Digital Disruption and the BI/DW Professional Ray Pineda Deloitte Consulting Partner June 2014 Let’s go Digital. 2 Digital engagement is the future • If Facebook were a country, it would be the world’s 2nd largest - 1.3B 78% of small businesses now get at least one quarter of new customers via social media. • Percent of 18-34 year olds who check Facebook when they wake up - 48 % 61% of young people refer to social media to decide where to go when they go out. • Social Media has overtaken adult content as the #1 activity on the web 27% of Americans check their social networks several times a day. • 1 out of 8 couples married in the US last year met via social media 35% 27% Digital Convergence of Americans check brand pages regularly as part of their social media activity. of time spent online is for social media. © Deloitte & Touche LLP and affiliated entities. A critical mass of new technologies and consumer and client demand is ushering in a new era of computing, and with it the “Post Digital Age” • Several technology forces have manifested at the same time, all of which are powerful change agents on their own • The collision of these forces makes their impact even more significant Web Client/Server 1 2 Mainframe • • • Projects measured in years Vast divide between IT and business Long adoption curves Digital Convergence • • • • Digital 4 • • 3 • • • Projects measured in weeks IT and business collaboration Accelerated adoption Projects measured in months Bridging gaps between IT and business Accelerated adoption Projects measured in years Vast divide between IT and business Long adoption curves The number of mobileconnected devices exceeded the word’s population in 2012 6 Billion People worldwide have access to a mobile phone © Deloitte & Touche LLP and affiliated entities. 4 A new kind of User Digital Convergence © Deloitte & Touche LLP and affiliated entities. Demands a new approach Post-digital forces are transforming business and changing expectations on how we deliver value New Skills New Approach • • • • • Industrial design New business models Iterative approaches Rapid prototypes Shorter time to value Digital Convergence • • • • • • Design thinking Creative Agile User experience Mobile app development Innovation services New Outputs • • • • • • Personalized Anywhere/anytime/anyone Contextualized Intuitive Faster time to value Pilots and experiments © Deloitte & Touche LLP and affiliated entities. Key trends in digital 1st Mobile first Mobile is fast becoming the new desktop for consumer markets. Responsive design, mobile apps, location based intelligence are all changing how users interact and transact with service providers. Social media, crowd support and gamification Social media has become a key method for organizations to sell, support and promote. This has evolved to include crowd support, and gamification to facilitate 2-way interactions. Easy service and channel experience Users expect digital interactions and transactions to be easy (forms, workflows, communication). Anything short of an exceptional user experience will negate the value of your digital assets. Personalizing the experience Organizing for success Through design and intelligent technology choices, organizations can deliver a tailored and progressively personalized digital experience. This provides value to customer and enables the organization to tailor services. Having the right capabilities, structure, governance and defined interactions to innovate and operate the channel is key to digital success. Accountability and ownership are key for the right return on digital investment. Digital Convergence © Deloitte & Touche LLP and affiliated entities. Disruptive Technologies The convergence of the four disruptive technologies is changing the way businesses must respond to individuals’ needs and expectations. Analytics Social Business Move from descriptive to predictive and prescriptive Deconstruct organizational silos; empower collaborative networks Decision making based on real-time insights Who you know and who they know form strong and weak connections Mobility Cloud Location independent but location aware Achieve Cloud agility and elasticity with little initial investment Un-tether your enterprise; empower users where business actually occurs Move past the static ecosystem; empower the dynamic value chain Private versus compartmentalized Cyber Intelligence Digital Convergence © Deloitte & Touche LLP and affiliated entities. Digital disruption Digital Convergence © Deloitte & Touche LLP and affiliated entities. Career in analytics Digital Convergence © Deloitte & Touche LLP and affiliated entities. What does it mean to BI? Analytics Analytics Defined Business Analytics uses data to generate predictive insights to make better informed and timely decisions that will drive strategy and improve performance Digital Convergence © Deloitte & Touche LLP and affiliated entities. Turning data into actionable insight Data analysis and reporting allows the business to view past and current results. By adding Advanced Analytics, foresight is applied to future decision making returning more value to the business. Data Harmonization and Standardizations Data Information Visualization Tools Reports + Data Analysis Tools Use appropriate Information Delivery Business Value$ $ Insight Application of Business Drivers Empowered decision making Constant Optimization Business