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Strategy and Innovation
Business Transformation Through
      Technology and Data
           Mobile Data/Analytics

 Conce...
Background:
• Not a Scientist, Mathematician or Actuary
• Business / Marketing “guy” who thinks, applies and
  understands...
Why we are here…
RFID Tags – 30 Billion – 2012
IBM

Machine-to-Machine – 50 billion machines - 2013
Future World Consultan...
Cultural Challenges
    CIO or Analytics Driving Revenue Growth?
    •   Do your business partners see you as revenue or c...
“Tics” - Unaligned & Non-Strategic
Informatics - is the science of information, the practice of
information processing, an...
Disparate Data Repositories
  Demand             Demand
 Management
  Planning
                    Management
            ...
Telematics/MRM Evolution
 What was before:        What is now:




 A hardware device         A solution that turns
  gene...
New Stakeholders…
                                                                                                        ...
Methodology - Example
Cultural evolution to create demand, differentiation and product performance…analytics
and data as a...
Challenges
Immediate Impacts – Groups

Marketing                    “Hard data” combined with “fluffy data”




          ...
Conclusion:
•   Cultural Change – understanding across the org (existing businesses)

•   Not just product, a strategy – a...
New Businesses - New Business Models
Examples of Using Data and Analytics:
                        Strategy and Business M...
Case Studies
• Business Models – Different Way of Seeing
  the Same Market

• Location, Spatial Relationship, Real-Time
  ...
Dynamic Capacity Management
Concept Premise

 Today:                                          Future:
                    ...
Case Study 1                      Seek beyond the obvious or initial
Delivery Fleet - 275 Units        requirements – driv...
Wireless Assisted Living
                                                      72% product appeal for
Location:           ...
Appendix




                17 /
           09/18/09
Additional Background – Stephen N. Ulanoski

Web Profile                                                              Boar...
Data – Analytics Solutions Drive ROI Value
    Traditional Fleet                     Avg. Costs related to Mobile
        ...
Transformational Business Strategy
Evolving a Commercial Finance Business




        Rem ove Pr To Pr
                  i...
Business Intelligence is the strategy
Drive growth via real-time business intelligence/data management
                   ...
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Stephen Ulanoski - GE

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Transcript of "Stephen Ulanoski - GE"

