Central Ohio Tableau User Group 11/14 Slides

Agenda
Introductions
“Dashboard Documentation”
Tabitha Diaz
Group Mission and Vision
Discussion
“Who’s Asking?”
Erin Cefaratti
Closing & Networking

Data Visualization Manager,
JPMorganChase
Scott Eaton
Professional
● Worked at JPMorganChase for 11 years
● 2023 Chase Tableau Community Mentor award winner
● Worked in Data Visualization field for 19 years
● Worked in Tableau for 13 years
● I am a Co-leader of the Datafam Career Pathmakers Tableau
user group
● I am a LinkedIn Top Data Visualization Voice
Personal
● Married for 25 years
● My favorite NFL team is the Cleveland Browns
● My favorite franchise is Star Trek and favorite franchise show
is Deep Space Nine

Tavishi Rose
Pharmaceutical Sourcing Sr. Strategic
Planning & Execution Analyst at
Cardinal Health
She/Her
● Marketing and Data Analytics background – 6+ years of
experience at METTLER TOLEDO, CoverMyMeds, Cardinal Health
● Current work focuses on the emerging biosimilar market –
focus on manufacturers
● On the Executive Committee for the Cardinal Health Asian
Pacific American Network (APAN) ERG
● Currently studying Data Architecture through a program
offered by Cardinal Health.
● Went to OSU, graduated in 2017
○ Marketing Major, Social Psychology and Personality
Minor
● Loves to read, cook, sing in the car, binge watch everything, and
cats
○ I have two cats, Bmo and Yoshi, that are my actual
children – spoiled beyond belief
● Married for 3 years to a pretty cool guy

Natasha Morrison
Business Insights/Client
Reporting at CoverMyMeds
She/Her

Drew Glenn
Director of Analytics at SFC Group
He/Him
- 15+ years in the data field
- Pharmaceutical & Healthcare specific
- Visualization & Storytelling SME
- Married 10+ years; 4 kids ages 5 to 21; and
our hound/boxer mix, Chase
- Professional Endurance Athlete

Erin Cefaratti
Analytics Enablement at
Covetrus
She/Her

Kalyn Sprague
Decision Intelligence Analyst at
CoverMyMeds
She/Her

Mission and Vision Discussion
Why are you here?
Footnote
Why is this important?
● Despite being a technical tool, at its core Tableau is a social tool - a way to turn data into a story
● The central Ohio area has thousands of analysts working across dozens of industries who deserve to have more dedicated spaces
to learn and grow
● Increasingly disconnected working environments means personal connections are more important than ever
What do you want out of this for yourself and others?
● I want Tableau users of all experiences to walk away from each meetup confident - whether it’s confident in having learned
something new or confident in having affirmed or shared existing knowledge.
● Community building and a sense of belonging
● Valuing growth and learning
● I want a space where networking feels a little less intimidating, because the room is filled with people with known shared interests
● Challenging myself to get out of my comfort zone, build something new
How can I help make it happen?
● Show up honestly and authentically to each meetup, willing to learn and foster the learning for those around me
● Ask for help
How can leadership help make it happen?
● Create an environment that is inclusive - of human beings, of skill sets, of industries and roles - so that each member can feel
recognized and supported
● Communicate openly, gather and employ feedback

Mission and Vision Discussion
Why are you here?
Footnote
Collaborative whiteboard

Who’s Asking?
The Art of Constructive Pushback to
Create More Effective Dashboards
erin.cefaratti@gmail.com
Erin Cefaratti, Analytics Enablement @ Covetrus

Analytics Intake Process
Reactive or Proactive?
Footnote

Reactive Development Process
Footnote
• “We launched this new product/program - we need something to see how it’s going.”
• “I’ve got this Excel workbook I use to make charts for this PPT deck every week. Can you
automate it for me?”
• “I just need a data pull.”
• Ad-hoc reports*
• Retrospectives*
*These are often reasonable and necessary, but are still categorized as following a reactive process
Requests might look like….

How do you react to these requests?
Footnote

The Conveyor Belt
This conveyor belt style of ticket/task/complete creates a culture of pressure and urgency
where it feels impossible to catch up or get ahead, let alone spend time on strategic
objectives, professional development, etc.

Press Pause
“We want to be sure to deliver the most effective solution for you. Let’s talk through a couple
questions before I get started on development.”

Get Curious
What is the business need/strategic
initiative/purpose does this request
support?
Do you intent to use this to inform decisions
and take action?
Where in your workflow will you use this
dashboard?
What is/are the particular business
questions you need this to answer?

Asking the right questions…
Business Partners might say:
• “I want to monitor profit margin.”
• “What’s the situation on the East Coast?
• “I want to see if any customer segments are outperforming the others.”
• “How does revenue look this month?”
So you say:
• Questioning and analyzing ambiguity
• Write questions down. With question marks.
• Work back and forth. Ask for confirmation.
… and asking the questions right

Breaking The Cycle
• Guiding the behavior change you want to see
from the business
• Prevents constant changes and additions
Footnote

Remember: Reactive Isn’t All Bad
Ad-Hoc and Retrospective analyses are often static, one-time, but can be
prepared for ahead of time
Footnote

Proactive Development Process
Footnote
Start at a fiscal year change
Ask probing questions
Act as a strategic partner with shared goals
Lay out priorities based on strategic objectives
and business goals for the year
Use it as a north star or calibration tool
Plan ahead, stock your ammo for pushback, prepare your partners

How?
Footnote
Learning agendas!