Intelligence/Business Analytics Data Warehouse/Operational Reporting Looking back Looking forward Discover and simulate Understand What happened? Analyze Key Performance Indicators (KPI’s) Digital Convergence Present Slice and dice Predict What will happen? Optimize Key Performance Predictors (KPP’s) © Deloitte & Touche LLP and affiliated entities. Making analytics relevant to the heart of clients’ business with Deloitte Analytics domains Customer Analytics Risk Analytics Finance Analytics Workforce Analytics Supply Chain Analytics Companies should have a more complete intimate understanding of their customers to get them, grow them, and keep them. Many leaders want to take advantage of the benefits of risk analytics to limit risk exposure or to take certain risks to generate returns. Finance managers have applied analytics to better understand the present and more accurately predict the future. Workforce reporting and analytics achieves greater visibility and deeper insights into the most complex workforcerelated challenges. Apply analytics to achieve forward-looking insights combined with the disciplined execution of the supplychain function. Digital Convergence © Deloitte & Touche LLP and affiliated entities. Top performing companies use analytics – the trend indicates every company will do analytics as part of their new normal A recent MIT/Sloan study revealed that, on average, top performing companies use analytics almost three times as much as lower performing companies in daily operations and decisioning.1 1. Organizations that identify themselves as substantially outperforming their competitors are three times more likely to be sophisticated in their use of analytics. Analytic “Sophisticates” outperform Information “Starters“ by a 3X margin – MIT Sloan Management Review, 2010 Digital Convergence © Deloitte & Touche LLP and affiliated entities. Business Analytics to Thrive: Growing from $60 Billion (2012) to $81 Billion (2014) Source: Gartner, Inc. Digital Convergence © Deloitte & Touche LLP and affiliated entities. Social Business Social Media -> Social Business Digital Convergence © Deloitte & Touche LLP and affiliated entities. Social Business Unstructured Data : 80% of business data Emerging Business Usage Maturity Mature Simple Digital Convergence Management Complexity Complex © Deloitte & Touche LLP and affiliated entities. The Challenge of Social • As consumer conversation continues to move online, social media is becoming ever more important for businesses: both as a channel to engage with consumers and as a source of data to inform broader business decisions • However, use of social has often proved challenging, for two main reasons: Healthy scepticism Lack of proper analytics Senior stakeholders remain sceptical about the business benefits of social : does they justify the required investment of time/resources? Meaningful goals and outputs of social are hard to define and difficult to tie to business benefits • Too often, the goals and metrics of social are weakly defined and cannot be tied directly back to business benefits • There is therefore no way to connect social buzz with sales/profitability: Am I making money from engaging with consumers on social? ? Digital Convergence Is negative social buzz causing my sales to drop? Am I realising any direct financial benefit from investing in social? • The result is that social is often done “because we should”, with no clear strategy or purpose • So the potential benefits of social aren’t realised, as there is no way to properly understand the financial implications © Deloitte & Touche LLP and affiliated entities. Kaggle – Go from Big Data to Big Analytics • What is Kaggle? Crowdsourcing community of data scientists. One engages Kaggle through “Kaggle Connect” or “Kaggle Competition” • Disruptive Model: • Enables access to top Data Scientist on a T&M model • Enables solving data problems in a competition manner (All State example) • Heavy focus on machine learning and AI • Deloitte and Kaggle: • Deloitte is exploring how to leverage platform to help solve our clients’ data problems. Agreement to experiment and work together to solve client problems. Digital Convergence © Deloitte & Touche LLP and affiliated entities. Gamification Examples You May Have Played Already Progression Levels, Badges Fitbit.com (see quantified self) Social Graph Missions Achievements Digital Convergence © Deloitte & Touche LLP and affiliated entities. Real-World Gamification Example Speed Camera Lottery – Simple Example 1. Speeders get tickets via speed camera 2. Others get feedback on their speed 3. Those under the limit get entered into a lottery 4. Random draw wins fine money • • 60% reduction in speeding in test area (India) 10% reduction in deployment area (Sweden) http://www.thefuntheory.com Digital Convergence © Deloitte & Touche LLP and affiliated entities. Cloud Computing Cloud and SaaS Increase business agility Reduce the amount of IT capital spending Reallocation of resources SaaS High Private Cloud Internalization Institutionalization Adoption IaaS Positive Perception Adoption PaaS Low Understanding Awareness Unaware Time Digital Convergence © Deloitte & Touche LLP and affiliated entities. Cloud Services Types Cloud Computing is defined as multi-tenant, on-demand, scalable, elastic, pay-as-you-go IT applications and services, used to deploy a wide variety of solutions Hosted