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Presentation given by Ravi Makhija, Chief Operating Officer, SAS Institute (India) Pvt Ltd on August 3rd, 2011 at eWorld Forum (www.eworldforum.net) in the session Urban Governance and Infrastructure

Presentation given by Ravi Makhija, Chief Operating Officer, SAS Institute (India) Pvt Ltd on August 3rd, 2011 at eWorld Forum (www.eworldforum.net) in the session Urban Governance and Infrastructure

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  • Talking Points SAS empowers individuals and business units to solve priority issues faster…and then evolve to new areas over time.  How? By providing an effective infrastructure for managing the growing appetite for intelligence…for gaining greater ROI from existing IT investments…and for supporting sustainable growth through innovative use of technology and information.
  • Talking Points When you look at your business, you ask questions—all sorts of questions. It’s the end of a quarter and you look at one of your product lines and find that you’ve come up short in terms of revenue. “What happened?” Analytics can be brought to bear on this discovery process. And your business questions can be segmented into two groups…
  • Talking Points The first are those questions that really support reactive decision making…“What happened?” is one of them. You get your standard report at the end of the quarter, and notice there’s a dip in sales. So you ask “Where exactly is the problem?” Maybe you do some query drilldown…some OLAP…and figure out where you missed the mark. So you try to determine “What actions are needed?” But you are basing the answer on the data you just looked at. It’s all reactive. It’s all about what happened in the past. It’s simply not enough anymore.
  • Talking Points What about these other questions: “Why is this happening?” “What will happen next?” “What’s the best that can happen?” “What if these trends continue?” What if, going into a sales quarter, you were able to see the trend…predict the future outcome…put programs in place that would allow you to deviate from where you were headed…avoid the problem…and protect your revenue stream? This is a different set of analytics…a proactive way of making business decisions. This is the unique competitive advantage that SAS provides. When you look at analytics, think about the TOTAL spectrum…
  • Value or benefit realisation
  • If we are able to increase the Availability and Reliability, it results in huge cost savings. It’s a fitment to PAM.

Ravi Makhija Ravi Makhija Presentation Transcript

  • Analytics for effective Governance Ravi Makhija – COO SAS India Wednesday, August 2011 Company Confidential - For Internal Use OnlyCopyright © 2009, SAS Institute Inc. All rights reserved. Company Confidential - For Internal Use Only Copyright © 20010 SAS Institute Inc. All rights reserved.
  • AgendaData to Information to IntelligenceGovernment Analytics FrameworkSmart Analytics ApplicationsCase Studies 2 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Create Value Align, Improve & EmpowerSolve complex governance problems. Manage for performance and scale. Drive sustainable growth through conservation. Anticipate and manage change. 3 Copyright © 2010 SAS Institute Inc. All rights reserved.
  • Discovery Questioning the Business “What happened?” “Where exactly is the problem?” “What if these trends continue?”“How many, how often, where?” “What’s the best that can happen?” “What will happen next?” “What actions are needed?” “Why is this happening?” 4 Copyright © 2010 SAS Institute Inc. All rights reserved.
  • Discovery Reactive Decision Making “What happened?” “Where exactly is the problem?” “What if these trends continue?”“How many, how often, where?” “What’s the best that can happen?” “What will happen next?” “What actions are needed?” “Why is this happening?” 5 Copyright © 2010 SAS Institute Inc. All rights reserved.
  • Discovery Proactive Decision Making “What happened?” “Where exactly is the problem?” “What if these trends continue?”“How many, how often, where?” “What’s the best that can happen?” “What will happen next?” “What actions are needed?” “Why is this happening?” 6 Copyright © 2010 SAS Institute Inc. All rights reserved.
  • AnalyticsA range of capability What’s the best that can happen? What will happen next? What if these trends continue? Why is this happening? What actions are needed? Where exactly is the problem? How many, how often, where? What happened? 7 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Performance driven platformSAS technology has been designed purely for business analytics use with seamless integration to our clients business IT applications. 8 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Intelligence – Need of Today Improve Citizen Centricity Audits & Tax collections Rural e- Services Increase Intelligence led Revenue Policing & Investigation Reduce Operating Cost Safe Borders Optimized Cyber Security Operations Smart Analytics Applications Intelligence led Load Policing & Forecasting Investigation Portfolio Safe Borders Optimization Cyber Security Asset Integrity Taxation Frauds Financial Frauds Corrupt Practices 9 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Health Care Company Confidential - For Internal Use OnlyCopyright © 2009, SAS Institute Inc. All rights reserved. Company Confidential - For Internal Use Only Copyright © 20010 SAS Institute Inc. All rights reserved.
  • Analytics for Healthcare What is the optimum Infrastructure for the surgeries What is the likelihood of fraudulent claim How many patient by district / Category Abnormal Statistical Pattern of Claim? Alerts Query What action needed if surgery Drilldown Ad.Hoc is not pre-approved in 48 Hrs Which disease, which village has max. Reports registration Stnd.Reports How many patient registered in Krishna District 11 How many patients registered ?? Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Taxation Company Confidential - For Internal Use OnlyCopyright © 2009, SAS Institute Inc. All rights reserved. Company Confidential - For Internal Use Only Copyright © 20010 SAS Institute Inc. All rights reserved.
  • Taxation Analytic Process  Translates this analysis into  Report in a revenue collection actionable “Scores”…Phase 2 dashboard Phase 4 • Uses scores to determine • Strategy, Revenue KPI, risk and predict behavior Productivity KPI, Tax System KPI etc  Analyzing Information  Applies business rules based to identify patterns that upon the scores to obtain will predict future better results…Phase 3 outcomes…Phase1 13 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Smart Grid Company Confidential - For Internal Use OnlyCopyright © 2009, SAS Institute Inc. All rights reserved. Company Confidential - For Internal Use Only Copyright © 20010 SAS Institute Inc. All rights reserved.
  • 15 Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
  • 16 Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
  • Impact of A & R improvement in Generation “If the availability factor of the existing thermal power generating units is increased by 10%, from the present level the capacity addition requirement will come down by 12,000 MW. This will reduce the investment requirement of more than Rs 48,000 Crores (USD 11 bn). Source – USAID research with ICICI Bank 17 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Analytics – The way forward Demand Position Map Price Risk Operational Efficiency Forecast Demand Visibility on the Portfolio Network Availability Supply Side Optimization and Reliability• Short Term Day • Sources of Supply – • Fulfilment of service Ahead Short, Medium and obligation Long Term • Reduced• Medium Term – 1 unscheduled • Least cost/Reduction outages month to 1 year • Improve Service in costs Delivery• Long Term – 1 year • Demand Side • Asset to 5 years • Position Mapping Management Integrity/Failure prediction 18 • Network Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved. augmentation
  • Public Safety Company Confidential - For Internal Use OnlyCopyright © 2009, SAS Institute Inc. All rights reserved. Company Confidential - For Internal Use Only Copyright © 20010 SAS Institute Inc. All rights reserved.
  • Public Safety Information led Policing Intelligence led Investigation Social Network Analysis CDR Analysis Predicting Behavior 20 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Capability Counter Terrorism Fusion Centres and Intelligence Sharing Serious & Organised Crime Border Management Intelligence & Case Management Analytics driven Early warning Law Enforcement 21 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Some of Our Valued Customers in India CBEC ICRISAT 22 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Thank You 23 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.