So You Think You Have A Data & Analytics Strategy?

Screen Shot 2017-06-26 at 11.59.58 AM

So you have the right technology, and an analyst or data scientist or two on staff. Is that enough to claim you have a full data and analytics (D&A) strategy? No – it’s not.

Much more is needed – and most organizations are not there yet:

  • Buy-in at the senior leadership level.
  • A deliberate D&A strategy, with a common understanding of and commitment to the strategy across departments, including objectives, goals and measures of success.
  • The willingness to build the right cross-organizational structures and processes, and commit the appropriate technological and human capacity needed to implement and sustain the strategy.
  • Full integration of the D&A strategy with the business strategy, so that analysis truly drives decision making.
  • The willingness to change direction if your analysis indicates that’s the right thing to do.
  • Full involvement of non-D&A staff – the business experts – into the strategy.

Embracing Big Ideas to Improve Healthcare

Excellent discussion by Dr. Thomas Lee (Harvard T.H. Chan School of Public Health), on how big ideas are needed to improve healthcare. He brings diverse thinking from business, sociology and psychology into a mutually reinforcing cycle. I’ve taken the liberty of reducing his video (link below) into graphic form.

Screen Shot 2017-06-08 at 12.36.06 PM.png

Moneyballing Criminal Justice

TED Talk – October 2013

Anne Milgram, Former Attorney General of New Jersey

For a companion piece to Malcolm Sparrow’s book Handcuffed: What Holds Policing Back, and the Keys to Reform (see my review in the preceding post), take a few minutes to watch this fascinating TED talk from a criminal justice reformer who is renewing the drive to use data analytics to make better decisions in the U.S. criminal justice system. And in keeping with Sparrow’s message of collaboration, I would strongly encourage regulators to pay close attention to strategic advancements in the criminal justice system. There is much mutual learning to be had.

Anne Milgram is a former criminal prosecutor and Attorney General of New Jersey (2010-13), who has since moved on to found the Criminal Justice Initiative at the Laura and John Arnold Foundation.

Continue reading “Moneyballing Criminal Justice”

It’s 2017. Do you know what your regulatory model is?

Regulators are very busy people.

Whether you’re a regulatory executive, an operations manager or front-line staff, your hands are full with the daily business of overseeing your charges: of licensing, investigating or disciplining professionals; of inspecting or enforcing against businesses; of monitoring the members or businesses within your mandate.

It can be hard to find the time to step back and really think about your business, and the way you’re going about it.

You’ve probably developed key performance indicators that you report to senior management, the board, and the public. Along with these, you may monitor other reports, such as benchmarks, turnaround times, workload reports, and task reports. You may have undertaken surveys of your stakeholders, to determine their awareness of and satisfaction with your work. You may have undertaken process reviews to improve operational efficiency. If you’re an executive or manager, you are keenly aware of your budget and resource constraints, and the pressure to do more (a lot more, no doubt) with less.

Ask yourself the following questions.

  • Is your enabling legislation very prescriptive about your regulatory actions, leaving you without much discretion to determine how best to conduct your regulatory work?
  • If not – how do you determine where to allocate your resources, and how to prioritize your work?
  • What role, if any, does the control of risk to the public play in your daily work?
  • Does your organization consider itself to be primarily an enforcer of regulation? Or do you also work with your regulated members or businesses to enhance their compliance?
  • Do you take into account the responsiveness and attitude of the regulated member or business in determining a regulatory course of action?
  • What role do other entities (such as other government, other regulators, community agencies, professional associations, etc.) play in your work?

The fact is – there is no one right way to go about your regulatory business. But that does not mean you don’t have to think about and apply strategy to your work.

Thankfully, many great minds have pondered these questions. In an upcoming post, we’ll talk about some of the operational models that have been developed, including:

  • Right touch regulation
  • Risk-based regulation
  • Smart regulation
  • Responsive regulation
  • Really responsive regulation
  • Problem-oriented regulation