Applications Infrastructure Software Service Type Definition Software-as-aService (SaaS) Customers run finished applications from the cloud service provider on a subscription basis, with no software license, and limited operational control SaaS Operating Systems Servers Platform-as-aService (PaaS) Infrastructure-as-aService (IaaS) Customers provision servers, storage, and database services on cloud infrastructure through a subscription service, with direct operational control. IaaS PaaS Virtualization Customers load and run software on cloud platforms through a subscription service, without visibility to the underlying server environment. Connectivity Data Centre Digital Convergence Cloud Candidates Sample Vendors CRM HR, Payroll Finance Productivity Apps, email, collaboration Custom Development Java, Ruby, and extensions to SaaS environments Dev and Test Environments High compute calculations (e.g., Monte-Carlo scenario analysis) Web servers © Deloitte & Touche LLP and affiliated entities. …But Is Fairly Limited In Its Deployment Options AaaS Public Cloud Characteristics Quick start-up time Outsource non-core competencies Public Cloud Lower initial fees, variable cost and bill by usage Private Cloud Characteristics PaaS SaaS Leverage scalable vendor infrastructure Flexible resource allocation IaaS On-premise systems and data Digital Convergence Leverage existing staff and investments Private Cloud Utilize virtualization and grid technology to lower internal costs © Deloitte & Touche LLP and affiliated entities. Adoption Of Cloud Computing in BI is at its inception Source: Gartner Hype Cycle for BI, 2010 Cloud-Based BI Services Main barrier to adoption is trusting your data to a third party provider Digital Convergence © Deloitte & Touche LLP and affiliated entities. Mobility The Mobility ecosystem is complex, expanding rapidly, and increasingly absorbing new stakeholders Utilities: Smart Grid Utilization Data App Stores Wi-Fi Customer Data NGN IM S Standard Middleware OSS Apps & Middleware BSS Smart Homes Middleware Cellular: 3G, 4G Middleware Internet Tablet PCs Digital Convergence Retail Banking Apps Sensor Networks Wireless scanner Medical Devices Content Banks Wireless POS Smart Phones Media Producers Delivery Apps Multimedia Middleware Middleware Satellite Middleware App Developers ERP, CRM Industrials Operational Data Hospitals EMR App Patient Data © Deloitte & Touche LLP and affiliated entities. Global Mobility Has Changed Previously Currently “One Size Fits All” benefits structure Customizable benefits with core / optional elements Regional policies for cross border moves Single, global policy for Assignments and Transfers No control over costs Cost management discretion for Managers No workflow capability Defined workflow for Managers / Employees / HR HR / Talent Acquisition completed authorizations Manager initiates authorization process Global Mobility Digital Convergence © Deloitte & Touche LLP and affiliated entities. Innovation success story — Mobile Analytics Client Question: How can we gain better visibility into how we are performing toward strategic priorities? Solution: Exec iPad app • Heat map view • Key metrics • Live twitter feed Digital Convergence © Deloitte & Touche LLP and affiliated entities. Augmented Reality – a live view of the physical environment overlaid with virtual, computer- generated imagery and information Defining Augmented Reality 1. Combines real and virtual 2. Is interactive in real time Users can view multiple layers of data on a single view Information is overlaid on the digital image generated by the device’s camera Location information is further refined using GPS and compass functionality AR can identify a variety of visual inputs: Digital Convergence • • • • • • • • • Books/DVDs Landmarks Logos Contact info Artwork Businesses Products Barcodes Text © Deloitte & Touche LLP and affiliated entities. Mobile BI Digital Convergence © Deloitte & Touche LLP and affiliated entities. Business disruption driven by new technologies Digital Convergence Hyperavailability Information explosion Security & compliance Transparency © Deloitte & Touche LLP and affiliated entities. Deloitte Information Management & Analytics Ray Pineda Consulting Partner Digital Convergence Raymond is one of Deloitte’s Information Management and Analytics Technology practice leaders in Canada. He also leads alliances and acquisitions for the Deloitte Analytics Integrated Market Offering (IMO). He has 32 years of Information Technology consulting experience, 17 years as a Consulting partner with Deloitte, and has served numerous clients in developing Strategic Systems Plans and in successfully implementing ERP and Performance Management solutions. He currently specializes in developing Analytics strategies / roadmaps and in leading implementations of large-scale Business Analytics solutions such as Performance Management (Planning/Budgeting/Forecasting and Consolidation applications), Business Intelligence and Data Analytics. Ray is a Certified Management Consultant (CMC) and serves as a business advisor to a number of financial services, public sector, mining and real estate clients of the firm. He currently serves on the Advisory Board of Queen’s School of Business Master of Management Analytics program. © Deloitte & Touche LLP and affiliated entities. Digital Convergence © Deloitte & Touche LLP and affiliated entities.