OpenText Presents: Mastering the Digital Economy through Big Data and Custome...OpenText
IDC’s Helena Schwenk joins OpenText to discuss how big data can help overcome the barriers faced by Executives aiming to redefine their businesses to compete in the Digital Economy. The era of self-service analysis has exposed data to more people within a business, but this in itself creates challenges for IT, who retain responsibility for the health and hygiene of data, as well as security. View the webinar here: http://ow.ly/bImR307Ptue
Proper forecasting is a key factor that decides a company's survival in the market. Companies that are good at forecasting can win over the market quickly because they are ready for every uncertain situation. Companies now have started relying on digital methods of forecasting for better and genuine results.
Stewarding Data : Why Financial Services Firms Need a Chief Data OfficierCapgemini
The C-suite could soon start to feel a little crowded, with Chief Digital Officers, Chief Innovation Officers, Chief Risk Officers
and Chief Data Officers joining the more established functional leaders. To avoid C-suite proliferation, companies need to
decide whether to elevate a new functional role to “chief” based on the strategic importance of the issue for the organization and its sector. For example, in many organizations, marketing will be so essential to performance that few would deny the need for a CMO. In financial services, data has become so mission-critical that the role of Chief Data Officer is simply essential.
Guest speaker Cheryl McKinnon from Forrester and Captricity Founder and CEO Kuang Chen talk about how leading insurers leverage new technology to automate critical business processes.
Big Data in Financial Services: How to Improve Performance with Data-Driven D...Perficient, Inc.
Most banking and financial services organizations have only scratched the surface of leveraging customer data to transform their business, realize new revenue opportunities, manage risk and address customer loyalty. Yet a business’s digital footprint continues to evolve as automated payments, location-based purchases, and unstructured customer communications continue to influence the technology landscape for financial services.
Magenta advisory: Data Driven Decision Making –Is Your Organization Ready Fo...BearingPoint Finland
It’s nice to have loads of data. Nevertheless, many managers start to sweat when it comes to genuinely fact-based decision making. This study reveals the keys to leveraging big data successfully.
Big Data: Real-life examples of Business Value Generation with ClouderaCapgemini
Capgemini has helped multiple organizations to put Big Data to work and create value for their business and their clients.
This prsentation looks at real-world cases of how organizations are using, or planning to use, big data technology. It will look at the different ways in which the technology is being used in a business context.
Examples are drawn from Retail, Telco, Financial Services, Public Sector and Consumer goods.
It will look at a range of business scenarios from simple cost reduction through to new business models looking at how the business case has been built and what value has been realized.
It will also look at some of the practical challenges and approaches taken and specifically the application of Enterprise Data Hubs in collaboration with its prime partner Cloudera.
Written by Richard Brown, Global Programme Leader, Big Data & Analytics, Capgemini
OpenText Presents: Mastering the Digital Economy through Big Data and Custome...OpenText
IDC’s Helena Schwenk joins OpenText to discuss how big data can help overcome the barriers faced by Executives aiming to redefine their businesses to compete in the Digital Economy. The era of self-service analysis has exposed data to more people within a business, but this in itself creates challenges for IT, who retain responsibility for the health and hygiene of data, as well as security. View the webinar here: http://ow.ly/bImR307Ptue
Proper forecasting is a key factor that decides a company's survival in the market. Companies that are good at forecasting can win over the market quickly because they are ready for every uncertain situation. Companies now have started relying on digital methods of forecasting for better and genuine results.
Stewarding Data : Why Financial Services Firms Need a Chief Data OfficierCapgemini
The C-suite could soon start to feel a little crowded, with Chief Digital Officers, Chief Innovation Officers, Chief Risk Officers
and Chief Data Officers joining the more established functional leaders. To avoid C-suite proliferation, companies need to
decide whether to elevate a new functional role to “chief” based on the strategic importance of the issue for the organization and its sector. For example, in many organizations, marketing will be so essential to performance that few would deny the need for a CMO. In financial services, data has become so mission-critical that the role of Chief Data Officer is simply essential.
