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Information Builders BeNeLux - Maximize your information capital - Edgar de Groot
 

Information Builders BeNeLux - Maximize your information capital - Edgar de Groot

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  • Part of the quote is not from Asimov. "The only constant is change" is a know translation variation for a quote by Heraclitus a 500BC, greek philosopher.The great greek philosophers were always debating on what in the Universe was permanent and what is constant to what is in constant change; Socrates, Aristotles, HeraclitusChange can be Technological Change but also Social Change.
  • The period often quoted as "18 months" is due to Intel executive David House, who predicted that period for a doubling in chip performance (being a combination of the effect of more transistors and their being faster).[1]
  • Same as with Gold, it’s important what you want to do with it, not the gold itself.More Information means: Increased productivityIncreased performanceIncreased customer retentionServing global marketsSocial media initiativesBenchmarking capabilitiesBusiness TodayEnterprise Data Quality extends the lifetime value of information. Business today is online, instantaneous, and connected. Critical customer and supplier information can change in the blink of an eye. How can you ensure that the data you are accessing is the most accurate and current version of a record or data element?Global Markets ∙Trade across multiple countries and borders yields different customer data quality issues. ∙The need to validate and improve the quality of customer data held in different languages and character sets. ∙A patchwork of decentralized business-critical systems impacts consolidated reporting, daily operations, sales forecasting, and inventory.∙Significant record duplication impedes the creation of trusted, global enterprise views.
  • The Paradox of Choice - Why More Is Less is a 2004 book by American psychologist Barry Schwartz. In the book, Schwartz argues that eliminating consumer choices can greatly reduce anxiety for shoppers. This same issue was first proposed by José Ortega y Gasset in Chapter 4 of his book The Revolt of the Masses.http://video.google.com/videoplay?docid=6127548813950043200Jam:They set up a free tasting booth in a grocery store, with six different jams. 40% of the customers stopped to taste. 30% of those bought some.A week later, they set up the same booth in the same store, but this time with twenty-four different jams. 60% of the customers stopped to taste. But only 3% bought some!Both groups actually tasted an average of 1.5 jams. So the huge difference in buying can't be blamed on the 24-jam customers being full. :-) Lessons learned:Having many choices seems appealing (40% vs 60% stopped to taste)Having many choices makes them 10 times less likely to buy (30% vs 3% actually bought)Speeddating:I want somebody smart, interesting, makes me laugh, kind, understanding, thoughtful, sensitive empathic and really hotNow comes the dating experience with 12 people. They only remember one and that is really hot.Schwartz describes that a consumer's strategy for most good decisions will involve these steps:Figure out your goal or goals. The process of goal-setting and decision making begins with the question: "What do I want?" When faced with the choice to pick a restaurant, a CD, or a movie, one makes their choice based upon how one would expect the experience to make them feel, expected utility. Once they have experienced that particular restaurant, CD or movie, their choice will be based upon aremembered utility. To say that you know what you want, therefore, means that these utilities align. Nobel Prize winning psychologist Daniel Kahneman and his colleagues have shown that what we remember about the pleasurable quality of our past experiences is almost entirely determined by two things: how the experiences felt when they were at their peak (best or worst), and how they felt when they ended.Evaluate the importance of each goal. Daniel Kahneman and Amos Tversky have researched how people make decisions and found a variety of rules of thumb that often lead us astray. Most people give substantial weight to anecdotal evidence, perhaps so much so that it cancels out expert evidence. The researchers called it the availability heuristic describing how we assume that the more available some piece of information is to memory, the more frequently we must have encountered it in the past. Salience will influence the weight we give any particular piece of information.Array the options. Kahneman and Tversky found that personal "psychological accounts" will produce the effect of framing the choice and determining what options are considered as subjects to factor. For example, an evening at a concert could be just one entry in a much larger account, of say a "meeting a potential mate" account. Or it could be part of a more general account such as "ways to spend a Friday night". Just how much an evening at a concert is worth will depend on which account it is a part of.Evaluate how likely each of the options is to meet your goals. People often talk about how "creative accountants can make a corporate balance sheet look as good or bad as they want it to look." In many ways Schwartz views most people as creative accountants when it comes to keeping their own psychological balance sheet.Pick the winning option. Schwartz argues that options are already attached to choices being considered. When the options are not already attached, they are not part of the endowment and choosing them is perceived as a gain. Economist Richard Thaler provides a helpful term sunk costs.Modify goals. Schwartz points out that later, one uses the consequences of their choice to modify their goals, the importance assigned to them, and the way future possibilities are evaluated.