The Learning Agenda Process
A Learning Agenda is a systematic plan for
addressing the strategy and priorities for an
organization, department, program, etc., and
acts as a coordination tool to engage all
stakeholders in achieving a common
mission. Once implemented, a learning
agenda acts as a guide for decision makers to
ensure ongoing work improves outcomes
and increases efficiency and effectiveness.
The development and implementation
process should foster a culture of learning
and continuous improvement.

Context

Exercise Goal and Hypotheses Relevance to Company
What purpose will this exercise serve? What is the
intended and expected outcome?
How will [this strategy, project, etc.] contribute to our
overall mission, strategic objectives, and the goals of
key stakeholders/teams (or other governing actors)?
Goal Institutional relevance, business area
relevance

Identify Questions and Write the Agenda
Learning Questions
Timing / Key Decision
Points
Learning Activities Resources
What are the key learning questions
to:
● Explore, challenge, or
validate they
development
hypothesis and
underlying
assumptions?
● Fill gaps in our
technical evidence
base?
● Develop scenarios
and identify game
changers?
At what key decision-making points
will learned information from these
questions be relevant and/or
actionable? How will we apply
learning during design and
implementation phases?
What learning activities will we
implement to answer these questions?
When or how will they be
implemented? When or how will we
analyze and synthesize our learning?

Have other teams or stakeholders
investigated these questions and could
offer collaboration or insight?
Who will be responsible for
implementing learning activities?
What additional resources will be
needed to support the activities? Are
there blocks that should be considered
in planning?

Action Items and Timeline
• Explicitly state next steps and responsible parties
• This might be “review backlog tasks” if completing this exercise at FY change
• Or “Jane meets with Shawn to find out X”
• Schedule next meetings to review
• Quarterly? Bi-Annually? Up to team comfort
• In x weeks

Make a list!
Determine a handful of summarized strategic objectives and main priorities
for the year that your team will focus their efforts on.
For example:
1. Project “Super Cool” launch in May
2. Reimagine our client-facing resources to reflect our new branding
3. Improve sales in customer segment X
4. Sales team training initiatives
Footnote

Check It Twice
Consider minimal sub items that provide detail on explicitly how the
analytics team should provide support. It doesn’t have to be exhaustive.
For example:
1. Project “Super Cool” launch in May
a. Determine data needs
b. Develop launch dashboard
c. Develop ongoing reporting suite
d. Implement project KPIs in existing executive summaries
2. Reimagine our client-facing resources to reflect our new branding
3. Improve sales in customer segment X
4. Sales team training initiatives
a. Create dashboard help screens for existing sales team resources
Footnote

Frees up time and resources
• Your team can actually meet their
professional development goals this year!
• Space and agility to support true urgent
needs and surprise shifts and changes
What This Does
Prepares you for the year ahead
• Allows you to plan large projects and
initiatives over time instead of being
surprised
• Perform proper steps for preparation and
avoid “duck tape”
Helps prioritize common goals
• Arms you with context for pushing back
on unaligned priorities
• “This doesn’t appear to fit into our
strategic plans for the year. Should we
reevaluate?”
Footnote

Two months later, a task comes in…
Footnote

Necessary Pushback
“This wasn’t discussed in our learning agenda process at the beginning of the year. We will
need to adjust priorities in order to accommodate this need. Here is the list of initiatives we
originally discussed - is there something we should consider de-prioritizing?”

Outcomes
Footnote
This step of the process serves as a mid-point check-in after stakeholders begin completing learning activities,
gathering information, addressing roadblocks, etc. Recording successes and pain points allows us to plan more
efficiently for subsequent learning activities. Many learning questions might not be addressed yet at this point, and
many won't yet have outcomes or resolutions.
Learning
Questions
Learning
Activities
Information or
Outcome
Successes and
Achievements
Roadblocks
Copy the learning questions
here from the earlier
exercise to review individual
outcomes.
Record the performed
learning activities
completed during execution
phase.
What was the ultimate
resolution, answer, or
information gained from
this learning question and
related learning activities?
Does this learning question feel answered or resolved? Were the
learning activities completed or blocked?
What went well or
smoothly? What
contributed most to the
successful completion of
these learning activities?
What was the ultimate
learning?
What pain points were
encountered? Were they
overcome or did they turn
into blocks? What blocks
remain? If the learning
question remains
unanswered, will it be
revisited later?
Achievements & Successes, Pain points & Roadblocks

Review
After implementing the analytics learning agenda in day-to-day work and
decision making
To be reviewed and discussed with stakeholders during the returning check-
ins (quarterly, annually)
Footnote

Outcomes
Footnote
Successful Outcomes
What positive change has resulted so far from this learning agenda exercise?
● Wins, achievements, story points
Pain Points and Roadblocks
What pain points have been large or recurrent? What roadblocks remain and how have they
impacted the overall outcomes?
● Woes, what didn’t work, what needs addressed in an update

Revisiting the Learning Questions
After implementing this exercise, should any learning questions be added? If learning
activities were blocked or questions left unresolved, should they be revisited? As learning is
never complete and strategies priorities continue to shift over time, this exercise should be
revisited at a regular cadence. At what time will this team check-in to reevaluate the
standing analytics learning agenda?
● New learning questions, cadence for updates

Update
As often as needed by the group, but at least as often as the predetermined cadence, the
group should reconvene and to develop new iterations of the learning agenda.
● Notes for consideration in the next iterative development process

Your new process and culture
We can’t prevent all reactive requests, but we can become more capable of
supporting them!
Footnote
Analysts feel empowered to invest time in
learning new skills, processes, etc.
“Trickle-down” strategic planning

What’s Next?
February Meeting - Get involved!

Central Ohio Tableau User Group 11/14 Slides

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