Unlocking the Value of Big Data in 2014

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In this presentation, Paul Ballew, D&B's Chief Data and Analytics Officer, explains the three levels of insight needed to gain an informed perspective for smarter decisions involving big data.

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Unlocking the Value of Big Data in 2014

  1. 1. Unlocking the Value of Big Data in 2014 Paul Ballew Chief Data & Analytics Officer February 27, 2014 This presentation is Confidential and Proprietary. The information is intended only for D&B customers pursuant to their D&B Master Agreement and for D&B associates or other invited participants.  Dun & Bradstreet 2013.
  2. 2. “Computing power will double about every two years” 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2
  3. 3. Private fixed investment – IT equipment & software has become an increasingly important component 1960 1970 1980 1990 2000 2010 3
  4. 4. 30 years ago we were in search of the basic tools • Lack of transactional data – surveys, surveys and more surveys • Latency issues • Storage and computing power – remember the days of megabytes or sharing a PC with other team members • Analytic methods – descriptive at best • … fragmented views of the truth that lacked foresight in most cases 4
  5. 5. 30 years later these issues have been solved for (and now replaced with others) • Transactional data on steroids • Storage and processing power – our head is now in the clouds • Analytic capabilities that allows us to filter, determine casualty and be prescriptive and proscriptive • …. However we are still struggling to get to a complete view, determine causality and have the ability to possess foresight 5
  6. 6. The challenging news is that accomplishing our primary mission is still difficult – and the current environment is forcing us to up our game BIG DATA DEMANDS BIG INSIGHT: Companies must sift through huge quantities of data to arrive at actionable insight GROWING GLOBALIZATION: Information is massively connected, created and consumed everywhere PROLONGED ECONOMIC UNCERTAINTY: Continued uncertain financial outlook is forcing businesses to do more with less DISRUPTIVE TECHNOLOGICAL CHANGE: Businesses must embrace new but quickly adopted social, mobile, local and cloud technologies 6
  7. 7. Dilbert may not need actionable insights… relying on other factors 7
  8. 8. But our real customers continue to ask more difficult questions and expect innovation to outpace their need 8
  9. 9. The solution - Big Data? Absolutely, but what we really need is Big Insight 90% of the world‟s data was created in the last 2 years 2.7 billion “likes” & 30 billion pieces of content are posted on Facebook daily 250 billion emails are sent everyday 2.5 exabytes of data created everyday – almost 2 zeta bytes/year = 200 billion high definition movies Every hour enough information is consumed to fill 7 million DVDs Big Data 75% of digital information come from individuals 85% of this data is unstructured Data is growing by a minimum of 50%/year More data crosses the internet every second than the amount that was stored on the net 20 years ago 9
  10. 10. Data just Data DATA! It‟s notData aboutDATA! 10
  11. 11. Math Math about MATH! It‟s not just Math MATH! How to manage world class supply chain? Where to invest? It’s about making better business decisions How do to optimize sales & marketing investments? How to target better? How to minimize my risk? 11 11
  12. 12. Put simply, there are three levels of insight required along your journey to informed perspective “I need foundational business insight.” “I need integration of assets and transactional data.” I See You I Know You Global Data Completeness Multi-Lingual Identity Resolution “I need predictive insights on-demand.” I Can Predict Your Behavior Predictive Analytics Transparent Relationships Insight for Decisions 12
  13. 13. So we have evolved our strategy with a focus on providing actionable insight Propritary Business Activity Signals Social Media Complete Transparency in Business Real Estate Relationship Transactions & Ownership Spend & Purchasing Transaction Data Innovating and expanding data collection will result in: 3rd Party Business Activity Signals Logistic – Shipping & Delivery  Linking together relationships between trading partners to see a complete supply chain  Identifying the “heartbeat” of a business, predicting its future health, and rapidly seeing changes  Deeper insight based on signal patterns to anticipate the future behavior of a business  Understanding the true size of a business in multiple dimensions, including social influence beyond its balance sheet 13
