Late last month, IAPA, the peak body for analytics professionals in Australia, revealed the country’s top analytics leaders as part of its IAPA Top 25 Analytics Leaders program. Today we profile the inaugural #2 ranked Analytics Leader, Sandra Hogan Group Head, Customer Analytics, Origin Energy. 

Building analytics teams that deliver actions and benefits to the business has been the hallmark of Sandra Hogan’s leadership style.

After gaining a clear understanding of overall business strategy and business unit key performance indicators, the Group Head, Customer Analytics at Origin Energy proactively develops an aligned data and analytics strategy that is endorsed by the CEO and socialised extensively with the leadership team for buy in and line management support.

“The Analytics team must understand the priorities of the organisation and be clear on how their outputs contribute to achieving those goals. They work with each stakeholder team to develop business use cases that ensure the analytics work is focused on a business problem, the scope and outcomes are agreed collectively upfront and measures are captured in advance and we have visibility of if and when benefits are realised,” said Hogan.

Highly developed soft skills allows Hogan to clearly articulate the value and gain support for leveraging analytics in key business decisions

“I have strong communication skills and adapt my influencing style to decision makers which has been important in my success.  I aim to understand how the decision maker will best receive the information, via numbers, a story or if they require something highly visual”

“In every role my goal is to understand what the key business objectives are and then determine what analytics capability is needed to achieve those objectives.  I focus my improvement efforts in four categories; people, process, data and technology,” stated Hogan.

The investment of time and training in people has delivered considerable value to the analytics team and organisation, including 3.5 per cent improvements in model accuracy and stakeholder feedback increasing from 5/10 to 9/10.

Placing staff in key business units, like Marketing, allows analysts to become well versed in how to design a new campaign strategy and what analytical assets to embed, at what point in the process, and how to test the benefits. 

“We also found it extremely beneficial to the Marketing team as they developed a new appreciation on how to leverage the analytics into their existing processes and how to collaborate with the analytics to achieve better results,” stated Hogan.

Governance is also an important focus, developing a framework to provide the organisation with a checklist of activities to ensure the deployment and use of any analytically based asset is done with integrity and collaboration. The framework covers direction (what is the vision, strategy and business priorities); design (what are the standards, processes and principles); and delivery (what are the outcomes, controls, support and service levels)

Sandra works with high school and university students to better understand what could be involved in a STEM career, mentoring, guiding and providing work experience for high school students – the analytics professionals of the future.

IAPA is a corporate member of the Which-50 Digital Intelligence Unit. Our members provide their insights and expertise for the benefit of the Which-50 community. Membership fees apply.

DIU

Previous post

Executive awareness leads Gartner's six cybersecurity trends

Next post

AI and Machine Learning Will Change Our Business Future