Guest speaker Cheryl McKinnon from Forrester and Captricity Founder and CEO Kuang Chen talk about how leading insurers leverage new technology to automate critical business processes.
Big Data in Financial Services: How to Improve Performance with Data-Driven D...Perficient, Inc.
Most banking and financial services organizations have only scratched the surface of leveraging customer data to transform their business, realize new revenue opportunities, manage risk and address customer loyalty. Yet a business’s digital footprint continues to evolve as automated payments, location-based purchases, and unstructured customer communications continue to influence the technology landscape for financial services.
Magenta advisory: Data Driven Decision Making –Is Your Organization Ready Fo...BearingPoint Finland
It’s nice to have loads of data. Nevertheless, many managers start to sweat when it comes to genuinely fact-based decision making. This study reveals the keys to leveraging big data successfully.
Big Data: Real-life examples of Business Value Generation with ClouderaCapgemini
Capgemini has helped multiple organizations to put Big Data to work and create value for their business and their clients.
This prsentation looks at real-world cases of how organizations are using, or planning to use, big data technology. It will look at the different ways in which the technology is being used in a business context.
Examples are drawn from Retail, Telco, Financial Services, Public Sector and Consumer goods.
It will look at a range of business scenarios from simple cost reduction through to new business models looking at how the business case has been built and what value has been realized.
It will also look at some of the practical challenges and approaches taken and specifically the application of Enterprise Data Hubs in collaboration with its prime partner Cloudera.
Written by Richard Brown, Global Programme Leader, Big Data & Analytics, Capgemini
how i managed to Develop a Analytics story for services about 4 years back. Contains
Maturity Model, Business Potential, Services Structures Areas that analytics can be applied to
20150108 create time stamp
PwC: New IT Platform From Strategy Through ExecutionCA Technologies
Glenn Hobbs, PwC’s technology consulting director, shares how PwC’s new IT Platform can provide the framework to transform IT organizations so they can quickly incorporate the right technology and focus on collaboration and innovation to help solve the most-critical business problems.
For more information on DevOps solutions from CA Technologies, please visit: http://bit.ly/1wbjjqX
This presentation provides a brief insight into the need to undertake an analytics project, particularly as it pertains to claims management and fraud. To this end the presentation will touch on the general challenges confronting the property and casualty insurance industry, as well as the challenges and lessons learnt from early adopters of business intelligence. In the face of these challenges analytics holds the potential to generate substantial value as evidenced by several short case study examples. The presentation concludes with a look at the issue of fraud as it pertains to the industry and some of the metrics that are influenced by it.
The presentation draws extensively, and focuses on, the work and viewpoints from industry participants including; Accenture, IBM, Ernst & Young, Strategy Meets Action, Ordnance Survey, Gartner, Insurance Institute of America, American Institute for Chartered Property Casualty Underwriters, International Risk Management Institute and John Standish Consulting. References are included on each slide as well as on the “References” slides at the end of the presentation.
Big data is being implemented or on the mind of majority of the enterprises. Though getting into Big data is neither cheap nor a easy task. Having a step-by-step path for this journey based on experience from other implementation play a crucial role in the success of the initiative. This session provide a 7 Steps Big Data Journey for Enterprises based on past successful implementations.
How Finance is driving growth in the Digital Age via OpenTextOpenText
In the digital age, finance business processes are shifting from batch to real-time, retrospective to predictive, and internally-focused to customer-centric. Innovative companies can drive growth by focusing on the revenue stream from an outside-in perspective. Learn more from OpenText at http://www.opentext.com/campaigns/rundigital/digitize-business/sap-finance/sap-finance-wod
Wondering how to bring services to your clients in real time – and on their preferred device? Need to automate your financial supply chain, including risk and compliance functions, and move to a pay for performance model?
Learn about use cases from within the big data ecosystem, ranging from AML compliance, trade lifecycle, fraud detection and digital transformation, and introduce their risk data aggregation and compliance initiative. Find out how you can best leverage Open Enterprise Hadoop to achieve these goals.
