Forming a Team

This is a question to all the web analysts out there in blogistan.

Question: What is the optimal design for a worldwide web analytics team within a company?

Do you…

A)  Centralize all reporting within a tightly controlled group and run that team with an iron fist?
B) Allow free reign of access to the tools and let the masses do their own analysis, cuz they probably will anyway?

C) Create a matrixed team across multiple Geographies with an analyst representing each major organization that touches the web?

D) Screw the team concept, do it all yourself

This is the quandry I find myself in at the moment. It may sound extreme, but I think the way you create the analytics team is key to making the web analytics meaningful and reaching the masses. I am currently opting for Option C, but it has its own inherent problems in that you have varying degree of expertise and roles, and its hard to have team meetings dealing with a million time zones. 

If anyone has any suggestions or insight on an optimal design, feel free to rant…the floor is yours. 

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2 responses to “Forming a Team

  1. Jim, my two cents … if the actual grunt work of getting the data & presenting the data (if there is much grunt work with the tool you’re using) isn’t a critical execution step for the team, centralize that portion of it. However, the “making sense & actions” from the data should be done as you describe in your option C. If you’re dealing with multiple countries, it is critical to have analysts in or from those countries as part of the team.

  2. It all depends on the capabilities of your metrics engine. If, all things being equal, all pages and touchpoints are uniformly tagged, then the first step is to determine segmentation across your data sets, ie, will you be able to roll-up your metrics for a specific geographical region, business unit, or initiative? If you can do finite roll-ups, then the challenge is to find the stake-holder who will be charged with analyzing the data and driving change in the business.

    There must be a central metrics-meister, one charged with relations with the vendor, upgrades, training, and dissemination of best practices. That same person should be assisted by someone who can customize dashboards in consultation with receipients who may have specific needs, and who can insure timely delivery of those dashboards in whatever format and frequency the recepients demand.

    But all in all, your option “C” is the way to go. The days of centralized metrics — an Oracle of Delphi approach — is cumbersome and defeats the purpose of hosted metrics.

    dc

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