  • In 1933 lag de Amerikaanse economie met bijna 6000 failliete banken en 25% werkloosheid totaal in puin. Bankiers en ondernemers hadden zich ongecontroleerd gevoeld, waardoor ze zich volslagen hadden misdragen. Roosevelt wilde hier een einde aan maken en raakte door het citaat “Sunlight is said to be the best of disinfectants. Electric lights the most efficient policeman” geïnspireerd om de beurswaakhond Securities and Exchange Commission op te richten. Banken en ondernemingen werden verplicht allerlei gegevens over hun handelen te publiceren, wat het vertrouwen herstelde. Data openbaar maken zorgde voor transparantie.Barack Obama’s eerste speech als president ging ook over transparantie. Hij constateerde dat de SEC inmiddels elk jaar zo’n 15.000 jaarverslagen moet controleren, die gemiddeld 1000 pagina’s per stuk zijn. Veel meer dan de waakhond kon verwerken, vooral omdat in elk rapport andere meetmethoden gebruikt werden: net wat de accountant op dat moment het beste uitkwam. Obama verplichtte banken en bedrijven voortaan vaste ‘sleutels’ (XBRL taxonomy) te hanteren bij het rapporteren, waardoor iedereen de informatie kan interpreteren en vergelijken. Data gestructureerd openbaar maken zorgde voor radicale transparantie.Even the regulators can't keep up. A Senate study in 2002 found that the SEC had managed to fully review just 16 percent of the nearly 15,000 annual reports that companies submitted in the previous fiscal year; the recently disgraced Enron hadn't been reviewed in a decade.Roosevelt zorgde dat de gegevens er kwamen, en Obama maakte ze vergelijkbaar en dus controleerbaar.
  • Notes for Edward: We modified the content. So we need to see how to package the text. Let us discuss.
  • Super-Expensive SuperbikeThe Tomahawk is a Viper V-10 based motorcycle, has a 500 HP engine and four wheels beneath it. At $555,000 (approx Rs 2 crore) the Dodge Tomahawk V10 superbike boasts an 8.3 litre engine (505 cubic inch), and the 10 cylinders can bring the bike to a maximum speed of almost 400 mph (480km/h). The 1500lb bike has an independent 4-wheel suspension and can reach 60 mph in around 2.5 seconds. This motorbike remains on display at auto shows – well out of reach of the general public.ANPR: Automatic Number Plate Recognition: Rotterdam Rijnmond 200 camera’s.Wat Nike doet, is fantastisch. Ze hebben al lang de Nike+-loopschoenen. Nu merken ze my god, wij weten waar en wanneer de mensen joggen, hoe lang ze lopen, waar ze pauzes nemen. Het probleem met de schoenen was dat ze die informatie enkel hadden wanneer hun klanten jogden dus ontwikkelden ze de Fuelband. Een armband die je calorieën en activiteit bijhoudt, iets wat je de hele dag aanhebt. Combineer de twee en Nike weet wat je de hele dag doet.’‘Een bank weet in principe alles. Ze weten wanneer je een auto koopt, wanneer je in Ikea het eerste bedje van je dochter koopt, wanneer je een romantische B&B boekt. En wat hebben ze er tot nu toe mee gedaan: noppes! Mijn bank weet al jaren dat ik bij de verkeerde energieleverancier zit, dat ik te veel betaal voor mijn gsm-rekening en ze zeggen me niets.‘Telecomoperatoren weten ook heel veel: met wie je contact hebt, wanneer, de frequentie, je locatie.De burger zit op een goudmijn en alleen bedrijven en overheden weten dat. Het wordt tijd voor het ontwaken van het bewustzijn van de burger.”
  • In DDP, specific jobs are performed by specialized computers which may be far removed from the user and/or from other such computers. This arrangement is in contrast to 'centralized' computing in which several client computers share the same server (usually a mini or mainframe computer) or a cluster of servers. DDP provides greater scalability, but also requires more network administration resources.Read more: http://www.businessdictionary.com/definition/distributed-data-processing-DDP.html#ixzz2leXmwEha
  • The technology research firm IDC recently performed a study on digital data, which includes measurement files, video, music files, and so on. This study estimates that the amount of data available is doubling every two years.