Digitizing Insurance - Transforming Legacy Systems to Adopt Modern and Emergi...RapidValue
This paper explains how insurers can use the digitization (digitalization) opportunity to deliver greater value to their customers. It is also, revealed how the companies can gain competitive advantage. Insurers are able to engage more intensely with the existing customers and also, attract newer customers with the help of innovative products. Digitizing improves profitability and facilitates growth.
In this presentation Juan M. Huerta talks about big data adoption process at Citi, realising the technical value of big data and global solutions. Huerta goes on to talk about following a hybrid approach, and the future of analytics, expensive algorithms applied to large datasets. With Citi using these approaches in hopes of getting even wider global recognition.
The Digital Enterprise: CIO perspectivesMWD Advisors
In February 2014 MWD Advisors carried out an online survey with a group of 41 CIOs and other IT leaders. Only genuine IT leaders’ responses were counted.
We asked this group questions about their current maturity in different Digital Enterprise enabler/ingredient areas, and their investment priorities among those same areas. We also asked them to tell us where they thought the value from each area would come from.
Few decades ago, Managers relied on their instincts to take business decisions. They could afford to make mistakes and learn from it. Today, the scope for learning from mistakes is very minimal. Instincts should be backed by data to minimise mistakes.
Technological advancements, in addition to opening new channels of communication with customers, have also enabled organizations to collect vital information about their businesses with customers. But, have these organizations fully leveraged this data?
Today, Organizations make use of data for business decisions, but the data is not close enough to the customer to reap maximum benefit. In many cases, importance is not given to the granularity of data. The probability of “customer centric” decisions being right could be high, if the top management makes better use of the end user customer data (such as point of sale data, voice of customer, social media buzz etc.) to devise business strategies.
In a study carried out in July 2015, MWD Advisors' Angela Ashenden asked participants about the level of interest in – and adoption of – social collaboration technologies within their organisations. As well as exploring the things that had acted as drivers to those who’ve already taken their first steps with social collaboration, the survey aimed to compare the concerns of those who have not yet implemented the technology with the real-life challenges experienced by those who have.
A solid business case provides the foundation for implementing a successful shared services organization. This is the first session in an HR Shared Services learning series that ScottMadden presented in conjunction with SSON. In this session, we covered the elements of a good business case including examining current costs, projecting costs and savings based on your future design, and conducting sensitivity analysis to understand possible outcomes. This presentation provides detailed guidelines and lessons learned for developing a sound business case.
For more information, please visit www.scottmadden.com.
how i managed to Develop a Analytics story for services about 4 years back. Contains
Maturity Model, Business Potential, Services Structures Areas that analytics can be applied to
20150108 create time stamp
PwC: New IT Platform From Strategy Through ExecutionCA Technologies
Glenn Hobbs, PwC’s technology consulting director, shares how PwC’s new IT Platform can provide the framework to transform IT organizations so they can quickly incorporate the right technology and focus on collaboration and innovation to help solve the most-critical business problems.
For more information on DevOps solutions from CA Technologies, please visit: http://bit.ly/1wbjjqX
This presentation provides a brief insight into the need to undertake an analytics project, particularly as it pertains to claims management and fraud. To this end the presentation will touch on the general challenges confronting the property and casualty insurance industry, as well as the challenges and lessons learnt from early adopters of business intelligence. In the face of these challenges analytics holds the potential to generate substantial value as evidenced by several short case study examples. The presentation concludes with a look at the issue of fraud as it pertains to the industry and some of the metrics that are influenced by it.
The presentation draws extensively, and focuses on, the work and viewpoints from industry participants including; Accenture, IBM, Ernst & Young, Strategy Meets Action, Ordnance Survey, Gartner, Insurance Institute of America, American Institute for Chartered Property Casualty Underwriters, International Risk Management Institute and John Standish Consulting. References are included on each slide as well as on the “References” slides at the end of the presentation.
Big data is being implemented or on the mind of majority of the enterprises. Though getting into Big data is neither cheap nor a easy task. Having a step-by-step path for this journey based on experience from other implementation play a crucial role in the success of the initiative. This session provide a 7 Steps Big Data Journey for Enterprises based on past successful implementations.
