Leading in
The Age of
Unbounded Data
Survey Results, 2010
Introduction
Welcome to the age of unbounded data
2 | © 2010 nGenera Corp. All Rights Reserved.
Leading in the Age of Unbounded Data
Enter the highly-instrumented enterprise
3 | © 2010 nGenera Corp. All Rights Reserved...
Leading in the Age of Unbounded Data
It’s not just that we have more data…
4 | © 2010 nGenera Corp. All Rights Reserved.
M...
Leading in the Age of Unbounded Data
…enterprises must make sense of the data ecosystem
5 | © 2010 nGenera Corp. All Right...
Leading in the Age of Unbounded
Survey methodology
• Survey results gathered from
January 15th to March 1st 2010.
• Respon...
nGenera Data Survey
Data-driven competitive advantage
7 | © 2010 nGenera Corp. All Rights Reserved.
Survey Overview: Data-Driven Competitive Advantage
External data is a key driver of competitive advantage
88% of responden...
9 | © 2010 nGenera Corp. All Rights Reserved.
Survey Overview: Data-Driven Competitive Advantage
Most pronounced worry amo...
Survey Overview: Data-Driven Competitive Advantage
Across data types, fewer than half rate the quality of data as ‘good’ o...
11 | © 2010 nGenera Corp. All Rights Reserved.
Survey Overview: Data-Driven Competitive Advantage
Sense-making is paramoun...
Data and the Ability to Measure
What was previously unknown can now
be known
12 | © 2010 nGenera Corp. All Rights Reserved.
Data and the Ability to Measure
What are companies measuring?
13 | © 2010 nGenera Corp. All Rights Reserved.
The Age of Un...
14 | © 2010 nGenera Corp. All Rights Reserved.
Data and the Ability to Measure
The ROI of collaborative initiatives
Today,...
15 | © 2010 nGenera Corp. All Rights Reserved.
Data and the Ability to Measure
Customer experience
65% of survey responden...
16 | © 2010 nGenera Corp. All Rights Reserved.
Data and the Ability to Measure
Employee productivity
A little over half (5...
17 | © 2010 nGenera Corp. All Rights Reserved.
Data and the Ability to Measure
The role of unstructured data
Unstructured ...
Data and the Ability to Measure
Consistency of data quality decreases as amount of unstructured data increases
How would y...
Data Improves Decisions
More information, more decision-makers,
and greater agility
19 | © 2010 nGenera Corp. All Rights R...
Data Improves Decisions
Over 50% ‘agree’ or ‘strongly agree’ that more data leads to better decisions
20 | © 2010 nGenera ...
21 | © 2010 nGenera Corp. All Rights Reserved.
Data Improves Decisions
“If HP knew what HP knows, we would be three times ...
22 | © 2010 nGenera Corp. All Rights Reserved.
Data Improves Decisions
Emerging data opportunities tied to predictive anal...
23 | © 2010 nGenera Corp. All Rights Reserved.
Data Improves Decisions
Beyond local optimization: Leveraging and sharing d...
24 | © 2010 nGenera Corp. All Rights Reserved.
Data Improves Decisions
Enabling ‘everyman analytics’
• With the proliferat...
Data Enables Customer Engagement
A clearer view of customers’ behaviours,
preferences, and actions
25 | © 2010 nGenera Cor...
Data Enables Customer Engagement
Customer data is highly valued
26 | © 2010 nGenera Corp. All Rights Reserved.
Already, da...
Data Enables Customer Engagement
Customer priorities are often out-of-synch
27 | © 2010 nGenera Corp. All Rights Reserved....
28 | © 2010 nGenera Corp. All Rights Reserved.
Data Enables Customer Engagement
Many organizations are stuck in a CRM-cent...
Data As a Product
Aggregated, anonymized data is a valuable
commodity
29 | © 2010 nGenera Corp. All Rights Reserved.
Data As a Product
Future opportunities extend beyond enterprise data to data ecosystems
30 | © 2010 nGenera Corp. All Righ...
31 | © 2010 nGenera Corp. All Rights Reserved.
‘Open IP,’ where companies and institutions add to the data commons, is an ...
