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Big data and Predictive Analytics By : Professor Lili Saghafi

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How to transform the business with the power of Big Data and Predictive Analytics, ways to drive business growth.

How to transform the business with the power of Big Data and Predictive Analytics, ways to drive business growth.

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  • SmartArt custom animation effects: trapezoid list(Basic)To reproduce the SmartArt effects on this slide, do the following:On the Home tab, in the Slides group, click Layout, and then clickBlank. On the Insert tab, in the Illustrations group, click SmartArt. In the Choose a SmartArt Graphic dialog box, in the left pane, click List. In the List pane, click Trapezoid List (fifth row, second option from the left), and then click OK to insert the graphic into the slide.To create a fourth shape in the graphic, select the third shape from the left, and then under SmartArtTools, on the Design tab, in the CreateGraphic group, click the arrow under AddShape and select AddShapeAfter.Select the graphic, and then click one of the arrows on the left border. In the Type your text here dialog box, enter text. (Note: To create a bulleted list below each heading, select the heading text box in the Type your text here dialog box, and then under SmartArtTools, on the Design tab, in the CreateGraphic group, click AddBullet. Enter text into the new bullet text box.)On the slide, select the graphic. Under SmartArtTools, on the Design tab, in the SmartArtStyles group, do the following:Click ChangeColors, and then under Accent 5 click Gradient Range - Accent 5 (third option from the left).Click More, and then under 3-D click Polished (first row, first option from the left).On the Home tab, in the Font group, select TwCen MT Condensed from the Font list, and then select 24 from the Font Size list. Select the text in one of the headings. On the Home tab, in the Font group, select 28 from the Font Size list. Repeat this process for the text in the other headings. Press and hold SHIFT, and then select all four of the quadrangles in the graphic. On the Home tab, in the bottom right corner of the Drawing group, click the Format Shape dialog box launcher. In the Format Shape dialog box, in the left pane, click Text Box. In the Text Box pane, under Text layout, in the Vertical alignment list, select Middle.Select the graphic. Under SmartArt Tools, on the Format tab, click Size, and then do the following:In the Height box, enter 3.74”.In the Width box, enter 6.67”.Under SmartArt Tools, on the Format tab, click Arrange, click Align, and then do the following:Click Align to Slide.Click Align Middle. Click Align Center. To reproduce the animation effects on this slide, do the following:On the Animations tab, in the Animations group, click CustomAnimation.On the slide, select the graphic. In the CustomAnimation task pane, do the following:Click Add Effect, point to Entrance, and then click MoreEffects. In the Add Entrance Effect dialog box, under Moderate, click Stretch. Under Modify: Stretch, in the Direction list, select From Right.Under Modify: Stretch, in the Speed list, select Fast.Also in the CustomAnimation task pane, click Add Effect, point to Motion Paths, and then click Right. On the slide, right-click the motion path effect, and then click ReversePathDirection.Press and hold CTRL, and then select both animation effects in the Custom Animation task pane. Click the arrow to the right of the secondanimation effect (right motion path), and then click EffectOptions. In the Motion Path dialog box, on the SmartArt Animation tab, in the Group graphic list, select One by one.Also in the Custom Animation task pane, click the double arrow under each of the animation effects to expand the contents of the list of effects.Press and hold CTRL, and then select the first, second, third, and fourth animation effects (stretch effects) in the Custom Animation task pane. Under Modify: Stretch, in the Start list, select After Previous.Press and hold CTRL, select the fifth, sixth, seventh, and eighth animation effects (right motion paths) in the Custom Animation task pane, and then do the following: Under Modify: Right, in the Start list, select With Previous.Under Modify: Right, in the Speed list, select Fast.Also in the Custom Animation task pane, do the following to reorder the list of effects:Drag the fifth animation effect (first right motion path) until it is second in the list of effects.Drag the sixth animation effect (second right motion path) until it is fourth in the list of effects.Drag the seventh animation effect (third right motion path) until it is sixth in the list of effects.To reproduce the background effects on this slide, do the following:Right-click the slide background area, and then click Format Background. In the Format Background dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:In the Type list, select Radial.In the Direction list, click From Corner (fourth option from the left).Under Gradient stops, click Add or Remove until two stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops that you added as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, and then under Theme Colors click White, Background 1 (first row, first option from the left).Select Stop 2 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, and then under Theme Colors clickWhite, Background 1, Darker 35% (fifth row, first option from the left).
