6. PwC
Decision making capability
Only 30% of UK
executives describe their
organisation as highly
data-driven. Does the
UK risk falling behind
other
countries?
15. PwC
&
Technology
Governance and Agility
Emphasis
Innovate, share, empower
Agility
Governance
Emphasis
Control, regulate, stabilise
Strengths (Illustrative)
- Supply chain collaboration
- Insight
- Scenario appraisal
- Value led systems development
- Fail fast
Strengths (Illustrative)
- O2C
- P2P
- Accounting
- Traceability
Middle ground
16. PwC
Technology – Data innovation
I understand enterprise data management
Some modern BI and analytics platforms are able to segregate the role of the data specialists from the analytics innovators. End users who understand the
business needs can innovate with analytics to solve commercial and operational problems without needing to comprehend data integration principles, all
the while staying within the “safe playground” that has been provisioned by the data specialists.
In this scenario, the role of IT and consulting partners is more about developing analytics capability and less about developing specific analysis or
reports. This enables the business users to become more self sufficient and significantly more agile.
Iunderstandkeybusinessdrivers
Business experts, data rookies
For many years, these individuals have been developing systems and
analysis that is highly relevant to the business but at the same time have
introduced significant risk, un-governed mini-systems, confusion,
duplication and employee-intensive processes.
Data experts, business rookies
Due to the complexity of business data and the need for
enterprise-level data governance, historically these data
experts have been tasked with analytics innovation and the
maintenance of business insight despite having little
understanding of the actual business needs.