Key Takeaways
Uncover new opportunities and unleash
hidden potential
32 | © 2010 nGenera Corp. All Rights Reserved.
Key Takeaways
Leading in an age of unbounded data requires new thinking
33 | © 2010 nGenera Corp. All Rights Reserved.
Lea...
Key Takeaways
Leading in an age of unbounded data requires new thinking
34 | © 2010 nGenera Corp. All Rights Reserved.
Key...
Key Takeaways
Low hanging fruit: Opportunities for leading enterprises
35 | © 2010 nGenera Corp. All Rights Reserved.
We b...
Key Takeaways
Low hanging fruit: Opportunities for leading enterprises
36 | © 2010 nGenera Corp. All Rights Reserved.
• Fo...
37 | © 2010 nGenera Corp. All Rights Reserved.37 | © 2010 nGenera Corp. All Rights Reserved.
Nauman Haque
nhaque@nGenera.c...
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Survey Results Age Of Unbounded Data June 03 10

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Enterprises today can generate, collect and consider more data than ever before. New types of data can provide insight into previously opaque processes and motivations, but prodigious quantities of data present opportunity, as well as complexity and distraction. nGenera Insight’s 2010 Leading in an Age of Unbounded Data survey garnered responses from over 70 major organizations, including many global corporations, to provide a cross-industry pulse of the state of enterprise data.

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Survey Results Age Of Unbounded Data June 03 10

  1. 1. Leading in The Age of Unbounded Data Survey Results, 2010
  2. 2. Introduction Welcome to the age of unbounded data 2 | © 2010 nGenera Corp. All Rights Reserved.
  3. 3. Leading in the Age of Unbounded Data Enter the highly-instrumented enterprise 3 | © 2010 nGenera Corp. All Rights Reserved. Enterprises Have Become Highly-Instrumented; Using new sources of data combined with sophisticated analytics to distinguish signal from noise, create better situational awareness, drive new insights, and uncover the ROI of collaborative initiatives.
  4. 4. Leading in the Age of Unbounded Data It’s not just that we have more data… 4 | © 2010 nGenera Corp. All Rights Reserved. More data Over 50% of respondents ‘agree’ or ‘strongly agree’ that more data leads to better decision making, but 46% spend more time looking for information today than before. More data from new and expanding sources Almost 60% of respondents report an increase in the number of data sources used for decision-making in the past 12 months; two-thirds of companies believe managing data from new sources is an important issue. More interactions among data types and between people and data 70% of respondents ‘agree’ or ‘strongly agree’ that executives who have more varied types of data will improve the quality of their decisions. Growing availability of open data Over 70% of companies say that deciding how much data to open or share is either an ‘important’ or ‘very important’ issue. Making sense of this data ecosystem is the fundamental challenge facing enterprise decision-makers, analysts, and IT departments Despite the glut of available data, only 33% of respondents indicated that they have the data they need to do their jobs.
  5. 5. Leading in the Age of Unbounded Data …enterprises must make sense of the data ecosystem 5 | © 2010 nGenera Corp. All Rights Reserved. Sense-making trumps all other data priorities Improving the ability to interpret data (and get it to senior executives) is the number one data priority; far more important than getting access to more data. Data quality is a bigger problem than data availability ‘Data integrity and quality’ is the number one data problem vexing survey respondents; deemed to be a far greater issue than ‘data availability.’ The use of unstructured data in measurement is a significant contributor to quality issues. Focusing on customer data will be a competitive priority Data from customers will drive competitive advantage, but currently data quality is low and sharing of information back to customers (i.e. creating a two-way value proposition) is a low priority. Both new data and legacy data are causing problems Managing legacy data is proving almost as hard as managing data from new channels (rated as ‘very important’ by 32% and 34% of respondents respectively). Companies still lag when it comes to measurement Only 23% of respondents are measuring the ROI of collaborative initiatives; just over half are measuring employee productivity. In both cases, fewer than 40% report ‘good’ or ‘excellent’ quality data.
