Online Accountability: Are You Data-Driven or Merely Data-Informed?

Brent Dykes Director of Industry Consulting Adobe Systems

During the course of this blog series, I have covered the importance of having an executive sponsor, a clear measurement strategy, adequate staffing and training, corporate standards, momentum-building quick wins, and proper data validation. Accountability is not the last step in creating a data-driven organization because it is the least important. I view holding people accountable as the final cherry on top of your delicious, data-driven organization.

Accountability is defined as “an obligation or willingness to accept responsibility or to account for one’s actions.” In recent years, we’ve seen an unsettling trend of low accountability in business, finance, media, government, education, sports, entertainment, etc. Several companies have also suffered from a lack of accountability in managing their online properties--even when they have had Web analytics tools in place.

Online accountability doesn’t just happen on its own. You can’t simply plug in an analytics solution like SiteCatalyst or Insight and expect your employees to be more accountable. Knowing that the last online marketing campaign was a complete failure hasn’t stopped many teams from repeating the same mistakes--over and over. Without leadership support and an effective stick or carrot, Web metrics can be ignored or overlooked. A “data-driven” organization without accountability is really just a data-informed organization--one that consumes a fair amount of data and reports, but isn’t motivated to act on the data. An accountability component is needed to formally weave a data-driven mentality into the fabric of your entire organization.

How To Instill Accountability In Your Organization
As I was researching for this article, I came across a great article by Lee Froschheiser about pursuing accountability within the workplace. He provided a useful checklist for creating accountability, which I’ve modified slightly for data-driven online organizations:

1. Establish clear online goals and expectations. Always set standards for performance, and put policies and procedures in place.

2. Make sure you have accountability leaders within the organization. These are the managers who challenge the drive and performance of other employees and measure the results.

3. Foster an organization of candor. Transparent, honest communications enable people to provide feedback about their performance and limit the opportunity to hedge around an issue.

4. Develop and implement a follow-up system of accountability, which allows for regular meetings that measure and track performance, productivity, and results.

5. Focus on key performance indicators (KPIs) instead of the trivial metrics when setting company goals. Do the same for individual goals, those set by each employee.

6. Put the proper rewards and recognition in place. Tie employee compensation to targets based on Web KPIs. In addition, remember recognition doesn’t always have to be monetary in nature. Verbal praise, both in the private and public setting, is highly appreciated and motivating. A sincere “thank you” can also go a long way.

7. Define ownership (stewardship) of each new process and procedure you establish.

8. Develop the leadership pipeline. Accountability starts at the top of the organization and works its way down. CEOs and managers must strive to perfect their own leadership skills and accountability before expecting others within the organization to do the same. Lead by example.

Froschheiser’s last point is critical. Accountability doesn’t start with the frontline employees who are tasked with managing various online campaigns and Web sites. It starts at the top with the CMO holding his or her senior management team accountable for Web KPIs. It trickles or flows down from there.

Next: Where the accountability rubber meets the road.