<aside> 📌 Table of contents

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Introduction

How does Endeavor become smarter and more efficient? The Platform team translates Endeavor’s day-to-day jobs to be done into software workflows and data that reveal insights, remove obstacles, and open possibilities.

To achieve these lofty ambitions, we breakdown each workflow into four foundational elements: Infrastructure, Governance, Performance Insights, and Change Management (IGPIC for those of you acronomly inclined).

<aside> 🚇 Infrastructure: We optimize workflows through the customization of existing software, the introduction of new software, and, when necessary, development of proprietary software. Learn more 👇

• Infrastructure Expanded </aside>

<aside> 🤝 Governance: We formalize and educate Staff on the rules for using the software, answering questions like “When do we use it? How do we use it? What data do we capture when using it?”

• Governance Expanded </aside>

<aside> 📊 Performance Insights: We take the data from the software and surface it in comprehensive visualizations that allow our audience to understand and improve our operations.

• Performance Insights Expanded </aside>

<aside> 🙏 Change Management: We work with our cross-departmental partners to drive sustainable long-term adoption of new workflows and software. This is the last, and perhaps most important, element of Platform strategy; Change Management ensures our work actually has an impact.

• Change Management Expanded </aside>

2022 Recap

In 2022, we used all three tools to push Selection forward.

1. Infrastructure: Every element of Endeavor infrastructure focused on Selection. We launched a brand new user experience, the digital application on Open. It is now the de facto tool for ISP Panelists (much to their delight!). This required a heavy customization of Salesforce, which still serves as the database of Open. Then we pushed all of that data into Snowflake, where we could transform and manipulate the data as we saw fit.
2. Governance: The governance for Selection, at least when it comes to the ISPs, is already pretty good, which in part explains why we chose to focus on Selection. But to push our governance further, we started building a data quality dashboard that will help us identify the most pressing gaps.
3. Analytics: We built out two dashboards that provide in-depth insight into the composition and results of ISPs. This level of analysis was previously inaccessible.

While this extreme focus forced us to deprioritize other pressing elements of our operations, Selection provided the natural first step because of its primacy in our business model, the high quality of data, and the operational uniformity across offices.

The Data Catch 22

Moving the needle on any individual element of our operations requires a coordinated effort across all three tools. We cannot divide our attention because of the inherent Catch 22 when it comes to data and technology.

People will only be serious about data governance if they see the value, but they only see the value if there’s good data. Therefore, the only answer is to work both on the governance and the value (analytics) simultaneously.