Evolution of the web analytics department

Most web analytics departments function as a 'thermometer' informing the business of what's happened opposed to it's original and often forgotten true existence as a 'thermostat' - helping to control and influence what's happening. The definition of 'web analytics' according to the Digital Analytics Association is: Web Analytics is the measurement, collection, analysis and reporting of Internet data for the purposes of understanding and optimising web usage. The 'optimising of web usage' is the most important aspect but normally completely missing or vaguely accomplished at best. An influencing factor behind this is companies siloed department structure; Analytics, Delivery and sometimes Optimisation are managed independently with different agendas and direction. To properly drive a web/digital analytics strategy you need analytics to be embedded within the organisation and not just a mundane reporting and tracking function. With the evolution and integration of tools such as; Adobe - Analytics, Target and Experience Manager the traditional digital roles and responsibilities have become clouded so it's about time for internal reform.

Analytics + Optimisation


The evolution started with tools like Adobe Target, now we can run tests ourselves based on data driven insights without the need of IT and it was our first foot-in-the-door of updating website content. Our department name had changed from 'Web Analytics' to 'Web Analytics & Optimisation'. In parallel Tag Management Systems allowed us to take control of tracking and adding mboxes, so we no longer needed to bother IT and wait weeks/months for deployment. IT were now aware of us having more control and we started to receive more calls, emails and meeting invites. Were IT getting worried that we no longer needed them to save the day?

Analytics + Optimisation + Delivery


Content delivery has always been technical - either through the production, the system itself or both. With the advancement of content management systems like Adobe Experience Manager the entire business is empowered with content change allowing for decentralised updates, the spreading of workload across many teams and content/component reuse. This now means the "Delivery" function is less about churning out content and equally weighted with system configuration and advancement. A well configured system encourages self-service and empowers business users outside of the Delivery team - the same philosophy holds true with a well managed web analytics implementation. Seeing as optimisation is the primary objective or web analytics, this should be the major motivating factor behind content change. These change requests become the driving force behind how components/content should function and where + what should be personalisable - all of this drives the furthered consolidation of responsibilities into the 'Web Analytics & Optimisation' team. But now we're called 'Digital Analytics, Optimisation & Delivery' and we own the 'integrated optimisation platform' and deliver a strategic roadmap with everyone aligned on objectives and priorities. And here's how responsibilities could look with a more integrated team approach (click to enlarge):


Understandably every business is different and the changes I've outlined might not be feasible for you, however if you've decided upon an integrated platform approach then at the very least you'll need a unified strategic direction. Let me know your thoughts.