How Finance is driving growth in the Digital Age via OpenTextOpenText
In the digital age, finance business processes are shifting from batch to real-time, retrospective to predictive, and internally-focused to customer-centric. Innovative companies can drive growth by focusing on the revenue stream from an outside-in perspective. Learn more from OpenText at http://www.opentext.com/campaigns/rundigital/digitize-business/sap-finance/sap-finance-wod
Wondering how to bring services to your clients in real time – and on their preferred device? Need to automate your financial supply chain, including risk and compliance functions, and move to a pay for performance model?
Learn about use cases from within the big data ecosystem, ranging from AML compliance, trade lifecycle, fraud detection and digital transformation, and introduce their risk data aggregation and compliance initiative. Find out how you can best leverage Open Enterprise Hadoop to achieve these goals.
Digitizing Insurance - Transforming Legacy Systems to Adopt Modern and Emergi...RapidValue
This paper explains how insurers can use the digitization (digitalization) opportunity to deliver greater value to their customers. It is also, revealed how the companies can gain competitive advantage. Insurers are able to engage more intensely with the existing customers and also, attract newer customers with the help of innovative products. Digitizing improves profitability and facilitates growth.
In this presentation Juan M. Huerta talks about big data adoption process at Citi, realising the technical value of big data and global solutions. Huerta goes on to talk about following a hybrid approach, and the future of analytics, expensive algorithms applied to large datasets. With Citi using these approaches in hopes of getting even wider global recognition.
The Digital Enterprise: CIO perspectivesMWD Advisors
In February 2014 MWD Advisors carried out an online survey with a group of 41 CIOs and other IT leaders. Only genuine IT leaders’ responses were counted.
We asked this group questions about their current maturity in different Digital Enterprise enabler/ingredient areas, and their investment priorities among those same areas. We also asked them to tell us where they thought the value from each area would come from.
Few decades ago, Managers relied on their instincts to take business decisions. They could afford to make mistakes and learn from it. Today, the scope for learning from mistakes is very minimal. Instincts should be backed by data to minimise mistakes.
Technological advancements, in addition to opening new channels of communication with customers, have also enabled organizations to collect vital information about their businesses with customers. But, have these organizations fully leveraged this data?
Today, Organizations make use of data for business decisions, but the data is not close enough to the customer to reap maximum benefit. In many cases, importance is not given to the granularity of data. The probability of “customer centric” decisions being right could be high, if the top management makes better use of the end user customer data (such as point of sale data, voice of customer, social media buzz etc.) to devise business strategies.
In a study carried out in July 2015, MWD Advisors' Angela Ashenden asked participants about the level of interest in – and adoption of – social collaboration technologies within their organisations. As well as exploring the things that had acted as drivers to those who’ve already taken their first steps with social collaboration, the survey aimed to compare the concerns of those who have not yet implemented the technology with the real-life challenges experienced by those who have.
A solid business case provides the foundation for implementing a successful shared services organization. This is the first session in an HR Shared Services learning series that ScottMadden presented in conjunction with SSON. In this session, we covered the elements of a good business case including examining current costs, projecting costs and savings based on your future design, and conducting sensitivity analysis to understand possible outcomes. This presentation provides detailed guidelines and lessons learned for developing a sound business case.
For more information, please visit www.scottmadden.com.
Trends and Best Practices in Global Shared ServicesChazey Partners
The deck shows you the latest trends in Global Shared Services and Outsourcing industry and the best practices on optimizing your Shared Services performance
Due to economic uncertainty many businesses are seeking to become more efficient while maintaining quality and service. Transitioning to a shared service model is at a fever pitch. Here are ten steps to a successful shared service center implementation.
This HR Shared Services video tells the story of how Kellogg successfully transformed their HR service delivery and exceeded expectations using a HR shared services model. Kellogg was able to add value to employees and the business alike, considerably increase customer response and satisfaction measures, improve operating margins, provide standardized/compliant HR answers and increase adoption rates among employees and managers on a global basis. Learn how advances in HR technology, notably including SaaS, made deploying a new model for HR service delivery via HR Shared Services a reality for 35,000 active/retired employees and their dependents across 13 countries and 4 languages.
