We created a committee that consisted of our lead analytics engineer and power users from the company’s different departments. Together, we did a thorough audit of all the segments, which revealed a number of problems:
- Many segments had the same name, but different definitions.
- Analysts were wasting time making new segments when they could have picked from an approved list.
- When needing to go through a data governance cleanup step, old segments interfered because they existed in running reports.
Our team built a list of globally approved segments aligned with the internal analytics team. We worked through the segments to discover which ones answered business questions. The ones that did were kept in place and renamed adequately, and those that did not were removed. We also created segments to answer additional business questions.
Together, our team and the client’s team kept all departments working with data updated with the progress at each stage of the segment reorganization. We also held special training sessions to familiarize them with searching for approved segments instead of creating new ones. Teams across the entire company were trained and aligned on the updated segments list, with an increasing number of people asking further questions, making better use of their time, and getting better as analysts.