  • Now that we’ve come to a level set on Master Data and Big Data, let’s dovetail them together and see what happens…Bill Franks also helps contextualize big data by telling us that the greatest value can be seen when big data is combined with other corporate data, using corporate data to provide context!Krish Krishnan from TDWI rounds out our initial understanding by saying that big data must be made relevant within the context of actual business need. While it may be just fine to keep machine-formatted data from a machine on an assembly line, without relating it to the products the machine builds simply means that we have a lot of machine-formatted data that doesn’t have a lot of meaning.Ted Friedman from Gartner said on June 13, 2013:Analysts are doing their best to help people looking at big data put it into context around master dataJohn Radcliffe, recently retired from Gartner, offers the simple notion that big data sources must be leveraged for one simple reason.Big data can create a competitive advantage FOR YOUR ORGANIZATION when it is used in combination with Master Data.Michelle Goetz, fairly new to Forrester Research, suggests that Master Data Management is key to helping you understand ALL of your data.Let’s face it, there’s plenty of anecdotal evidence out there that suggests implementing master data strategies can help organizations.Just look at ANY MDM vendor website to see the success stories and the happy customers.And stories are starting to come out about how Big Data has been leveraged within companies to provide value, especially in providing competitive insight.But when we see Big Data contextualized with Master Data, we begin to see the true value of unifying these data strategies.
  • “Information builders software stack is targeted at helping you leverage the information and data assets you have for new business initiatives and value. Our Integration products provide application integration, and all the infrastructure you need for building new applications, and data integration for batch and real-time business needs. All of our solutions leverage our Universal Adapter Suite which ensures we have the depth of connectivity to your information assets. Our data Integrity products provide the data quality, master data and data governance solutions information accuracy and consistency. Our intelligence products deliver widely deployable business intelligence tools and applications that also deliver consumable advanced analytics and performance management solutions.The products can work independently to solve rapid tactical applications, but they are also architected to work in any combination to solve some of the more complex business challenges we just discussed. “ [Next Slide]

Information Builders BeNeLux - Maximize your information capital - Edgar de Groot Information Builders BeNeLux - Maximize your information capital - Edgar de Groot Presentation Transcript

  • Maximize Your Information Capital Edgar de Groot Technical Manager Information Builders Benelux 1
  • Information Capital – in a changing world 2
  • 20th century Change in a historical perspective Massive Processing Social Mobility 21th century Speed of Communications  Speed of decisions  Fact-based decisions  Social influence  Information delivery  Information analytics  Social analytics Adaptable and Evolving Information Systems 3
  • The only constant is change Isaac Asimov - The only constant is change... The only constant is change, continuing change, inevitable change, that is the dominant factor in society today. No sensible decision can be made any longer without taking into account not only the world as it is, but the world as it will be. — Isaac Asimov, Science (fiction) author 4
  • The speed of change
  • Importance of data Data is a new class of economic assets, like currency and gold Source: World Economic Forum 2012 Data comes from different sources and in different shapes and quantities than before. Data is a competitive differentiator Cheap Storage and Flexible infrastructure Availability of data puts pressure on operational efficiency Like any asset, data needs to be managed 6
  • Making the right decision  Does more information imply better decisions ? No: Better Decisions implies Less options, Less Information. Barry Schwartz “A paradox of choice: Why Less is More (2004)”  Concept of choice: example “A phone”  Too much choice leads to paralysis : “Jam” – 40/30 vs 60/3  Irrational decisions are made  Two solution to make right decisions:  Figure out your goals upfront  Alignable options to make choices
  • Another example “Sunlight is said to be the best of disinfectants. Electric lights the most efficient policeman” Franklin D. Roosevelt, 1933 "A regulatory regime basically crafted in the wake of a 20th century economic crisis—the Great Depression—was overwhelmed by the speed, scope, and sophistication of a 21st century global economy.“ Barack Obama, 2009