  1. 1. Strategy and Innovation Business Transformation Through Technology and Data Mobile Data/Analytics Concepts Presented to: TheWhereBusienss San Jose, CA 22-23 September 2009 Stephen Ulanoski +1.612.309.7514 Stephen.Ulanoski@gmail.com
  2. 2. Background: • Not a Scientist, Mathematician or Actuary • Business / Marketing “guy” who thinks, applies and understands the future value of data….new models… • Focus on the “business-side” of data, location and spatial relationship – the value • Strategy Development • The business value of variety of heterogeneous data sources  multiple databases, ERP’s, data marts, etc… • Usefulness of data sources relevant in the success of future business models and growth platforms  CEO and CFO…revenue and net income 2/ 09/18/09
  3. 3. Why we are here… RFID Tags – 30 Billion – 2012 IBM Machine-to-Machine – 50 billion machines - 2013 Future World Consultancy, RSA Wireless In-HomeAssisted Living – 450% growth in next 6-10 years GE Healthcare Telematics and MRM will grow at a 26% CAGR in next 5 years Aberdeen Group 2009, GE Commercial Finance Managing Business Data – Top 5 Issues for IT Organzations in next 3 years Sandhill.com Mobile Handset and Smart Phones (GPS enabled) – 350 Million Globally 2010 CTIA 3/ 09/18/09
  4. 4. Cultural Challenges CIO or Analytics Driving Revenue Growth? • Do your business partners see you as revenue or cost? • Are you driving strategy, product management and marketing...? • Segmentation or management – is that it? Increased need of differentiation... • Cost effective approaches to growth. • Create significant data value in 90-120 days? • Using technology, data and analytics to drive revenue. • Impact: Ops, Product Management, Marketing, Sales? Increased need for upgrades... • No “data as a business” domain knowledge • Cloud computing, Relational Data (non), ERP, SAAS. • Your own application software will need to be upgraded? Competitive positioning - New leaders post recession…? 4
  5. 5. “Tics” - Unaligned & Non-Strategic Informatics - is the science of information, the practice of information processing, and the engineering of information systems. Prognostics - is an engineering discipline focused on predicting the future condition of a component and/or system of components. Analytics “simplest definition…the science of analysis,“ defined by mathematical modeling. Repeatable ROI or Meet the Users Emotional Value Proposition Or You Can “Delete The Data/Information to Save Space…”
  6. 6. Disparate Data Repositories Demand Demand Management Planning Management Planning • Value Intersect? Applications Applications • Does your business Legacy Legacy Applications / Applications / Data Sources Data Sources understand? Corporate Corporate Databases Databases • Do your clients get Global Global it? Data Data Warehouse Warehouse • Can you articulate Collaboration Collaboration the Value? Customer Order Customer Order • So What…? Fulfillment Fulfillment Manufacturing Manufacturing Execution Execution Does the business understand the gold Procurement Procurement mine? 6/ 09/18/09
  7. 7. Telematics/MRM Evolution What was before: What is now: A hardware device A solution that turns generating large data into business volumes of data, intelligence to improve safety, few stakeholders compliance engaged, data use and operational underutilized efficiencies 7/ 09/18/09
  8. 8. New Stakeholders… on Stakeholders: izati ion Commercial iat s tim t es CMO Competitive Advantage Op en ff er e n Di COO ti v CFO p e ti Product Managers m e Co Marketing ht nc ige In sig gy Sales ate ell r Sourcing / Pricing St s Int Customers s ar ke t in es …engaging a broad es s- M s Bu en ar i tie set of stakeholders Aw b il pa Ca Source: Competing on Analytics Harvard Business School Press Degree of Intelligence Awareness Insight Optimization What is happening? What needs to change? ROI - Differentiation? Why is it happening? Who needs to change? Revenue – New Markets? “Analytics” Continuum Low High (Data clean-up, report customization) (Business modeling, Predictive) 8/ 09/18/09
  9. 9. Methodology - Example Cultural evolution to create demand, differentiation and product performance…analytics and data as a driver. Creating Organizational Understanding. VOC Real Time VOC, agile messaging and positioning Behavior Behaviors, interrelationships, selling channels, tools, at risk customers Marketing Filtered by SIC Code and Segment Coding - messaging Segment Market Actual Usage vs. market prediction Product Performance Product performance and actual use – accountability Management Integrated product teams, IT, Prod Mgt, MKT, Ops Integrated Information Ability to manage and combine real-time data, BI and meta-data IT Db DB, ERP, CRM, Performance, SOA – design and sizing… ROI ROI – customer, business, creating new value and new revenue opptys Analytics Expand product offering, appeal, enable adjacencies MGPP Annual Sales 9/ 09/18/09
  10. 10. Challenges Immediate Impacts – Groups Marketing “Hard data” combined with “fluffy data” Business Organizations “Growth Oriented” IT Nimble and Agile SOA, Cloud, Terabytes/Data…design/focus Intellectual Property Create & Protect…social networking issue! Predictive Modeling Integration into business processes Product Management Rapid NPI, Multiple MGPPs, Analytics Micro-blogging Protect your strategy and IP… Strategy Create new/parallel strategies for growth Cultural and Strategy Changes Lead by ? 10 / 09/18/09
  11. 11. Conclusion: • Cultural Change – understanding across the org (existing businesses) • Not just product, a strategy – apps & processes meet customer objectives and “ways of doing business…the way they live” • Articulate Business Value – revenue , relationship (CRM)  & commoditization  • Demystify – translate value into “business speak” • Not an NPI – has to be part of the “new” growth strategy…New Growth Platform (NGP). 11 / 09/18/09
