. Developing  Initial steps towards streamlining and automating ETL processes; however, these are not yet fully optimized.
 Recognition of the need for more interactive and accessible BI tools for non-technical users; implementation is uneven.

 Well-defined data sourcing strategy that effectively integrates technical and business considerations.
3. Mature  Well-established and efficient ETL processes and high degree of automation, resulting in reliable data quality.
 Regular updates and improvements to dashboards based on user feedback and changing business needs.

 Advanced, comprehensive strategy for data sourcing, setting industry benchmarks.

4. Optimized  State-of-the-art ETL processes, with advanced automation and innovative technologies, set industry standards.
 State-of-the-art interactive dashboards, setting industry standards for ease of use and information dissemination.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
6. Data Quality III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 Minimal or no defined standards for data quality; frequent issues with data accuracy, completeness, and timeliness.
1. Nascent  Minimal tools or processes in place for systematic data profiling, with a lack of regular assessment to ensure data quality.
 Data quality improvements are sporadic and uncoordinated.

 Initial steps towards defining data quality standards; however, implementation is inconsistent.
2. Developing  Some efforts to profile and monitor data; however, these practices are not yet comprehensive or fully effective.
 Growing awareness of the importance of data quality, with efforts to improve being gradually integrated.

 Well-established standards for data quality, including accuracy, completeness, and timeliness.
3. Mature  Data profiling and monitoring are integrated into standard data management practices.
 Data quality improvement is recognized as a critical component of data management strategy.

 Advanced, comprehensive standards for data quality, setting industry benchmarks.

4. Optimized  Strong culture of maintaining high data quality, with organization-wide commitment to continuous data monitoring.
 Data quality improvement initiatives are integral to the business strategy, driving efficiency and accuracy in decision-making.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
7. Data Governance III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 No formal framework for data governance in place; lack of clear policies, standards, or procedures for managing data.
1. Nascent  Minimal recognition of the value of data stewardship in supporting governance frameworks.
 Minimal understanding or adherence to regulatory requirements affecting data governance.

 Initial steps towards establishing a data governance framework; though not comprehensive and implementation is inconsistent.
2. Developing  Growing understanding of the importance of data stewardship, though practical implementation is uneven.
 Growing recognition of the importance of regulatory compliance, but full implementation is inconsistent.

 Well-defined and comprehensive data governance framework in place, with clear standards and procedures.
3. Mature  Data stewardship is recognized as critical to maintaining data quality and governance.
 Strong understanding across the organization of regulatory requirements and their impact on data governance.

 Advanced, state-of-the-art data governance framework; continuous improvement and innovation in governance standards.
 Data stewardship is integral to the organization’s strategy, ensuring the highest standards of data quality and governance.
4. Optimized  Compliance is deeply integrated into data governance strategy, ensuring the highest standards of legal and ethical data
management.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
8. Predictive Modeling III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 Predictive modeling is either not used or used in a very basic form, leading to unreliable outcomes.
1. Nascent  Limited understanding or application of feature engineering and selection in predictive modeling.
 Limited processes or understanding of the requirements for effective model deployment and maintenance.

 Growing awareness of the value of predictive modeling, though practical application is still limited.
2. Developing  Initial attempts at feature engineering and selection; these efforts are not yet fully systematic or effective.
 Some awareness of the need for ongoing model deployment and maintenance, though systematic processes are lacking.

 Predictive models are regularly used and trusted for decision-making, with rigorous validation processes in place.
3. Mature  Regular use of relevant and well-engineered features, significantly enhancing model performance and accuracy.
 Strong internal capability in managing the lifecycle of predictive models, from deployment to maintenance.

 Predictive modeling is a core strength, with continuous innovation and refinement of methods.
4. Optimized  Proactive and strategic approach to feature creation, significantly boosting predictive model accuracy and performance.
 Continuous improvement and refinement of models based on the latest data and analytics trends.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
9. Machine Learning III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 Limited understanding of different machine learning algorithms and their appropriate use cases.
1. Nascent  Minimal or ad hoc data preparation processes for machine learning.
 Limited or no structured approach to evaluating and optimizing machine learning models.

 Some efforts in selecting and training machine learning algorithms; however, these are not yet fully effective or optimized.
2. Developing  Initial efforts in data preparation and processing for machine learning, but not yet fully systematic or effective.
 Initial steps towards evaluating and optimizing machine learning models; however, these are not yet systematic or fully effective.

