The challenge of data/information management practitioners attempting to initiate an analytics program intended to benefit a target audience is that after the analysis is completed, there is no control over how the results are used, or if those results are used at all.

In my last post, we considered modeling the business processes to be enhanced with analytic results and to determine where in the process the behaviors of informed decision-makers were not aligned with expectations. Because the success of the analytics process is bound with improvements in the business results, the goal is to achieve the desired results by ensuring that all parties, especially on the business side, are using the actionable insights in the optimal way.

It may be possible to coerce or encourage those individuals to employ the analytical results, but a good approach is to associate incentives with modified behavior. Reflecting again on the sales prospect analysis example I have used over the previous two posts, one approach might be to compare the difference between those sales people who have adopted the use of analytical prospect scoring and those that have not.

Some key metrics might include the response rate, the closure rate, the volume of goods sold and the aggregate commissions paid. This last measure is quite important as it highlights the reward for adopting the use of analytics: increased compensation.

The motivation of a financial incentive is often enough to warrant at least interest in understanding the level of effort necessary to change behavior. If the amount of effort is seen by the data consumer to be small in comparison to the potential benefit, it is worth modifying his or her behavior. While that desire is necessary, it is not sufficient. Next time we will discuss management’s role in transitioning behavioral tactics.