MAKE-A-WISH AMERICA
efficiencies , improve decision-making , and make predictions with data ?” stated Duran . “ When I think of a data-driven organisation , it ’ s not just about making decisions , but it ’ s tightly coupled within the strategy and digital . Through this connected vision , I also think that we must be sure we ’ re making the right decisions at the right time .”
Duran asks , “ What are we doing to help predict and measure performance ?”. She swiftly explains that Make-A-Wish was historically unprepared for this , with minimal access to performance analytics without the consolidated view of data the organisation has today .
“ We didn ’ t have a comprehensive way to analyse . Our chief revenue officer didn ’ t even have a simple means of measuring performance , not just for his people , but the performance of different revenue insights . Maturing our data strategy is crucial to enable us to be proactive and agile with our investments and growth strategy . Data maturity is a journey , and we are well on our way .
Also , a vital part of this strategy is automation , a lucrative end goal for the organisation as it streamlines menial processes and data management , freeing up its talent to focus on delivering wishes to more and more children . Duran explains that automation and informed decisions are unavailable to teams without data and insights – it ’ s the critical first step to simplifying and modernising an entire organisation .
Enhancing the Wish-Granting Experience with Data More than 40 % of wishes rely on interdependencies with more than one local chapter across the US . However , data must be visible across the board to gain
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