 Well-informed selection of appropriate machine learning algorithms based on specific use cases and data.
3. Mature  Systematic and effective data preparation processes for machine learning, with skilled handling of missing data.
 Systematic evaluation of machine learning models using a range of appropriate metrics.

 Advanced, strategic selection and training of machine learning algorithms, setting industry benchmarks.
4. Optimized  Recognized excellence in preparing and processing data for machine learning, leading to superior model performance.
 Advanced, state-of-the-art practices in machine learning model evaluation and optimization, setting industry standards.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
10. AI-driven Decision Making III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 Minimal or no use of AI solutions for improving operational efficiency.

1. Nascent  Customer service and engagement strategies do not leverage AI, resulting in missed opportunities for enhanced experiences.
 Strategic insights from AI are often reactive and based on past or current trends, with limited forward-looking perspective.

 Initial implementation of AI solutions for operational efficiency, though these are not yet fully effective or widespread.
2. Developing  Growing recognition of AI's potential in customer engagement, with sporadic adoption across customer touchpoints.
 Growing understanding of the potential of AI for foresight, with sporadic adoption in strategic planning.

 Systematic use of AI solutions to enhance operational efficiency across various functions.

3. Mature  Significant improvements in customer interactions through personalized recommendations and efficient AI-driven services.
 Strong internal expertise in leveraging AI for strategic insight, with established best practices.

 Advanced, innovative use of AI in driving operational efficiency, with continuous improvement and refinement.
4. Optimized  Strategic and comprehensive integration of AI solutions across all customer interaction channels for maximum impact.
 Strategic decision-making is heavily supported by sophisticated AI-driven analytics and predictions.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
11. Talent Acquisition and Retention III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 Little to no structured recruitment strategies for analytics talent.

1. Nascent  No formal retention programs or career pathing strategies for analytics talent; high turnover rates among analytics staff.
 Performance reviews are infrequent or informal, leading to uncertainty and inconsistency in assessments.

 Some recruitment strategies in place; these are not fully developed or effective.
2. Developing  Initial efforts to establish retention programs and career paths for analytics talent, though not fully structured or communicated.
 Developing performance evaluation systems start to incorporate specific criteria for analytics roles, though not yet robust.

 Well-defined recruitment strategies and outreach programs specifically tailored for analytics talent.
3. Mature  Established retention programs specifically tailored for analytics talent, with well-communicated career paths.
 Established performance evaluation systems with clear, relevant metrics for analytics talent.

 Advanced, innovative recruitment strategies and outreach programs, setting industry standards for attracting top analytics talent.
4. Optimized  Dynamic career paths with multiple trajectories available for analytics professionals, promoting internal mobility and flexibility.
 Advanced, strategic performance evaluation systems that are integral to the organization's culture.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
12. Training and Development III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 No formal process to identify skill gaps within the analytics team.

1. Nascent  Limited or no continuous learning programs in place for the analytics team.
 Minimal engagement in certifications and specializations, with few employees holding or pursuing relevant qualifications.

 Some efforts to identify skill gaps; however, these are sporadic and lack a strategic approach.
2. Developing  Initial steps to provide continuous learning opportunities; though not comprehensive or fully aligned with industry developments.
 Some employees are encouraged to pursue certifications, and a few specialized roles may require or hold relevant qualifications.

 Systematic process in place for identifying skill gaps within the analytics team.
 Structured continuous learning and upskilling programs are in place and accessible to the analytics team.
3. Mature  A clear policy supports and incentivizes certification attainment, with a significant number of the analytics staff holding
recognized qualifications.

 Advanced, data-driven approaches to continuously identify and preempt skill gaps within the analytics team.
 Advanced, comprehensive continuous learning systems that are deeply integrated into the organizational culture.
4. Optimized  Organization-wide commitment to continuous professional development with industry-leading levels of certifications and
specializations among staff.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
13. Community Engagement & Collaboration III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 Little to no formal mechanisms for knowledge sharing or collaborative practices; cross-departmental communication is limited.
1. Nascent  There is a lack of strategic vision for leveraging external partnerships to enhance analytics capabilities.
 Minimal or no initiatives in place to foster innovation and co-creation in analytics.