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
Multi-function Shared Services center - an emerging trendZinnov
Shared services organizations are built on a foundation of reducing cost, promoting efficiencies and, ultimately, in achieving high performance. The evolution curve demonstrates that the shared services model has come a long way from the 70s when the focus was on centralizing non-core business processes to the current model of a portfolio approach based on establishing multi-shore, multi-delivery operations with best in breed solution offering. A variety of business functions are currently being outsourced/globalized with IT, F&A and HRO achieving significant maturity. In terms of locations, Indian cities (Bangalore, NCR and Pune) lead the way as the preferred destinations for most of the F&A, HRO and Inside Sales souring. Locations in Eastern Europe and Latin America offer viable alternatives.
We are providing the Training and Services of Digital Consultancy based in Lahore Pakistan and all over the world
For further Info visit our website
www.digitalmarketingtrust.com
Contact us: 03000969171
We are providing the training based in Lahore Pakistan and all over the world for further visited or website www. digital marketing trust.com. contact us 03000969171
We are providing the training and services of Digital Marketing based in Lahore Pakistan and all over the world for further info visit our website:
www.digitalmarketingtrust.com
To answer new digital challenges (faster business cycles, new risks and need for more firm-level integration), companies need firm-level governance around their digital initiatives. Too often digital is left to grow organically, generally in a series of silos or managed from just one perspective of the business. In this paper the importance of governance of digital initiative is explored in detail, with working models, and some case studies from companies across different industries.
Digital has brought about change in everything we do.
Your business needs to adapt to changing customer
dynamics and respond to competitive forces in real-time.
Your customers, partners, and suppliers are on their toes
and they expect you to be up and running too.
Thus, IT leaders have to imbibe the concept of the platform ecosystem and think in terms of creating the “platforms that cohesively work internally and externally to enable a
multimodal connect for delivering digital enterprise.”
Take following steps to Platformize:
1. Build Contextual Process
Platform
2. Integrate mobility and social in
process applications
3. Deliver Process Experience
4. Elevate Orchestration
5. Loosely Couple resources
6. Create and Carry Process
Context
7. Practice Platform Governance
8. Think Big, Start Small, Earn
quick wins, Expand
9. Leverage Agile Methodology
and Accelerators
For more information visit: http://www.newgensoft.com/
What are the best digital transformation tools for your business?learntransformation0
These tools, whether they be cloud computing services, data analytics platforms, or collaboration tools, serve as the cornerstone upon which the basis of an organisation that has undergone a digital transformation is created.
The linking of computers around the world is going to have far reaching effects, and the spread of knowledge, the interchange of ideas and the dissemination of information are going to produce a revolution in our society. Digital business use technology to create new value in business models, customer experiences and the internal capabilities that support its core operations. The term includes both digital only brands and traditional players that are transforming their businesses with digital technologies. the more important benefits derived from developing a digital business include the ability of your organization to rapidly develop and move into new markets uncover and form partnerships reach new customers and expand your brand with new and existing customers as an innovator, among many others. Digital business is about the creation of new business designs by blurring the physical and digital world. It is about the interaction and negotiations between, business, and things. A. Karthik | M. Karthikeyan | P. H. Gopikannan "Digital Business" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33644.pdf Paper Url: https://www.ijtsrd.com/management/marketing/33644/digital-business/a-karthik
I have been drinking from a virtual fire hose since joining my most recent technology company, Anametrix, a cloud-based digital analytics innovator. A whole new book opened for me on how digital analytics can both increase top line revenue and reduce spend by shining a very bright flashlight into marketing efforts.
We are all painfully aware of the data explosion problem. In 2011, the Gartner Group stated that information volume collected by businesses today is growing at a minimum 59% annually. The rapid adoption of social media has also caused customer data to explode in the last few years, creating entirely new challenges for marketers. It is now imperative for organizations to think differently to accommodate the variety, volume, and velocity of their growing customer-related data.