  • WikipiediaTimo ElliotNational Academy of Sciences 2013SAP Business Analytic http://blogs.sap.com/innovation/category/analyticsForbes http://www.forbes.com/SAP Business Innovation http://blogs.sap.com/innovation/sales-marketing/how-to-make-enterprise-social-software-work-0327119Gartner http://www.gartner.com/technology/home.jspCNBC www.cnbc.comSAP Big Data http://blogs.sap.com/innovation/category/big-data
  • WikipiediaTimo ElliotNational Academy of Sciences 2013SAP Business Analytic http://blogs.sap.com/innovation/category/analyticsForbes http://www.forbes.com/SAP Business Innovation http://blogs.sap.com/innovation/sales-marketing/how-to-make-enterprise-social-software-work-0327119Gartner http://www.gartner.com/technology/home.jspCNBC www.cnbc.comSAP Big Data http://blogs.sap.com/innovation/category/big-data
  • Transcript

    • 1. Big Data and Predictive Analytics By: Prof. Lili Saghafi Montreal , January 2014
    • 2. Big data • Big data is the term for a collection of data sets so large and complex that it becomes difficult to process using on-hand database management tools or traditional data processing applications.
    • 3. Big Data, what is the use?
    • 4. Data warehouses feed with Big Data
    • 5. data growth challenges and opportunities • In a 2001 research report and related lectures, META Group (now Gartner) analyst Doug Laney defined data growth challenges and opportunities as being three-dimensional, • increasing volume (amount of data), • velocity (speed of data in and out), and • variety (range of data types and sources).
    • 6. The challenges • The challenges include capture, creation, storage, search, sharing, transfer, analysis, and visualization.
    • 7. 3Vs • Gartner, and now much of the industry, continue to use this "3Vs" model for describing big data. • In 2012, Gartner updated its definition as follows: "Big data is high volume, high velocity, and/or high variety information assets that require new forms of processing to enable enhanced decision making, insight discovery and process optimization." Additionally, a new V "Veracity" is added by some organizations to describe it.
    • 8. challenges • Big data causes three key strategic and operational challenges: 1. Information Strategy: You need to harness the power of information assets. Big data is causing enterprises to find new ways to leverage information sources to drive growth.
    • 9. key strategic and operational challenges: 1-Information Strategy:
    • 10. key strategic and operational challenges: 2 -Data Analytics: You need to draw more insight from your big data analytics or large and complex datasets. You need to predict future customer behaviors, trends and outcomes.
    • 11. key strategic and operational challenges: 2-Data Analytics
    • 12. key strategic and operational challenges: 3- Enterprise Information Management: Information is everywhere – volume, variety, velocity – and it keeps growing. You need to manage access to growing extreme information management requirements and drive innovation in rapid information processing.
    • 13. key strategic and operational challenges: 3-Enterprise Information Management:
    • 14. Turning Data Into A Customer Experience • George-Edouard Dias, head of Digital Business for L‘Oréal gave a great example of digital business transformation during his interview at SAPPHIRENOW Madrid at the end of last year. • By combining analytics, social, mobile, and the cloud, the company aims to create new customer experiences.
    • 15. Difference between big data and Business Intelligence • Difference between big data and Business Intelligence, regarding data and their use: – Business Intelligence uses descriptive statistics with data with high information density to measure things, detect trends etc.; – Big data uses inductive statistics and concepts from nonlinear system identification to infer laws (regressions, nonlinear relationships, and causal effects) from large data sets to reveal relationships, dependencies, and to perform predictions of outcomes and behaviors.
    • 16. Big Data Processing
    • 17. Cycle for Big Data
    • 18. Issues regarding Big Data • issues regarding Big Data was storage, especially with respect to the exponential growth and size of unstructured data that did not fit into databases
    • 19. Storage
    • 20. issues regarding Big Data
    • 21. SO, Why larger data sets? • The trend to larger data sets is due to the additional information derivable from analysis of a single large set of related data, as compared to separate smaller sets with the same total amount of data, • It allows correlations to be found to "spot business trends, determine quality of research, prevent diseases, link legal citations, combat crime, and determine real-time roadway traffic conditions.