  12. 12. New Businesses - New Business Models Examples of Using Data and Analytics: Strategy and Business Models GEO Spatial Social Networking EHR, MRM, Architecture as a Strategy Wireless Home Assisted Living Reference for Bridging the Communication Gap with your Business Teams: 12 / 09/18/09
  13. 13. Case Studies • Business Models – Different Way of Seeing the Same Market • Location, Spatial Relationship, Real-Time Information – Changing Existing Businesses • Creation of New Models… 13 / 09/18/09
  14. 14. Dynamic Capacity Management Concept Premise Today: Future: Using optimization Fleets and Customers lease technologies, same Rem ove Pr To Pr Customers need: ior esent ion at capacity is capacity, not vehicles provisioned with • Capacity to • Establish baseline increase deliveries fewer vehicles/labor • Customer agrees and fulfill orders Resources aligned to operate using • Freedom from to meet projected tools managing the cost demand • Lessor provisions elements to create to agreed capacity capacity levels 14 / 09/18/09
  15. 15. Case Study 1 Seek beyond the obvious or initial Delivery Fleet - 275 Units requirements – drive ROI impact and Total Fleet 2200 differentiation… Annual Savings Opportunity (pilot fleet – 275) Annual Fleet Spend (275 Vehicles) =$ 1,122,000 Annual Labor Spend (275 Technicians) = $ 12,100,000 Annual Savings Opportunity Entire Fleet = $ 4,275, 712 32% Annual Telematics Cost Entire Fleet = $ 297,000 13.4 x Return on Investment = $ 3,978,172 15 / 09/18/09
  16. 16. Wireless Assisted Living 72% product appeal for Location: “Wellness monitoring and alert • Assisted Living dispatch for caregivers”* • Independent Living Alert • Private Homes s • Caregiver selects parameters for alerts and thresholds for activity or, in-activity (bedroom, kitchen, bathroom, living room/or entrance) Rem ove Pr To Pr sensors detect activity in the ior esent ion • Motion at home based on parameters (predictive models) • Prof. • Sensor data captured and transmitted Caregiver wirelessly through panel • Family member • Caregiver, Family can be alerted via e- • Friend mail, phone • If emergency-related, then alert is immediately passed through to 911 Live • Real Time “real use” drug testing and Help monitoring. How the drugs are “really Advisor used” 16 / 09/18/09
  17. 17. Appendix 17 / 09/18/09
  18. 18. Additional Background – Stephen N. Ulanoski Web Profile Board Membership • Linkedin – http://www.linkedin.com/in/stephenulanoski • Board Membership Minnesota High Tech Association (MHTA) – Business Awards – award   http://www.mhta.org/board_staff.php http://www.fleetfinancials.com/News/Story/2009/01/GE-Fleet-Serv winning solutions Patents • Technology as a Service Award (Tekne) – • Patents (Mobile Service Delivery) – http://www.faqs.org/patents/app/20090093236 http://www.telematics.info/news/1041/GE-Fleet-Services-Receives-2008-Tekne-Award.html (USPTO # 20090093236) Speeches/Industry Representation Press Releases • 2009 MetaPlaces/TheWhereBusiness – • Telematics/MRM Canada Launch – http://www.thewherebusiness.com/metaplaces/agenda.shtml http://www.genewscenter.com/Content/Detail.asp?ReleaseID=5420&New = • Telematics Update 2009 – http://www.telematicsupdate.com/detroit/conference_commercial.shtml • Logistics Presentations – http://www.automotive-fleet.com/Channel/GPS-Telematics/News/Story/20 • Logistics & Fleet Management Systems USA 2008 – • Telematics Awards – http://www.fleetfinancials.com/News/Story/2008/09/GE-Fleet-Services-Te http://www.telematicsupdate.com/lfms08usa/agenda.shtml • NAFA 2008 – http://www.nafa.org/Content/NavigationMenu/IandE/Welcome/Attendee_Information/Detailed_Program/2009AP_Monday.pdf 18 / 09/18/09
  19. 19. Data – Analytics Solutions Drive ROI Value Traditional Fleet Avg. Costs related to Mobile Costs Resources for Commercial Customers Sources: Automotive Fleet 2007, Aberdeen Group 2007, Potential Savings Fleet Savings Labor Savings Total Savings Without Telematics ~5-10% N/A 1-2% With Telematics ~15-20% ~15-25% 10-17% (Monitor/Optimize) 19 / 09/18/09
  20. 20. Transformational Business Strategy Evolving a Commercial Finance Business Rem ove Pr To Pr ior esent ion at 20 / 09/18/09
  21. 21. Business Intelligence is the strategy Drive growth via real-time business intelligence/data management Average Windshield Time by Customer - May 2008 40.00 Visibility 35.00 Customer Strategy 30.00 Avg. Windshield Time (Minutes) • Asset/Resource use…? 25.00 Increasing • Productivity…? 20.00 Competitiveness • Non-Vehicle Asset 15.00 10.00 costs…? 5.00 How do I improve it? 0.00 502 Cust. 1 552 Cust.2 586 Cust 3 588 Cust. 4 589 Cust. 5 Cust.6 . … … … … … 502c … …552d… … 552e … … … … ..Cust. N 646 …502b … … … … … … … … … … … … 588B … 588C …… …… …… …… …… Rem ove Pr KnowledgePr ior To esent ion at Why is it happening? • Routing – non-linear Source: Competing on Analytics Harvard Business School • Dispatch – real-time Press • Efficient “windshield time” What is happening? Increasing Business Intelligence • Cost - per customer Source: Competing on Analytics - Harvard Business School Press • Capacity Planning - asset • Software /Data as a Service (SAAS) – Telematics • Business Intelligence – Competitive Intelligence • Partnership – integrated into their operations Competitive Advantage Baseline (as run) Re-sequence existing routes Re-sequence Routes +Re assign deliveries - Re-sequence Routes + Re-assign deliveries to different drivers + Reduce One truck • Understanding – insight into actual cost drivers • Asset Allocation - people, vehicles, stuff… • Loyalty & Retention • Fuel, Time & Productivity • Net Operating Costs  Jobs 124 124 124 124 Miles 1,300 990 750 740 Drive Time 36.5 27.0 21.9 21.5 Trucks 12 12 12 11 21 / 09/18/09
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