  6. 6. Leading in the Age of Unbounded Survey methodology • Survey results gathered from January 15th to March 1st 2010. • Responses from over 70 major organizations, including several state/provincial governments and many global corporations. • Majority of respondents are director-level or higher executives from within various functions. 6 | © 2010 nGenera Corp. All Rights Reserved. 23% 16% 13% 9% 5% 5% 5% 4% 4% 4% 3% 3% 6% 0% 10% 20% 30% Consulting Software/Technology Government Finance/Banking Medical/Healthcare Retail/Consumer Products Advertising/PR Transportation Education/Training Telecomunications Publishing Utilities Other 16% 19% 30% 35% Staff Manager Director Senior/Executive Management
  7. 7. nGenera Data Survey Data-driven competitive advantage 7 | © 2010 nGenera Corp. All Rights Reserved.
  8. 8. Survey Overview: Data-Driven Competitive Advantage External data is a key driver of competitive advantage 88% of respondents say that data drives competitive advantage. Collaboration around data is an important part of seizing the opportunity. While internally created data and data gleaned from user and customer interactions are still seen as most important, increasingly data from outside the enterprise is also driving competitive advantage. Data created with customers and partners, data acquired from third parties, and open data are all considered integral contributors to competitive strategies. 8 | © 2010 nGenera Corp. All Rights Reserved. 77% 68% 49% 44% 43% 22% 12% 0% 20% 40% 60% 80% 100% From customer and user interactions Internally created Co-created with customers Co-created with business partners Acquired from external parties Open data Other Competitive advantage is not data-driven What sources of data drive competitive advantage in your organization?
  9. 9. 9 | © 2010 nGenera Corp. All Rights Reserved. Survey Overview: Data-Driven Competitive Advantage Most pronounced worry among decision makers is data integrity and quality How important are the following problems related to enterprise data? 73% 56% 53% 53% 39% 39% 36% 34% 9% 18% 31% 30% 26% 32% 32% 32% 27% 6% 0% 20% 40% 60% 80% 100% Data integrity & quality Timeliness of data Data availability Data security Managing data rights Deciding how much data to open or share Managing data from new channels Managing legacy data Other Very Important Important More data improves decision-making, metrics, and agility, but also creates complexity and more noise in the system. Some critical issues include availability and timeliness of data for decision-making, data security and access rights, and deciding how to share data and with whom.
  10. 10. Survey Overview: Data-Driven Competitive Advantage Across data types, fewer than half rate the quality of data as ‘good’ or ‘excellent’ 10 | © 2010 nGenera Corp. All Rights Reserved. The low quality of customer data is particularly worrying (only 27% say it is ‘good’ or excellent’), as this data was seen as a key driver of competitive advantage. Fortunately, many new tools and technologies are emerging to help address this, including ‘voice-of-the-customer’ listening platforms and sentiment analysis tools, as well as prosumer platforms that harness customer insight and ideas, and next-generation social CRM solutions that promise to integrate data from social media interactions into customer databases. Rate the quality of data for day-to-day decision making 47% 42% 29% 27% 17% 27% 25% 26% 27% 32% 23% 23% 40% 34% 35% 0% 20% 40% 60% 80% 100% Function-specific data Employee data Enterprise data (cross-function) Customer data Partner and supplier data Good/Excellent Average Below Average/Poor
  11. 11. 11 | © 2010 nGenera Corp. All Rights Reserved. Survey Overview: Data-Driven Competitive Advantage Sense-making is paramount in a world of abundant information What are the data priorities for your organization? (percentages shown are based on respondents rating priorities as ‘high’ or ‘very high’) Sharing data is still not huge priority, but we believe that it’s going to have to be given the growing importance of data ecosystems. In order to fully leverage opportunities related to customer data and data from external partners, companies will need to share their own information and create two-way value propositions. The lack of priority being placed on sharing and measuring return points towards a real opportunity for leading organizations to redefine competitive advantage. 79% 75% 74% 70% 69% 62% 61% 61% 58% 52% 43% 40% 34% 0% 20% 40% 60% 80% 100% Getting data to senior executives more quickly Improving our ability to interpret data Improving data quality Getting more timely data Measuring customer experience Getting data to front line employees more quickly Sharing data with employees Managing unstructured data Getting access to more data Measuring return on collaborative initiatives Managing data from social media Sharing data with customers Sharing data with external partners
  12. 12. Data and the Ability to Measure What was previously unknown can now be known 12 | © 2010 nGenera Corp. All Rights Reserved.
