Increasing our impact: analysis at the heart of policy

BIS Analysts’ Annual Conference

16 April 2013Tera Allas

Director General

Strategy, Analysis and Better Regulation

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Today’s discussion

• There is no single recipe for improving the impact of analysis

• But there are some common themes to reflect on

• We are already getting lots of things right, with growing demand

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We already recognise it’s not just about the facts

Were thefacts correct?

Were the factspersuasivelypresented?

Were therecomm-endations

compelling?

Was the timing

and styleright?

Did they agree with the

recomm-endations?

Did they make

the right decision?

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But often our good intentions may not have the right effect

Intention Action Impact

Example 1

Persuade decisionmakers not to intervene ina particular

market

Explain in detail the conceptual risks and challenges of intervention in a market

Frustrated decision maker, may ignore the advice

Example 2 Propose an innovative solution that meets Gvt needs through improved information, illustrated with 2-3 “killer facts”

Interested decision maker, keen to hear more

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So we need to experiment and adapt our approach over time

Intention Action Impact

Evaluation(Did it work?)

Innovation(What else

should we try?)

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Today’s discussion

• There is no single recipe for improving the impact of analysis

• But there are some common themes to reflect on

• We are already getting lots of things right, with growing demand

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We should start by knowing our audience

Not anexpert

Lots of otherinfluencers

Personalpreferences

Busy

Tired?

Confused?

What on earthare they tryingto say here?

Impatient?

That guy at the dinner was

very compelling...

I’ve got to run –where’s the summary?

Worried?

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Typically, brevity, clarity and relevance are at a premium

Comments I hear about analysis in decision making• What is the unit here?• I don’t understand what they are trying to say• There are no real, concrete facts here – just theory• Am I supposed to think this figure is big or small? Why?• Why couldn’t they have summarised the key conclusions upfront?• I want their considered opinion – I already knew that “it depends”!• OK, so the evidence is mixed; what am I supposed to do now?• Why am I reading this / listening to this again?• This is all very interesting, but what are we going to do about it?• I was trying to work out this chart, but – quite frankly – gave up• I’m not convinced – stakeholders tell me something totally different

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And rational argument is only one influencing approachInfluencing tactics

• Appealing to friendship (asking for help)

• Socialising

• Consulting

• Appealing to values

• Modelling

• Alliance building

• Exchanging (trading/negotiating)

• Legitimizing (using authority)

• Stating (making a direct request)

• Logical persuading

Source: Interpersonal and Interactive Skills, McKinsey & Company, Inc.

Are we over-relianton the intellectual

influencing tactics?

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Today’s discussion

• There is no single recipe for improving the impact of analysis

• But there are some common themes to reflect on

• We are already getting lots of things right, with growing demand

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There are many recent examples of great BIS analysis

Migration

People Survey

Spending Roundpreparation

IndustrialStrategy

Science andinnovation

Access to finance

BusinessCases

BudgetAllocations

Macroevents

Scotland

EU

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Our customers are happy and asking for more

“It is like having a Rolls Royce service

at your disposal”

“We have actually done the text book analysis

here”

“Could we have the analysts have a look at

the impacts first?”

“I’d like to see more evidence before we make a decision”

“No-one has quite managed to do this

before in BIS”

“We don’t run the organisation on

anecdote – we need facts and evidence”

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Further reading*

• BIS style guide

• Guidance on submissions

• Killer Slides material

• “Say it with charts”

• Extreme presentation method

• “Pyramid Principle”

• Influencing Skills

* Please contact Tera’s office (amanda.hutley@bis.gsi.gov.uk) if you’d like further information