From keeping track of runs and wickets to strike rates to ball-by-ball data streams, Indian cricket has come a long way from the days of Test Matches. The T-20 match series has created an entirely new language for cricket statistics, and they have become indispensable in all aspects of the game.
During the selection of players and while forming teams, management looks at players’ batting and bowling metrics. They analyse the hard-hitting, fast scoring, cricket wicket-taking abilities, short performance index and other statistics before bidding for players during the famed IPL auctions.
Analytics and data play a critical role during brand building and content creation for IPL teams. Viewer engagement numbers are vital for sponsorships, monetisation of digital platforms and advertising revenues. Many teams have built proprietary mobile apps and have streaming partnerships with digital platforms like Hotstar. They push the match experience through match analysis, selling merchandise and tickets through digital platforms.
Yet, ALL these digital initiatives depend on data insights and analytics to scale and measure success. There’s no better example than IPL to demonstrate how data consumption has come of age in India.
There’s a lot that CPG brands can learn from IPL on becoming a data-driven organisation.
Automation is often HARD. Remember that at least 10% of your workforce will leave after you automate their daily processes. Many people do not believe in discipline and would instead work in an organisation which trusts their ‘instincts’ rather than old fashioned hard work. Be forewarned.
Here are 5 things that you can do to build a data-driven decision making culture within your organisation.
Build management willpower
It is the cornerstone of everything. Key decision-makers have to be genuinely convinced about becoming a data-driven organisation. If you have naysayers in the top management team, who believe that ‘this will not work in our company’, identify them and first get them on board.
Make things simple
Automation means changing work styles. No one likes to change. If you wish to change the team’s working style then build a system which is extremely fast and straightforward. Your workforce will get onboard faster.
When deploying automation, do not keep a backup of legacy/paper-pen systems. It gives an out to the naysayers. These legacy systems are crutches and will only encourage people to hang on to beliefs that the older systems work better than automation.
Expect problems, be patient
Assuming there is technology involved in automation, there will be initial hiccups. Expect them and be patient when they happen. Assuming your partner in automation is an honest and hardworking vendor, these teething issues will go away in no time.
Expect middle management revolt
Middle management is the toughest to get on board with automation because automation provides data to cross-check their ‘claims’. They will be the ones who will challenge the new processes. The easiest way to get them on board is
i. Assure them that automation is not for policing but for rewarding sincere workers.
ii. Demonstrate how it saves them time & effort over time.
It is a crucial aspect. If you wish to maintain or even enhance the motivation of your workforce, you can link automation to incentives. Now that you have the granular data you need, you can surely come up with a data-driven performance matrix to incentivise your employees.