  13. 13. Data and the Ability to Measure What are companies measuring? 13 | © 2010 nGenera Corp. All Rights Reserved. The Age of Unbounded Data is a result of a dramatic increase in the amount of sensor technology, web analytics, document tracking, and other instrumentation that is now commonplace in our homes, organizations, and public places. The influx of more and different types of data provides organizations with an unprecedented opportunity to improve what and how they measure and report. 23% 65% 53% ROI of collaborative initiatives Customer experience Employee productivity Which of the following do you measure?
  14. 14. 14 | © 2010 nGenera Corp. All Rights Reserved. Data and the Ability to Measure The ROI of collaborative initiatives Today, only 23% of respondents are measuring the impact of collaborative initiatives. • Among those that are having success, most are using a combination of analytics and proprietary techniques. • As workflows are increasingly digitized, process mining will uncover new types of ROI metrics for tasks and initiatives that were previously qualitatively measured (if at all) due to their unstructured nature. • Over half of companies say that measuring ROI of collaborative initiatives is a high priority. Given how important it is, we expect the number of organizations measuring ROI to increase significantly over the next 12-24 months. • nGenera’s research has shown that measuring ROI depends on identifying an intent for the collaborative initiative that is tied to a specific business outcome—why are you collaborating and what type of collaboration are you going to use?
  15. 15. 15 | © 2010 nGenera Corp. All Rights Reserved. Data and the Ability to Measure Customer experience 65% of survey respondents actively measure customer experience. • There isn’t a huge difference in the type of methods used by those having success in this area and those struggling—the vast majority use customer surveys and feedback forms—indicating that the major issue for companies with customer experience measures may be the questions being asked and the processes surrounding customer feedback rather than the data-gathering methods. • By systematically gathering and analyzing customer anecdotes (e.g., using social media monitoring and text mining), companies can augment survey measures and satisfaction scores with more story-driven measures of experience. • Just about any organization can listen to and leverage the stories of average people that write online in blogs, forums, Twitter, and social networks every day. • There are effective new methods for collecting and analyzing customer data that are not yet widely used including social media monitoring tools, listening platforms, text analysis, and customer sentiment analysis.
  16. 16. 16 | © 2010 nGenera Corp. All Rights Reserved. Data and the Ability to Measure Employee productivity A little over half (53%) of respondents are actively measuring employee productivity. • The leading types of measurement used are a combination of time tracking, performance management software, and 360-degree peer reviews. • New sources of data can create visibility into poorly-understood informal networks and allow organizations to redirect their attention towards what’s going on ‘below the surface’ of established structures. • Software is now available that can track e-mail messages, shared documents, calendar information, call logs, and contact information to model collaborative behaviour and map informal lines of communication. • By mining employee processes, companies can target key influencers, find new efficiencies, strengthen existing forms of collaboration, and encourage nascent creativity. We can know which employees are producing high-value information, which employees are good curators of information, and which employees may be engaging in harmful activities.
  17. 17. 17 | © 2010 nGenera Corp. All Rights Reserved. Data and the Ability to Measure The role of unstructured data Unstructured data is playing a significant role in what is being measured. Over 50% of those that measure collaboration, employee productivity, or customer engagement incorporate some form of unstructured data. What type of data do you use to measure? 44% 44% 44% 16% 32% 56% 40% 24% 0% 20% 40% 60% 80% 100% ROI of collaborative initiatives Customer experience Employee productivity Structured Unstructured Both
  18. 18. Data and the Ability to Measure Consistency of data quality decreases as amount of unstructured data increases How would you rate the quality of the data used for measurement? Those using structured data reported higher quality rating than those using unstructured data. Unstructured data like text, images, audio, and video is hard to organize and analyze; however, the technologies that allow companies to do so are starting to become enterprise-grade. Companies that harness tools like text mining, picture and video tagging, and voice analysis will definitely have an edge in measurement. 17% 38% 23% 42% 38% 48% 42% 24% 30% 0% 20% 40% 60% 80% 100% Structured Unstructured Both Below Average/Poor Average Good/Excellent 18 | © 2010 nGenera Corp. All Rights Reserved. 0% 22% 39% 39% 0% 4% 14% 44% 34% 4% ROI of collaborative initiatives Customer experience Employee productivity 10% 20% 44% 24% 2% Very Poor Below Average Average Good Excellent
  19. 19. Data Improves Decisions More information, more decision-makers, and greater agility 19 | © 2010 nGenera Corp. All Rights Reserved.