    • 22. larger data sets
    • 23. When your carpet calls your doctor The Human Face of Big Data • ―magic carpet‖ ―My mother is 90 years old, and my father passed away six years ago. Six months ago, my mother fell, and then she fell another time, and the third time, nobody found her for five hours. We asked her to move in with us, but she didn‘t want to. We hired people to live with her in shifts, and she hated it. Now GE and Intel are introducing products aimed at aging at home, and one of the prototypes is a carpet filled with sensors. Over time, it creates a baseline knowledge of ‗normal behavior‘ – she walks on the carpet at 9:30 am, and here‘s her gait – over time it can predict muscle weakness, and changes to normal patterns and tweet me to ―call mom!‖ Rick Smolan • http://www.economist.com/node/15868133 • https://sites.google.com/site/professorlilisaghafi/newtechnologies/magiccarpet
    • 24. • Rick believes one of the biggest opportunities is making better use of previously ignored ―dark data‖. ―For years, meteorologists have had to filter out ‗bioclutter‘ from Doppler radar weather systems – the ―noise‖ generated by flocks of birds or bats. But when bird researchers realized they had 15 years of invaluable data on migration patterns they were delighted!‖ • But Rick also cautioned that there will be new challenges. For example, today, data is typically owned by governments and businesses, not individuals, and there needs to be more thinking about how to make sure that powerful data is not misused. • For more fantastic examples and stories about Big Data is affecting people‘s lives, visit http://bigdata.saphana.com/
    • 25. So, Where is Big Data? • Petabytes and exabytes of data exist in science, technology, commerce, national defense, telecommunications, and other fields. • Proper storage is merely a pre-condition to finding the real jewels in Big Data—turning data from massive streams into knowledge, and thereby actionable intelligence in real time as events unfold.
    • 26. Need of Data What’s the ROI of What You Don’t Know?
    • 27. Making Strategic Decisions With Data
    • 28. Reliability of Data The Bad Data Breakup
    • 29. • Through 2015, 85% of Fortune 500 organizations will be unable to exploit big data for competitive advantage. (Gartner)
    • 30. Understand Empower a Executive Data and Predictive Analytics Champion Measure And Modify Your Supply Chain In A Multidimensional Global framework Give Your Data TimeCritical Situational Awareness Rely On A Core Platform That Creates Derivative Intelligence And Knowledge In Real Time
    • 31. How To Deal With Big Data And Drive Business Growth? 1. Understand it 2. Empower a Executive Data and Predictive Analytics Champion 3. Measure And Modify Your Supply Chain In A Multidimensional Global framework 4. Give Your Data Time-Critical Situational Awareness 5. Rely On A Core Platform That Creates Derivative Intelligence And Knowledge In Real Time
    • 32. Understand • That in an era of data-centric science, we now have advanced analytics that permit inferences from granular data. • Inferences transform data into knowledge, which results in greater process transparency and improvements.
    • 33. Understand • That when evaluating the need to institute analytics as part of your data strategy, it is important to remember that actionable knowledge is not inherent in data per se; rather, it must be extracted based upon established rules and algorithms.
    • 34. Understand • That ―sophisticated analytics solutions . . . must be embedded in frontline tools so simple and engaging that managers and frontline employees will be eager to use them daily.‖ Mobilizing Your C-Suite For Big Data Analytics (McKinsey & Company 2013).
    • 35. These Analytics Folks Think They Know Everything!
    • 36. Understand • That even ―naive users‖ should be able to ―carry out massive data analysis without a full understanding of systems and statistical uses.‖ National Research Council of the National Academies • Data scientists play an indispensable role in today‘s corporation, but business line executives should not have to rely on them to run analytics and make the inferences that are the basis for decisions
    • 37. Some Middle Managers Don‘t Like Analytics
    • 38. Empower an Executive Data and Predictive Analytics Champion • With big data analytics changing rapidly and straining information structures, corporations and governments need ―executive horsepower‖ or ―top-management muscle‖ behind its data initiatives. McKinsey & Company 2013
    • 39. Empower an Executive Data and Predictive Analytics Champion • Accordingly, a C-level officer (e.g., Chief Data Officer, CTO, or Chief Analytics Officer) who comes from both a supply chain and analytics background must have the mandate to lead model analytic centers. • In order to succeed, analysts with deep data experience must have a clear strategy with defined initiatives to achieve business results.
    • 40. What You Get If You Don‘t Have Analytics. A HIPPO.
    • 41. Empower a C-Level Data and Predictive Analytics Champion • A forward-thinking analytics strategy thus needs to take place at the business unit level. Why? – First, priorities will differ by business unit; the treatment of data in one business unit may have little utility in another. – Second, management priorities have to reinforce functional level goals with targets and metrics. • A C-level executive who can work with business line managers and still champion analytics in the C-suite is a must.