 Occasional collaborative projects take place; however, a culture of regular knowledge exchange has not been established.
2. Developing  Growing awareness of the benefits of external partnerships, with efforts to establish networks in their infancy.
 Some innovation and co-creation initiatives exist; these are not yet fully structured or consistently applied.

 Regular cross-functional meetings and workshops to encourage the exchange of ideas and expertise.
3. Mature  Strategic approach to selecting and managing external partnerships, aligned with the organization's analytics objectives.
 Established programs and platforms that facilitate innovation and co-creation in analytics.

 Seamless collaboration across all levels and departments, driven by a strong community of practice.
4. Optimized  Organization is recognized as a key player in external analytics networks, often setting trends and industry standards.
 Advanced, comprehensive initiatives for innovation and co-creation that are central to the organization's analytics strategy.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
14. Data Driven Culture III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 No formal systems in place to capture and track analytics demand or manage analytics projects.
1. Nascent  Resistance to change is prevalent, with a significant reliance on intuition over data in decision-making.
 Limited access to or democratization of data, with many employees finding it difficult or impossible to obtain the data they need.

 Initial efforts to track analytics demand and usage, though not yet fully systematic or integrated.
2. Developing  Some resistance to change remains, though pockets of the organization begin to show support for data-driven decisions.
 Steps are being taken to improve data access and democratization, though these initiatives are not yet comprehensive.

 Established systems for effectively capturing business demand for analytics and tracking service requests.
3. Mature  Active measures to address resistance, including training programs and support systems, facilitate the transition.
 Data democratization is a key organizational goal, with ongoing initiatives to embed practices in all decision-making processes.

 Advanced, integrated systems that provide real-time tracking of analytics demand and usage across the organization.
4. Optimized  Resistance to data-driven practices is minimal due to the pervasive belief in data's value, supported by continuous education.
 Data democratization is a cornerstone of the organizational ethos, with clear policies and strong leadership support.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
15. Analytical Decision-making III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 There is little to no investment in developing or acquiring analytical tools that support structured decisions.
1. Nascent  Absence of a strategic approach to leverage data for enhancing decision effectiveness and efficiency.
 Minimal or no tracking of outcomes of decisions made using analytics; lack of feedback to understand their effectiveness.

 Efforts to integrate analytics into decision-making are underway, with some departments or teams leading the way.
2. Developing  Initial efforts to move away from purely intuitive decision-making to more data-informed approaches.
 Initial efforts to track decision outcomes and some mechanisms for feedback on decision-making effectiveness.

 There is strong organizational support for data-driven decision-making, with good adoption rates of analytical tools.
3. Mature  Systematic integration of analytical methods into most decision-making processes.
 Systematic tracking of outcomes of decisions made through analytics; well-established feedback mechanisms inform decisions.

 Advanced, sophisticated analytical frameworks and tools are integral to decision-making processes at all levels.
4. Optimized  Decision-making is consistently enhanced by sophisticated analytical insights, setting industry benchmarks.
 Advanced systems in place for tracking and analyzing the outcomes of all major decisions, with proactive feedback mechanisms.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
16. Predictive Decision-making III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 Limited capability or understanding of how to leverage predictive analytics for future scenario planning.
1. Nascent  Minimal infrastructure or capability to access and analyze real-time data for immediate decision-making.
 Limited capability or infrastructure to predict future risks or develop proactive mitigation strategies.

 Growing awareness of the potential benefits of predictive analytics for scenario planning; implementation is in early stages.
2. Developing  Growing awareness of the benefits of real-time data, with initial steps taken to improve data access and analysis.
 Initial steps to use predictive analytics in risk management, with efforts to improve data analysis and forecasting.

 Strategic planning is underpinned by data-driven insights, with a balance between predictive analytics and other strategic inputs.
 Infrastructure and processes are well-established to support quick access to and analysis of real-time data.
3. Mature  Strong internal capabilities in predictive risk management, contributing to more informed decision-making and reduced
incidences of unforeseen challenges.

 Continuous innovation in predictive modeling; the organization stays ahead of emerging trends and potential disruptions.
 Continuous innovation in data processing and predictive modeling ensures the organization stays agile and responsive to
4. Optimized immediate operational needs.
 Continuous refinement and improvement of predictive models and risk strategies based on the latest data and analytical
techniques.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
17. Analytics Platforms III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 Limited or no process to assess and select analytics platforms; those in use may not align well with the required capabilities.
1. Nascent  Minimal or no formal training provided for users of analytics platforms.
 Minimal or no monitoring of analytics platform performance.

