Transforming Branch Performance with Data

1. Collaborative Goal Setting: We kicked off by jointly identifying a key goal that would benefit both the head office and branches. This process led to the development of a performance dashboard concept, aimed at giving insights on regional and branch performance, fostering healthy competition, and highlighting effective strategies.
2. Global Metric Definition Workshop: In collaboration with branch area managers, we defined universal metrics for the organisation. This cooperative effort ensured that the metrics were agreed upon across the board, setting the stage for their integration into the dashboard.
3. Data Universe Construction and Audit: We undertook comprehensive data audits and quality checks to build a robust data universe. This involved adhering to the newly established metric definitions and addressing any data discrepancies between the head office and branches.
4. Specialised Dashboard Creation: Leveraging the data universe, we crafted a series of purpose-driven dashboards. Each dashboard was designed with a unique audience and objective in mind, tailored to meet diverse informational needs.
5. National Progress Presentation and Trust Building: At the client's national conference, we presented our progress, acting as an unbiased third party. This step was instrumental in breaking down trust barriers and fostering acceptance of the new system across branches.
6. Direct Branch Engagement and Support: By participating in quarterly area meetings, we addressed branch-specific queries about the data and dashboards. This direct engagement not only built trust but also identified and resolved any lingering data issues.
7. Implementation and Adoption Across Branches: Our efforts culminated in the widespread adoption of the dashboard across almost every branch in New Zealand, cementing it as the definitive source for insights and reports within the company.
8. Internal Data Team Development: Following the successful dashboard implementation, the company expanded its data capabilities, forming an internal team comprising a head of analytics, data analyst, and reporting analyst. This team is focused on further enhancing the data foundation we established.

Through creating a clear, tangible goal for the team to work towards, we fostered a collaborative environment where both the head office and branches actively participated in defining and understanding their data. This unified approach not only clarified the purpose and usage of the data but also promoted a sense of shared ownership.

Upon delivery all teams were able to see the value and benefit from having greater access to the insights that matter to them – which meant trust in the numbers was able to be achieved.

This transformation built trust in the data and the result was improved performance and growth opportunities for our client.