Start at the KPI and work backward. Most 90-day plans fail because they start at the other end, with the data or the tool, and focus on selecting tools and automating workflows.
KPI: Pick a number that is important to the business that has struggled to move.
Action: Understand what actions need to be taken, either by humans or agents, to impact the metric.
Intelligence: Determine what intelligence is needed to take the action.
Data: Define the data needed to generate the intelligence.
Take attrition in retail banking as an example:
One action to impact the metric is a banker calling a specific household that has a high likelihood of churning.
The intelligence is knowing which household to reach out to today and why.
The data is the household’s holdings, activity, prior outreach, and market intelligence like interest rate movements and financial market shifts, all resolved into one record instead of scattered across four systems.
Getting there in 90 days follows roughly the same arc:
Weeks 1 to 3: Connect the first sources of data and spend real time watching how the work actually happens today, not how it’s documented on paper. That’s what sets the baseline everything else gets measured against.
Weeks 4 to 8: Redesign the key workflows, including what gets prioritized and what the person or system acting on it needs to move the metrics. Bring on additional data sources as needed.
Weeks 9 to 13: Put a working version in front of a real group of users. Measure the results against the baseline, and adjust the outputs and workflow based on results.
The result at day 90 should be a KPI being impacted as real users use new intelligence and workflows to make decisions and take action. The second KPI or workflow should be ready to move faster than the first one because the context and the controls have a starting point from the datasets and intelligence that already exist in the platform.