  14. 14. And this evolution includes leveraging new data assets and predictive insights INTELLECTUAL SOCIAL/INFLUENTIAL Twitter Facebook Fliptop/Leadspace Aggregators Patents Goodwill, Intangibles Future Inventions CORPORATE RESPONSIBILITY Green Ethical Recognition / Awards Charity / Social Responsibility Political FINANCIAL/ TRANSACTIONAL Spend Data Trade Data Public Records Shipment Data Labor market Data CONNECTIONS PHYSICAL INFRASTRUCTURE Corporate Linkage PitCoB Logistics Trade Groups Supply Chain & Distribution Property Real Estate Equipment 14
  15. 15. Our new data innovations are radically enhancing our predictive power Untraditional Size ‘Proxies’ New Data Sources Proprietary Data Signals Enhancing Analytic Capabilities & Traditional Size Attributes Number of Employees Sales Revenue Closing Foundational Data Gaps 15
  16. 16. New strategies exist for risk-reward tradeoffs with a multi-dimensional marketing score Influential Marketing Composite Score 3 SIZE Measurements trending over time Physical + SIZE 3 RISK Measurements 10 9 8 7 6 5 4 3 2 1 0 Financial RISK MCS Illustration = 1 POWERFUL Score Total Loss Viability Delinquency 16
  17. 17. And new analytic capabilities the multi-dimensional Viability rating delivers a highly insightful and reliable assessment of a company‟s future viability PREDICTIVE DESCRIPTIVE 17
  18. 18. Identifying unique drivers, root causes, and sensitivities that lead to specific types of outcomes is also critical Big disparate sources of data… …compiled, analyzed, and correlated with other signals/events over time… …create insights that anticipate changes in… …predictors, triggers, activities Risk Material Changes       Trending Measuring Counting events Counting sources Noting Order Other Marketing Other Adjacencies 18
  19. 19. By leveraging signals, you have the ability to predict the likelihood a material change in a company‟s profile will occur in the next year Activity Signals Behavioral Trends Advanced Anticipatory Analytics Analytics Risk Profile Change Opportunity Profile Change Event Frequencies Changes in Traditional Data Sources 19
  20. 20. Advanced analytics can identify businesses that are poised for growth, and anticipate customers‟ progression across the business lifecycle Foresight into future needs enables you to take the best action at the best time Going Global Act Now Engage Here Adult Indication a major business transition lies ahead Going Public High probability of growth in near future Emerging Adult Growing Physically and Financially Pupa Starting up Molting Larva Egg Caterpillar Businesses can be thought to have stages of ‘size’, like caterpillars growing into butterflies 20
  21. 21. But in order to be successful we must systematically tackle the needs of our customers I see you & know you I can predict your future behavior 10M 5M 1M 400K 90K Foundational The full commercial opportunity D&B Full Universe, Identify Resolution, Linkage Firmographic Prospects that „look‟ like best customers SIC, Employee, MultipleDimensional Size, Geo, Predictive Insight (Proxies) Strategic And have right risk-reward balance Marketing Composite Score Strategic And have greatest estimated spend potential Custom Expenditure Model Strategic And have greatest potential for future growth Material Change Strategic And are most likely to engage you Custom Response Model Advanced And most likely to engage via specific channel, at specific time, with specific offer Customer Management Actions - Lead Management Actions 60K 50K 21
  22. 22. The winning hand is to incorporate science into workflows in a systematic way…. Integrate assets including Transactional Data Establish complete and intimate knowledge of customers and prospects Transform insights into action Virtuous Cycle Teach & Learn Develop foundational knowledge Inform Focus on Creating an Informed Perspective for Customers 22
  23. 23. So we have developed a roadmap focused on a systematic approach to providing customers the insight they need Provide Complete Transparency on Business Relationship: • Globally consistent data • Complete and actionable view Provide Foresight To Execute Proactive Actions • Advanced analytics • Consultative support 23
  24. 24. 30 years into my journey the speed of technological change is still hard to comprehend In 1995 there were 16 million internet users daily 24
  25. 25. Or predict what is next…. In 2013 there are 2.5 billion internet users daily – enabled by 1.5 billion smart phones (introduced in 2005!) 25
  26. 26. The real goal is to have a complete, intimate, consistent and actionable view of customers and prospects I Know You I Can Predict Your Future Behavior, and Take Action I See You ROBUST / PREDICTIVE DECISION SUPPORT BASIC INFORMATION As information matures, the ability to use it to drive different business activity evolves 26
  27. 27. We must embrace information that is rich, varied, and full of opportunity and shift our focus from “hunting and gathering” to new opportunities beyond just “Big Data” Data sensing at the “Event Horizon” 27
  28. 28. The future belongs to informed. Follow the conversation at: @dnbUS @PaulBDnB Visit us at: www.dnb.com 28

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