  20. 20. Data Improves Decisions Over 50% ‘agree’ or ‘strongly agree’ that more data leads to better decisions 20 | © 2010 nGenera Corp. All Rights Reserved. 26% 26% 27% 16% 5% Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree The majority of survey respondents agree that more is better when it comes to data. Additionally, 70% ‘agree’ or ‘strongly agree’ that executives who have more varied types of data (e.g., audio, video, text, statistics) will improve the quality of their decisions. Yet more data can also lead to more noise and distraction. There was also a contingent— 21% of respondents—that ‘disagreed’ or ‘strongly disagreed’ that more data lead to better decisions. Clearly, simply having more data is not a panacea. To what degree do you agree with the statement “having more data lead to better decisions”?
  21. 21. 21 | © 2010 nGenera Corp. All Rights Reserved. Data Improves Decisions “If HP knew what HP knows, we would be three times as profitable.”– Former HP CEO Lew Platt Improving the ability to interpret data is a top priority for companies. A major obstacle is that, in many companies, data still tends to be siloed. Close to 80% of respondents indicate that data sharing is sub-optimal: 44% state that data is siloed by department and 27% state that even when data is shared across departments, it is often inconsistent. Sharing and making sense of data in real-time accomplishes two goals: greater agility through immediate response and better predictions about the future behavior of people and markets. What statement most accurately reflects the situation in your organization? 8% 44% 27% 5% 16% 0% 10% 20% 30% 40% 50% Nobody knows anything Data tends to be siloed by department Data is shared but is often inconsistent There is a single version of the truth accessible to all departments Data is available for simulation and modeling across the enterprise
  22. 22. 22 | © 2010 nGenera Corp. All Rights Reserved. Data Improves Decisions Emerging data opportunities tied to predictive analytics 36% 38% 35% 29% 19% 18% 12% 9% 9% 6% 4% 0% 10% 20% 30% 40% 50% We do not use predictive analytics Customer relationship management Financial modeling Up-selling or cross-selling Risk management Direct marketing Supply chain or inventory management Fraud detection Security threats Manufacturing or equipment failures Other How does your organization use predictive analytic tools? Predictive models can help decision makers refine business plans in response to unexpected challenges or opportunities by giving them insight into the likely outcomes of decisions. Everyday workers can optimize some of the most important decisions and signal which initiatives to launch, accelerate, or stop using ‘what-if’ scenarios that leverage both historical and current data.
  23. 23. 23 | © 2010 nGenera Corp. All Rights Reserved. Data Improves Decisions Beyond local optimization: Leveraging and sharing data enterprise-wide is the goal While the majority said that certain individuals use data to support decisions, the clear opportunity is in the collaborative and automated spaces. While there is little activity in those areas today—a little over a third using collaborative data and only 16% using automated decisions—we believe there is a big upside for companies willing to take a leadership position in these areas. Incorporating collaboration and automation into the decision- making process could bring more effective and faster means of making successful decisions. 69% 60% 33% 27% 16% 9% 0% 20% 40% 60% 80% Data is used to drive decisions by certain individuals Data is used to conduct analytics that support decisions Data is used to drive collaborative decision-making Data is used to support professional expertise or "gut-feel" Data is used to automate decision-making Data is rarely used for decision-making How is data used for decision-making?
