Catherine Khaw

Throughout my years of data and analytics, I've been fortunate to be involved in some amazing projects, and meet some remarkable people. These have helped me to develop my uncompromising passion for the art of data driven decision making.

Data, report and analytics are so often thought of as basic fundamental for management decision making like staple product in a meal. Our profession has also evolved from simple statistics to advance statistical methods, from reports that needed weeks of preparation to on-demand anywhere anytime, from structured data to unstructured data. There can be so much more analytic can offer and I want to explore ways make analytics to move from cadence and governance to the centre of strategic planning!

To develop good actionable strategies and plans, the analytic should be chosen as carefully as business issues to address. The understanding of business issues, process, people combining with analytic results could shape and change business strategies, process and impacting business bottom line.

An analyst does not need to be thought of as geek who churn data, report and metrics – the profession can find a far more creative role to play in business model design, strategies development and process refinement, making analytic a strategic part of driving business as much as it is a way to provide measurement and governance.