  • How to prepare for the best decision Making complex decisions to support business goals has it’s best results when:  Define clear and measurable business goals  Align the options in a solution for decision support Develop an Analytics Strategy
  • Developing an analytics strategy -Reduce Baby Crying -Keep Diaper Clean -Feed Baby -Check Diaper Regularly -# on-time Meals -Available supplies -Inventory on Hand -Let them Nap -# on-time Naps
  • Developing an analytics strategy Align: Overall Strategy Copyright 2007, Information Builders. Slide 11
  • Business Intelligence to capitalize on information 12
  • Different Types Of Analytical Talent In A Typical Organization
  • Depth of analytics 14
  • Traditional BI vs. Next Generation BI App Store 900.000 Apps  Single Function  Simple Interface  Extremely Scalable  Consumer Choice Office 5 Core Tools  Many Functions  Complex Interface  Require Powerful Machines
  • Provide The Right Tools & Apps For Every Stakeholder IT Developers Power Users Business Analysts Management Easy to Use Tools Operational Employees Business Partners Customers Easy to Use Self-Service Customizable Information Portal Build, Share, Distribute InfoApps  Search  Predictive  Mapping  Visualization  Extremely easy to use  One app many answers  Highly stylized and branded  Works on all devices  High performance  Ideal for users who just want their questions answered immediately Platform Cost, Security, and Scalability  Analysis Platform Features & Capabilities ROI on Information Capital 100% <1000% Growth & Revenue Opportunities 17
  • Big Data solutions to unlock the information capital 18
  • Organisations are sitting on capital 19
  • Transform Digital Capital into Information Capital  Forrester Research estimates that organizations effectively use less than 5 percent of their available data. Simply because the rest is too expensive to exploit.  IT infrastructures must be able to store bigger volumes and many types of data while controlling costs. Big Data infrastructures must distribute data processing closer to the users to avoid saturating the network.  The distribution of data processing to provide input to analysis tools and real-time responses is a real challenge for the organizations. 20
  • Big data influencing the BI Landscape  Data doubles in size every 2 years  This is accelerating because of social media & unstructured  Companies typically leverage less than 20%  External sources of information enhance perspective  Size of user audience is increasing  Mobile workers expecting Google-like access to corporate information  Customers and partners demanding better web view of their data  Sophisticated users and novice users growing simultaneously  Security issues getting more complex  Government regulations  Information take out  Separating customers (multi-tenancy)  Requirements change rapidly  Business happens faster (Decisions need to be made quicker)  User requests continue to stack up  Pressure from “IT-less” tools External 21
  • What do the Industry Experts say? The biggest value in big data can be driven by combining big data with other corporate data. Bill Franks, Teradata Big data is available in all shapes and sizes. Knowing the relevance of each of these data sets to your business needs is a key success factor with big data Krish Krishnan, TDWI High quality master data is a prerequisite for big data success. Anchor advanced analytics with a foundation you know and trust. Ted Friedman, Gartner To create competitive advantage, organizations will need to leverage sources of big data, especially social networks, in combination with their MDM strategy. John Radcliffe, Gartner MDM is a cornerstone of making sense of master data across structured, semistructured and unstructured sources. Michelle Goetz, Forrester
  • How RDC maximizes on Information Capital
  • RDC  100% owned by BOVAG and RAI  For more than 40 years the Dutch information broker in Automotive (mobility) and Finance  Supports commercial mobility processes by innovative software solutions and the most reliable information in the market.  One-stop-shop for dealerships and manufacturers  Data available on license plate level      Easy-to-use Real-time data Device aware Analytical capabilities High performance 25
  • RDC InfoApp – Targeted Self service BI 26
  • Traditional approach in BI ETL BI DataMart DataMart DWH STAGING DataMart 27
  • Impact of big data on infrastructure • Real time • High performance • Ease-of-use • Low Maintenance BI • High volume • Distributed • Multi-tennancy • Single version of the truth Data Virtualisation BI Accelerator Columnar Database In-memory DWH 28
  • On Information Builders
  • Information Builders Market Leader in business intelligence, integration and data integrity  Thousands of customer, millions of users  38 years of experience  1,350 employees around the world 30
  • Information Builders 3i Strategy Business Intelligence Advanced Analytics Performance Management Data Quality Management Master Data Management Data Governance Integration Infrastructure Data Integration Universal Adapter Suite 31
  • Q&A 32