 Growing awareness of the importance of selecting the right analytics platforms, with efforts to improve evaluation processes.
2. Developing  Some training initiatives for platform users are in place; these may not be comprehensive or tailored to different user needs.
 Initial efforts to monitor platform performance are in place; however, these are not comprehensive or proactive.

 The organization makes informed decisions on platform selection, leading to effective and efficient use of analytics tools.
3. Mature  Comprehensive training programs for users of analytics platforms, covering a wide range of skill levels and functionalities.
 Established processes for continual assessment and optimization of platform performance.

 Comprehensive evaluation of platforms based on a broad spectrum of criteria, ensuring perfect alignment with organizational goals
and user needs.
4. Optimized  Continuous assessment and improvement of training and support services, aligned with the latest best practices and user feedback.
 Advanced, continuous monitoring practices that set industry benchmarks for platform performance.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
18. Infrastructure Scalability III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 Lack of foresight in anticipating future capacity needs based on analytics growth projections.
1. Nascent  Limited or no use of cloud-based solutions for analytics infrastructure.
 Limited or no disaster recovery and business continuity plans for the analytics infrastructure.

 Inconsistencies in capacity management, leading to uneven performance across different analytics functions.
2. Developing  Initial adoption of cloud-based solutions, though not yet fully leveraged for elasticity and scalability.
 Initial steps towards implementing disaster recovery plans, though these may be basic and not fully comprehensive.

 The organization maintains a balance between infrastructure capacity and analytics demand, minimizing performance issues.
3. Mature  Effective use of cloud-based solutions to provide scalable infrastructure for analytics.
 Well-established disaster recovery and business continuity plans specifically tailored for the analytics infrastructure.

 Use of cutting-edge tools and methodologies for capacity management, ensuring high efficiency and scalability.
4. Optimized  Advanced utilization of cloud-based solutions, setting industry benchmarks for infrastructure elasticity and scalability.
 Proactive and strategic management of resilience measures, ensuring minimal impact on operations during adverse events.
BUSINESS ANALYTICS DIAGNOSTIC—SECTION 3: SCORECARDS I. Analytics Strategy
II. Data Management
19. Tool Integration III.
IV.
Advanced Analytics & AI
Analytics Talent
V. Decision Making Process
Level Characteristics VI. Tools & Infrastructure

 Lack of a strategic approach to analytics tool integration, resulting in isolated data silos and limited collaboration.
1. Nascent  Minimal or no use of APIs and limited adherence to interoperability standards.
 Minimal or no development of custom tools, leading to unaddressed gaps in analytics capabilities.

 Initial steps towards integrating analytics tools, though integration is not yet seamless or comprehensive.
2. Developing  Initial implementation of APIs, though not yet fully leveraged for tool integration.
 Initial attempts to develop custom tools; however, these may lack sophistication or full alignment with organizational needs.

 Well-established integration across major analytics platforms, facilitating efficient data sharing and processing.
3. Mature  Effective use of APIs to facilitate communication between different analytics tools.
 Systematic development of custom tools that effectively address gaps in the existing analytics toolset.

 Advanced, seamless integration across all analytics platforms, setting industry benchmarks for cross-platform connectivity.
4. Optimized  Advanced, strategic use of APIs, setting industry standards in tool integration and interoperability.
 Advanced, strategic development of custom tools, setting industry benchmarks for innovation and effectiveness.
 BUSINESS ANALYTICS DIAGNOSTIC

Section 4: Next Steps

BUSINESS ANALYTICS DIAGNOSTIC—SECTION 4: NEXT STEPS

Next Steps
Congratulations on completing the diagnostic!

You've got a fact-based view of the current state.

Perhaps you've identified some areas for improvement.

So, what's next?

Now the real work begins of designing the future state and making the transition happen.

If you'd find it helpful to speak with a consultant who has supported other clients through this type of transformation, let's talk.

Umbrex is a global community of over 4,000 independent consultants with prior experience at a top-tier global firm.

We will connect you with the right consultant for your needs.

Contact us at [email protected].