How to stop boring people with open data

Benjamin Cave –

Trainer

@cave_ben4 November, 2016

How to stop boring people with open data

Equip participants with the proof points and

language to advocate for open data

Course aim

Define open data

Evaluate how to customise definitions of open data for

different audiences

Identify the most relevant proof points for an open data

business case

Outcomes

What are the main points

you would include in an

‘elevator pitch’?

Pitch Points

1. What it is

2 What it does

3. Where it’s helped

4. Why its best

5. What next

1. What it is

Exercise

Define ‘data’

The triangle

Knowledge

Information

Data

Add context

Personalise

Definition of Data

The lowest level of abstraction

from which information and

then knowledge are derived.

Exercise

Define ‘Open Data’

Definition of Open Data

(4)

Data that anyone can

access, use and share

- Open Data Institute FAQ

Introduced November 2014

2. What it does

Who wants what?Leadership/Strateg

yOpen data supports the wider

data strategy of the organisation

Operations

Open data creates significant

data access efficiency savings

Finance/Ventures

Open data produces viable

equity ventures & business lines

Communications

Open data provides free

media and increased reach

CSR/Foundation

Open data improves outreach

and forges social partnerships

Marketing/Product

Open data enhances product

features and customer

experience

3. Where it’s helped

Comms &

Transparenc

y

Generating

Income

Efficiency

Savings

Improving

Services

CSR &

Social

Impact

Decision

Maker

Reaching new markets

and removing the cloak

of secrecy around new

agritech. Products

Incubate startups for

new revenue sources,

lower op. costs for

services & higher

reward than trad. Acc.

Existing products can

be linked together for a

better sales channel &

lowers ownership costs

Customer savings of

between £15 and 58

million per year in time

savings for transport

customers

Allow community-built

flood models that can

save 20% on design

and delivery costs

ColleagueCAN $3.2b in

charitable tax violations

highlighted by citizens

using OD

Est. 2007 using open

farm data, acquired by

Monsanto for $930m in

2013

Save AU $3.2m

annually on F.o,I

requests through

proactive release

€2.6m per year in

reduced staff costs

from cross-dept.

access to map data

NZ$4m savings from

OS tools & data in year

1 of rebuilding following

earthquake

Partner100m company

records in over 100

jurisdictions allowing

studies of beneficial

ownership & control

£300k annual turnover

from cleaning up UK

transport data for other

businesses

Identified £200m

annual saving in NHS

by switching to own-

brand statins and

better delivery routes

Joined up available

transport data to

enable choice. $10m

VC round and

expanded to 29 cities

Emissions double

reported figure.

Evidence in parliament

& planning debate

1. I want a proof point for…

2. Relevant to

a …

The art of the case study

Specify - Resist the urge to be vague and always quantify

Admiration – Choose an industry your industry admires

Realism – Err on the lower side of a range when you transpose

Adaptation – Do consider how an industry sector might compare

Lower limit – Use ‘at least’ rather than ‘up to’ to limit downside thought

Every case study is ‘farmers math’. Think of your proof

point like a working hypothesis.

4. Why it’s best

A value proposition is the solution to

your customer’s problem

Value of open data

What is the problem that open data

alone can solve for your organisation?

What is the unique value of open data?

Open data unlocks greater value from your data.

Value no-longer comes from data itself but the products and services

that consume it. Access to more data enables greater value.

Also… Improved experience for your customers

Reduced friction in access to market

Increased productivity among workforce

Reduced costs

Smoother, more effective partnerships

Superior reach and brand awareness

Beneficial offer status in new markets

Stronger supply chain visibility

5. What next

Making ‘the ask’

Any good pitch, be it to a superior, a colleague or a group

should end with an action.

Without the action your audience will often forget or neglect the

area.

The ask needs to be immediate and proportionate. Your

audience should be able to say yes or no right there in the

room

Small, clear actions

Ensure that the ask is simple and small-scale

Keep the timeframe and impact clear

Make sure any budget is commensurate with returns

Deliver a 90 second pitch for support

Teams 2-4

1. Choose an audience

Leadership/Strateg

y

Operations

Finance/Ventures

Communications

CSR/Foundation

Marketing/Product

2. Prepare pitch points

1. What it is

2 What it does

3. Where it’s helped

4. Why its best

5. What next

3. Pitch Time

Benjamin Cave –

Trainer

@cave_ben4 November, 2016

Thank-you