A new information-driven culture at the club that brings information closer to its end-users
The Hurlingham Club is a private members’ club in Fulham, South West London. Set in 42 acres of beautifully manicured grounds five minutes’ walk from Putney Bridge Underground Station, the Club is a home away from home for its members and offers first class sporting facilities and a number of areas for members to relax, socialise, eat and drink.
The club generates and processes on a daily-basis, a large volume of data deriving from various business activities and processes, such as accounting, F&B, IT networking/security, HR operations, membership, marketing, sports bookings, and web and it has become increasingly interested in strategically leveraging data assets to measure future investments, forecast resources, predict utilisation of services and facilities, and continuously improve the membership experience.
Conduit was brought in to work with the C-suite and asked to understand help design a cost effective business intelligence deployment strategy.
The club overall ambition is to deliver a Business Intelligence (BI) solution that creates a successful, information-driven culture, bringing information closer to its end-users and enabling management to standardise reports, obtain consistent view of insights and make better decisions.
We started with a BI maturity assessment
Reasons and benefits
- Benchmark maturity and organisational culture of club, important for the development of a correct BI approach and strategy
- Creates awareness amongst key stakeholders
- Highlights dependencies and constraints in current operational infrastructure
- Develops initial guiding principles and goals,
- Avoids analysis paralysis that might arise from focusing too early on specific data and reports issues
- Aligns project to strategic and operational policies and objectives, not another IT project!
Evolving by taking simple steps in areas of people, data processes and technology
Conduit conducted an initial BI maturity assessment covering 6 key areas: governance & ownership, organisation, processes, data & technology, measurements and latest trends.
Climbing the BI maturity ladder
Defined a medium-term strategy We run a kickstarter project to analyse and prioritise key strategic themes that could provide immediate benefits and had a greater impact on the club growth by taking into account business impact, learning, effort, costs savings and risks.
Builded a virtual team working together to deliver a programme roadmap and plan key implementation steps and activities to progress the overall BI strategy.
Implemented a basic, scalable data governance framework to help identify and plan key Data Quality initiatives to improve data sources and insights.
Helped the club to select and deploy the right BI tools to support a modern analytical workflow, from data prep and ingestion to visualisation and insight generation and implemented a successful F&B efficiencies project pilot using Microsoft Power BI to improve forecasting and utilisation of internal staff and external agencies resource.