Get involved with the strategy and planning process and bring data to their ideas. Clients will love that the strategies are justified with data. Then talk about the things you could then learn from your setup.
The data set you might be reporting on might not be valuable enough or considered when making decisions
Understand what their drivers are (for example is the client using an OKR system and their objective is to accomplish X in order to get promoted) and then showcase a data warehouse or data roadmap that can showcase how such a system can move beyond a system where ‘data helps inform’ to a system where ‘data drives decision’
You have to make the distinction between the various purpose of your datasets and metrics and help the client understand the differences between both. It starts with the right questions to the client to understand what he is trying to measure and why.
There are data sets used to evaluate performance of a program/partner and datasets to measure impact/ROI of a program/partner. It’s important to understand the difference between both and also the limitations of each.
We shouldnt try to make data fit a narrative or use the same dataset to validate a hypothesis. I am not 100% certain about what you mean “after the fact” but an example here would be: looking at a particular dataset, pulling a hypothesis/observations, and using this same dataset (maybe longer timeframe) to validate that hypothesis. Too many biases here.
Think of it as breaking a cycle. I think Associate Director Analytics 1 has it right. The one addition I'll make is that depending on your team's culture and client culture, you may also want to start with injecting yourself into internal meetings at that planning and brief-response stage.
The thing we learn quickly as analysts in ad-land is that we're never going to be the centre of attention (nor should we). If you can shape the behaviour behind the scenes, take the win.
one thing at a time. descriptive analytics are like a prerequisite to predictive and prescriptive analytics. once the dashboards are accurate, more questions will come. if they don't know what's going on currently, it's hard to come up with a point of view on planning priorities for a strategic roadmap.
How is the principal csam role at Microsoft? is it more reactive? do we need to provide off hours support for any client operational issue? how different it is from traditional TAM roles? Microsoft
Get involved with the strategy and planning process and bring data to their ideas. Clients will love that the strategies are justified with data. Then talk about the things you could then learn from your setup.
The data set you might be reporting on might not be valuable enough or considered when making decisions
Understand what their drivers are (for example is the client using an OKR system and their objective is to accomplish X in order to get promoted) and then showcase a data warehouse or data roadmap that can showcase how such a system can move beyond a system where ‘data helps inform’ to a system where ‘data drives decision’
You have to make the distinction between the various purpose of your datasets and metrics and help the client understand the differences between both. It starts with the right questions to the client to understand what he is trying to measure and why.
There are data sets used to evaluate performance of a program/partner and datasets to measure impact/ROI of a program/partner. It’s important to understand the difference between both and also the limitations of each.
We shouldnt try to make data fit a narrative or use the same dataset to validate a hypothesis. I am not 100% certain about what you mean “after the fact” but an example here would be: looking at a particular dataset, pulling a hypothesis/observations, and using this same dataset (maybe longer timeframe) to validate that hypothesis. Too many biases here.
Check out Avinash Kayshik's blogs
Occam’s Razor ftw
Think of it as breaking a cycle. I think Associate Director Analytics 1 has it right. The one addition I'll make is that depending on your team's culture and client culture, you may also want to start with injecting yourself into internal meetings at that planning and brief-response stage.
The thing we learn quickly as analysts in ad-land is that we're never going to be the centre of attention (nor should we). If you can shape the behaviour behind the scenes, take the win.
one thing at a time. descriptive analytics are like a prerequisite to predictive and prescriptive analytics. once the dashboards are accurate, more questions will come. if they don't know what's going on currently, it's hard to come up with a point of view on planning priorities for a strategic roadmap.
Makes a lot of sense. Thank you!