  24. 24. 24 | © 2010 nGenera Corp. All Rights Reserved. Data Improves Decisions Enabling ‘everyman analytics’ • With the proliferation of data, we’re also seeing the democratization of analytics. This will have vast implications for the role of the analyst, which will become much more specialized. • Our survey shows that while analytics is pervasive, it’s not always strategic: 66% of respondents conduct analytics themselves but only 10% have a dedicated analytics group. • Since we didn’t define “analytics” in the survey, we can assume that the 66% includes everything from ‘Excel warriors’ and power users, to users of free tools such as Google analytics, to more sophisticated business intelligence software. • 17% are not conducting analytics at all. 10% 4% 66% 17% 3% We have an analytics group We outsource most of it We do it ourselves We do not currently use analytics Other How does your department handle its analytic needs?
  25. 25. Data Enables Customer Engagement A clearer view of customers’ behaviours, preferences, and actions 25 | © 2010 nGenera Corp. All Rights Reserved.
  26. 26. Data Enables Customer Engagement Customer data is highly valued 26 | © 2010 nGenera Corp. All Rights Reserved. Already, data created by customers and users—either indirectly by mining their interactions or directly via co- creation—was ranked very high when respondents were asked to identify which sources of data drive competitive advantage in their organizations (1st and 3rd respectively). Not surprisingly, almost two-thirds of companies are measuring customer experience (see Slide 15 for details). 77% 68% 49% 44% 43% 22% 12% 0% 20% 40% 60% 80% 100% From customer and user interactions Internally created Co-created with customers Co-created with business partners Acquired from external parties Open data Other Competitive advantage is not data-driven What sources of data drive competitive advantage in your organization?
  27. 27. Data Enables Customer Engagement Customer priorities are often out-of-synch 27 | © 2010 nGenera Corp. All Rights Reserved. While measuring customer experience was rated a ‘high’ or ‘very high’ data priority by 69% of respondents, sharing data with customers was deemed a priority by only 40% of respondents. Sharing data with customers is one way of creating a more valuable customer experience. Organizations that share data and are transparent will build trust with customers, open the door for co-innovation, and ultimately gain competitive advantage from customer- and user-created data. 79% 75% 74% 70% 69% 62% 61% 61% 58% 52% 43% 40% 34% 0% 20% 40% 60% 80% 100% Getting data to senior executives more quickly Improving our ability to interpret data Improving data quality Getting more timely data Measuring customer experience Getting data to front line employees more quickly Sharing data with employees Managing unstructured data Getting access to more data Measuring return on collaborative initiatives Managing data from social media Sharing data with customers Sharing data with external partners What are the data priorities for your organization? (percentages shown are based on respondents rating priorities as ‘high’ or ‘very high’)
  28. 28. 28 | © 2010 nGenera Corp. All Rights Reserved. Data Enables Customer Engagement Many organizations are stuck in a CRM-centric view of customer data 64% of respondents report monitoring social media. Social media data can reveal an individual’s or group’s attitudes towards a brand, a person’s influence within a target demographic, or an emerging issue in the marketplace. Unfortunately, only 43% of respondents view social media as an ‘important’ or ‘very important’ data priority. We expect to see this channel become more of a priority as organizations get better at mining and finding value in that data. 36% 39% 30% 29% 27% 22% 18% 0% 10% 20% 30% 40% 50% We do not collect data from social media Market research Brand management Relationship management Customer experience management Hiring and recruiting Product development Other How do you use data collected from social media tools such as social networks, Twitter, blogs, and forums?
  29. 29. Data As a Product Aggregated, anonymized data is a valuable commodity 29 | © 2010 nGenera Corp. All Rights Reserved.
  30. 30. Data As a Product Future opportunities extend beyond enterprise data to data ecosystems 30 | © 2010 nGenera Corp. All Rights Reserved. • There is a potential market for data: Over 40% of respondents said data from external sources led to competitive advantage. • Companies that have social platforms are increasingly seeing a business model around providing free services and aggregating anonymized customer and user data for sale. This user data is being leveraged in many ways, with 77% indicating that data from customer and user interactions are a source of competitive advantage. • 71% of respondents said deciding how much data to open and share is ‘important’ or ‘very important,’ but sharing of data with external partners and customers was rated as a relatively low priority (last and second-last respectively on a list of 13 data priorities).
