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How to Measure Progress in BI Capability - the DELTA Model

Over the past year, we embraced the foundational concepts promoted by Jeanne Harris, Tom Davenport and Robert Morison in the 2010 book entitled "Analytics at Work" (www.analyticsatworkbook.com). In this book, authors show how analytical tools and relevant data can be used to improve decisions across all facets of business.  They created a model called ""DELTA"" that provides foundational guidance for improvement.  At NorthBound, we believe that the DELTA model is helpful in segmenting analytical requirements across an organization into nice, logical buckets (D-Data, E-Enterprise focus, L-Leadership, T-Targets, A-Analysts).  We extended the core model by creating a list of elements that describe each component of the model.  We use this list of elements to score our clients, set targets for improvement and then create a plan to achieve the targets.

 
The model provides insight at a fairly detailed level into the drivers to improve overall analytical processes at an organization.  Stakeholders have visibility into the components of improved analytics and can see how to improve behavior and actions to improve the DELTA score and acheive the targets and goals.  The result of a "good" DELTA score is a culture that uses facts more than intuition to make business decisions.
 
Some elements of our DELTA model are:
Considerations for Data…
-Structure
-Uniqueness
-Integration
-Quality
-Access
-Governance
 
Considerations for Enterprise:
-Evolve perspectives harbored by managers based on personal agendas, needs, or fears
-Develop a holistic view of the company crossing territorial boundaries
 
Considerations for Leadership:
-Develop people skills
-Push for more data and analysis
-Hire smart people, give them credit
-Set a hands-on example
-Set expectations, sign up for results
-Demonstrate persistence over time
-Build an analytical ecosystem
 
Considerations for Target:
-Initially target a specific business problem
-Select something that is both ambitious and approachable
-Grow into targeting a specific business process
-Create a distinctive capability providing a competitive advantage
 
Considerations for Analysts:
-Quantitative and technical skills are the foundation
-Business knowledge and design skills
-Relationship and consulting skills
-Coaching and staff development skills
 
We believe this model provides a great level of detail around the drivers to successful BI.  What model or process do you use to measure performance and progress in BI capability?