    • 42. Search for Data Opinions Are Good. Data is Better
    • 43. Measure And Modify Your Supply Chain In A Multidimensional Global framework • Do not examine your supply chain without first considering logistics at a macro level. • ―ratios of trade to GDP for the world as a whole have increased from 39% in 1990 to 59% in 2012.‖ the World Economic Forum’s Outlook on the Logistics & Supply Chain Industry (2013) • This change is in large part the result of a ―targeted and concerted effort by industry and governments to increase economic growth and jobs.‖
    • 44. Measure And Modify Your Supply Chain In A Multidimensional Global framework • How does supply chain fit into this larger context? – a corporation‘s failure to maximize the knowledge in its data and thereby to contribute to unnecessary logistics costs imposes upon itself and others (as well as international trade) what amounts to an inefficiencybased tax. • How are corporations faring on other fronts? – They spend an astonishing average of 8%of net sales on transportation, warehousing, customer service, administration, and inventory carrying costs. Yet many do not have a comprehensive view of their data, let alone their upstream or downstream logistics functions. Supply Chain Logistics As A Driver of Business Strategy and Profitability (C.H. Robinson 2013).
    • 45. Measure And Modify Your Supply Chain In A Multidimensional Global framework • Ignorance has impact. • What effect is logistics framework having on company? On customer loyalty? How can you use most effectively, leverage your data both past and present, and what technology do you need to do so? • And while an analysis of your supply chain will ultimately include your relationships with parties such as customers, manufacturers, providers and retailers, it should begin with an inward-facing assessment of key assets.
    • 46. What‘s The ROI of Business Intelligence? Higher than the ROI of Ignorance.
    • 47. Give Your Data Time-Critical Situational Awareness • In most organizations, data must be pulled from disparate and distributed sources and then processed to yield actionable intelligence. • Analytics help a business line identify potential points of improvement. • ―Corporations need to make changes not only in real time as events unfold, but also within the constraints posed by the increasingly distributed nature of modern data sets‖.
    • 48. Big Data Boasts
    • 49. Give Your Data Time-Critical Situational Awareness • Current supply chain management must be concerned with multi-dimensional data that includes temporal (handling data involving time ) and geospatial elements (Data that have an explicit or implicit geographic extent ). • Examples of temporal data are the acquisition of data from sources such as the Internet, speech and video data, real-time imaging from satellites, and ground-based sensors. • Such inputs can be difficult to analyze because the different sources that comprise the data stream have different latencies.
    • 50. Don‘t Trust Gut Feel
    • 51. Give Your Data Time-Critical Situational Awareness • Temporal data is growing exponentially. • Geospatial data, on the other hand, tracks location, whether that of a storm, a car, or a tornado that may render impossible to your trucks certain highways, thus demanding quick redirection to avoid time lost and equipment damage. • For shippers, for example, both elements come into play: it is useful to know the location of ships, containers, and even packages in real time and/or two days prior in order to see if interim movement in is unusual and requires action. • Coupled with temporal data, a logistics analyst can make informed decisions as events in his supply chain unfold.
    • 52. Making Strategic Decisions With Data
    • 53. Rely On A Core Platform That Creates Derivative Intelligence And Knowledge In Real Time • Building a robust supply chain management platform from scratch or by combining point solutions is nearly impossible. • From the perspective of cost alone, it is much more effective to partner with a third-party cloudbased solution provider. • Your criteria when you choose a platform should be stringent.
    • 54. Rely On A Core Platform That Creates Derivative Intelligence And Knowledge In Real Time • According to Tim Fleischer, CEO of TransVoyant, a technology and services company that enables sub-second operational decisions and support, criteria should include:
    • 55. Rely On A Core Platform That Creates Derivative Intelligence And Knowledge In Real Time • “First, no data latency—you need to see your assets in real time, in motion, as they unfold. This is critical to actionable intelligence. • Second, the platform must be multi-dimensional. Failure to capture temporal and geospatial data will leave even the savviest company flat-footed. • Third, your core platform must allow you to visualize your data assets in multi-dimensions so that you can see what is happening in real time. • Fourth, it must be flexible enough to accommodate different supply chains in your organization. • Finally, the platform must yield derivative intelligence that will become your company‘s intellectual property and thus comparative advantage‖.
    • 56. Rely On A Core Platform That Creates Derivative Intelligence And Knowledge In Real Time • Supply chain management should take place on a platform that resides in a cloud such as Amazon Web Services (AWS), which recently was predicted to be worth $50 billion by 2015. Tiernan Ray, Amazon’s AWS A $50 Billion Value (Barron’s Nov. 18, 2003). • Cloud computing is not going anywhere, and the security of such massive vendors is appropriately robust. • The power of the cloud allows for the extraordinary processing power made possible by distributed computing
    • 57. Cloud Computing
    • 58. Rely On A Core Platform That Creates Derivative Intelligence And Knowledge In Real Time • Now, statistical inferences can turn data into actionable intelligence that supports reasoned decisions. • Moreover, companies can scale as they wish and absorb only the marginal costs of their expansion.
    • 59. WIFM What‘s in it for me?
    • 60. THANK YOU