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About the Analytics Leadership Consortium (ALC)
The International Institute For Analytics (IIA) began the ALC program in 2014. Now that the model has been proven successful, IIA is looking to expand and scale the program. The ALC program brings together analytics leaders from across industries to form a tightknit group that shares and learns from one another. The ideal ALC member is a Chief Analytics Officer and a few of his or her direct reports. Or, in absence of a CAO, the ranking analytics executives in the organization.
The ALC program allows up to five executives from each member company to participate in the program. Each company is placed in a cohort that is targeted at 10 – 12 member companies. Cohort members remain stable over time. There are monthly meetings of each ALC group, with nine of twelve months having a 1.5 hour webinar and three months having an in-person full day meeting. In support of those primary meetings, there are additional secondary meetings as needed, either as a group or with individual members.
The goal of the ALC is to enable analytics executives to safely share what they are struggling with, where they are finding success, and to learn from their colleagues. The agenda and focal areas for each ALC are customized to that specific group’s needs. Research content is also generated as part of the flow of the program, and guest speakers and experts are brought in as appropriate to provide insight on a given topic. The program is a high quality, high touch environment where executives are have unique access to both IIA’s expertise and the other member companies.
About the Executive Director Position
The Executive Director of the ALC program will report to IIA’s Chief Analytics Officer and will be responsible for all day to day management of the ALC program. In addition, the Executive Director will take a lead role in continuing to develop the strategy and roadmap for the ALC program, working in conjunction with the CAO. Outside of the ALC program, the Executive Director will play a role in setting overall IIA client strategy across all service lines.
The Executive Director will initially have ownership of the three current cohorts of ALC members, with the anticipation that he or she will also eventually handle a fourth cohort (as early as fall 2018) once the others are full. Beyond four cohorts, additional resources may be added to work under the direction of the Executive Director to service the additional cohorts. The position is also supported by a research manager who assists the Executive Director with general logistics like scheduling but is on point for all communications, planning, drafting meeting notes and written summaries, conducting relevant research, web publishing, etc.
The Executive Director will be evaluated on several key metrics tied to the success of the program. These include renewal rates of existing members, member satisfaction scores and feedback, member engagement levels in ALC activities, and ALC program revenue. The Executive Director will require a diverse set of skills as outlined below.
The Executive Director will be interacting with senior analytics executives on a daily basis. It is critical that those executives view the Executive Director as a peer who understands what it is like to be an executive and have accountability for business results. This requires credibility, excellent communication skills, and the ability to put executives at ease so that they are comfortable opening up and being candid about their needs and concerns.
A large component of running an ALC cohort is to understand each member company, what the company’s goals and objectives are, and how analytics is a part of that. And, similarly, understanding each individual participant’s personal goals and objectives. Being able to identify the right research topics, speakers, and discussions to have is a critical part of the job. To succeed with those tasks requires consulting skills.
Additionally, interaction with ALC members can regularly lead to opportunities to propose consulting projects. While the consulting team will be responsible for the proposal and sales process, the Executive Director will be instrumental in identifying and defining new consulting opportunities. At times, the Executive Director may also be asked to assist in the delivery of consulting engagements, as time allows.
Obviously, when interacting with the analytics executives in the ALC program, as well as the IIA member base in general, having knowledge and experience in the analytics domain is important. To be credible, the Executive Director must have working knowledge of a wide range of analytics methodologies, issues, tools, and approaches. The more the Executive Director has lived in the analytics realm in the past, the better. While not expected to be hands-on writing code in recent times, the Executive Director should be conversant in analytics trends, their impact on client organizations, and how clients should pursue those trends successfully.
It is not easy to confidently, effectively, and consistently control a room or webinar full of successful executives. The ability to facilitate is an absolutely essential and primary component of the Executive Director’s role. It is also a skill that many people with an analytics background have not had the opportunity to develop. An Executive Director might have tremendous executive presence, credibility, and experience. However, without also having strong facilitation skills, the rest won’t matter. The ALC meetings and events have to run smoothly and on schedule. And, awkward moments will need to be handled with grace. The right candidate will enjoy the facilitation aspects of the position.
Ability To Contribute Broadly
IIA is a small company and as a result everyone needs to pitch in to get things done. The Executive Director will, at times, need the ability and willingness to help on a range of other activities. For example, the Executive Director will play a key role in helping sell new ALC memberships. However, the Executive Director may also from time to time be asked to help with general IIA sales motions where his or her expertise is relevant. The Executive Director will also need be able to contribute to the research work of IIA through writing blogs, case studies, or research briefs based in part on his or her past experience, as well as the learnings uncovered within the ALC program. And, as mentioned previously, the Executive Director may be asked to help with consulting engagements occasionally.
The following is a list of preferred skills, experiences, and traits for the Executive Director role. A successful candidate won’t necessarily have all of these but will have most.
IIA is the authority on analytics maturity and best practices. Founded in 2010 by Jack Phillips and Thomas H. Davenport, the International Institute for Analytics is an independent research firm that works with organizations to build strong and competitive analytics programs. IIA offers unbiased advice in an industry dominated by hardware and software vendors, consultants and system integrators. With a vast network of analytics experts, academics and leaders at successful companies, we guide our clients as they build and grow successful analytics programs. Since its inception, IIA has worked with more than 200 organizations, sharing the keys to analytics maturity so that our clients gain an edge in an economy increasingly driven by data. Through our in-depth research library, moderated phone calls, webinars and events, our clients get the guidance and expertise needed to compete on analytics and win.
Posted date: 1 month ago
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