Shortcut to work areas:

Transforming EBMOs into data-driven organizations

Data is perhaps the most powerful, yet underutilized and poorly managed organizational asset EBMO have today. In most EBMOs data is fragmented across business functions, and few EBMOs have explicit policies recognizing data as an asset with the systems and procedures in place to ensure its appropriate stewardship. However, more effective use of data can lead to better business intelligence, analysis-based decision-making, and real-time information about operations, enabling EBMOs to improve their strategic and tactical decisions, provide  meaningful insights and intelligence to members, and ultimately to have more influence   over policy outcomes. Positioning data as a strategic asset involves recognizing the    potential value of data, safeguarding that value through intentional collection, storage, retrieval and analysis of data; ensuring data becomes central to decision making and part of the EBMO’s competitive advantage; and sharing that value through thoughtful dissemination of data-based insights.

With analytics no longer the domain of large global enterprises with deep pockets, the strategic management and use of data has become a realistic solution available to support EBMO decision-making and improve organizational performance in ways that not only keep pace with change, but predict them.

Key Focus Areas

ACT/EMPs work in this area aims to deepen insights and build capacity among EBMOs to:
  • Identify strategic opportunities to provide data-driven value for their members in the changing world of business through policy work and services;
  • Achieve operational efficiencies through implementing more data-driven business practices in key EBMO business units;
  • Develop guidance notes, reference material and practical tools to support EBMO to innovate as organizations, through data-based structural design and human resource development initiatives;