  31. 31. 31 | © 2010 nGenera Corp. All Rights Reserved. ‘Open IP,’ where companies and institutions add to the data commons, is an emerging, if somewhat immature trend. Currently only 30% of respondents have open data identified as an important part of their strategy; 31% have not yet considered a strategy for open data. Discouragingly, 17% of respondents say they have considered but rejected an open data strategy. Data As a Product Open data initiatives are still immature 31% 30% 17% 22% 0% 10% 20% 30% 40% 50% An open data strategy has not yet been considered Open data is an important part of our future growth strategy Open data has been considered and is not on our current strategy agenda Our open data strategy is still being debated What is the organization’s open data strategy?
  32. 32. Key Takeaways Uncover new opportunities and unleash hidden potential 32 | © 2010 nGenera Corp. All Rights Reserved.
  33. 33. Key Takeaways Leading in an age of unbounded data requires new thinking 33 | © 2010 nGenera Corp. All Rights Reserved. Leading in an Age of Unbounded Data is Not Just About Having More Data, but also about how we manage interactions among data types and interactions between people and data, our ability to interpret data and find meaning, and the extent to which we embrace data sharing and open data strategies. Decision-Makers Must Understand the Data Ecosystem.
  34. 34. Key Takeaways Leading in an age of unbounded data requires new thinking 34 | © 2010 nGenera Corp. All Rights Reserved. Key learnings from the project include: • Data is a critical enabler of the next generation enterprise. • The data revolution is not just about more data. • Future opportunities extend beyond enterprise data to data ecosystems. • Digitizing processes will lead to new types of measurement and optimization. • Customer data is a leading contributor to competitive advantage. • More types of data lead to better decision making. • Sense-making is paramount; the most successful companies compete on analytics. • Aggregated, anonymized data is a good way to monetize interactions.
  35. 35. Key Takeaways Low hanging fruit: Opportunities for leading enterprises 35 | © 2010 nGenera Corp. All Rights Reserved. We believe they are several elements of data strategy that are critical to driving the next generation enterprise, but that are still nascent. The lack of activity in the following areas reveals an opportunity for leading organizations: • Leverage tools to get high-quality customer data – Although customer data is identified as a key driver of competitive advantage, few companies are currently getting data that is of high quality. New tools such as ‘voice-of-the-customer’ software, listening platforms, prosumer platforms, and sentiment analysis tools, as well as emerging social CRM offerings, will help close this gap. • Share data – Companies that open and share their data will reap the benefits of an ecosystem of customers, partners, and employees. Sharing data with customer creates a two-way value proposition and generates new opportunities for co-innovation. Sharing data internally improves analytic capabilities , customer responsiveness, executive visibility, and overall agility. • Measure ROI – Over 50% of companies say that measuring the ROI of collaboration is a high priority, yet only 23% actually do so. Part of the problem is the difficulty related identifying metrics. Still, companies that have success in this area will be able to optimize collaboration and improve productivity.
  36. 36. Key Takeaways Low hanging fruit: Opportunities for leading enterprises 36 | © 2010 nGenera Corp. All Rights Reserved. • Focus on social media – Customers are focused on social media, and companies should be too. Communicating via social media can lower costs and data gathered from social media channels can not only lead to new insights, it can even generate new revenue when anonymized and packaged for interested third parties. • Prepare the enterprise for analytics – The most successful organizations compete on analytics. Data analytics leads to better data interpretation and sense-making. Companies that are really good at analytics are also good at gathering data, sharing data, and consolidating it to get a ‘single version of the truth’ across the enterprise. • Support decision-making with automation and collaboration – Few companies are currently looking to decision-automation or collaborative decision-making as high-priority data opportunities. Leveraging machine intelligence will improve the speed and accuracy of decisions and also help push decisions to front-line employees making for a more responsive organization. Collaboration via simulations, visualizations, and data sharing platforms allows companies to harness the knowledge of a much broader base of individuals.
  37. 37. 37 | © 2010 nGenera Corp. All Rights Reserved.37 | © 2010 nGenera Corp. All Rights Reserved. Nauman Haque nhaque@nGenera.com (416) 863-8825 www.nGenera.com
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