This is where my recent experiences come in: I have personally seen how digital analytics can harness the power of massive amounts customer-related data. It can literally simplify the accelerating complexity by providing deep visibility – as well as clarity – into the effectiveness of various marketing efforts, across both online and offline channels.
I will now outline the role of IT and CFO in adopting cloud-based digital analytics solutions, discuss the benefits as well as challenges of moving to this emerging category, and provide some illustrative examples on how digital analytics can transform your marketing organization.
Digital Process Acupuncture: How Small Changes Can Heal Business, and Spark B...Cognizant
Our latest research reveals that by applying digital remedies to precisely targeted process areas, organizations can relieve operational stress and generate improvements, yielding outsized results that ripple across the process value chain.
Digital Process Acupuncture: How Small Changes Can Heal Business, and Spark B...Cognizant
Our latest research reveals that by applying digital remedies to precisely targeted process areas, organizations can relieve operational stress and generate improvements, yielding outsized results that ripple across the process value chain.
Transforming Business - The Digital Transformation ChallengeLouise Beach
From the digitisation of business processes, to analytics, the Cloud and security, the growth of information management is redrawing the boundaries between paper and digital, private and public, tailor-made and automated.
The Four Essential Pillars of Digital TransformationIan Thomas
Based on years of practical experience this whitepaper distils four key pillars we have observed time and again in successful digital initiatives, providing a structured foundation for an orderly, end-to-end digital transformation of the enterprise.
Realising Digital’s Full Potential in the Value ChainCognizant
When we spoke with executives across Europe who lead digitising efforts, they described a diverse range of deployments, but digital can, and must, deliver far more than it has so far. In this ebook, we explore how businesses can explore digital's full potential across their value chain.
Digital Transformation of U.S. Private BankingCognizant
U.S. private banks need to rethink their business models and accelerate their push to meet the ever-rising expectations of digitally savvy high-net-worth clients.
Digitization affects almost everything in today's organizations, which makes capturing its benefits uniquely complex. However
1. Getting the engine in place to digitize at scale is uniquely complex as digital touches so many parts of an organization requiring unprecedented coordination of
People,
Processes, and
Technologies.
2. A strategy to increase revenue which generates the most value requires
A clear vision and plan for how to capture that value, and
Technologies and tools to digitize interactions with customers.
New capabilities and teams to manage and coordinate the delivery of those journeys across the organization.
3. With the average corporate life span falling for more than half a century(Standard & Poor’s data show it was 61 years in 1958, 25 years in 1980, and just 18 years in 2011) digitization is placing unprecedented pressure on organizations to evolve. That means digitally driven business model is crucial to survival.
Similar to Capgemini UK - Evolution of risk_management (20)
Six building blocks for creating a high performing digital
Capgemini UK - Evolution of risk_management
1. The evolution of risk management in a
digitally transforming landscape
2. The evolution of risk management in a digitally transforming landscape
As organisations are increasingly
digitalising business processes, they
fundamentally change the way they
operate, interact with outside stakeholders
and are offering their products and
services to their customer. What is visible
to the end-user, the digital front end, is
only just the tip of the iceberg. Less
visible for the user, but arguably even
more critical are changes to their
operating model and the way they
conduct risk management.
What is significantly different in online
digital business is the amount of data
available and the speed and timing of the
interaction with the customer.
Data is a game changer
The transformation to digital processes
is a catalyst for fundamental change
as much more data becomes available
about the customer which the
organisation can utilise. There are several
reasons for this, but the most important
are the ability to combine datasets
more effectively, creating a customer
centric view compared to a traditional
transaction centric perspective. Another
change agent is the collection of machine
or contextual data. The digital footprint
users leave behind, such as IP address,
time of transaction and device used,
when interacting with an organisation
creates a much more holistic view of the
customer which enables an organisation
to offer more tailored services. At the
same time this provides huge potential
for a data driven risk management
approach. For example, Capgemini
Consulting have recently worked with
a major Central Government agency to
build an in-transaction risking capability
drawing from a massive data repository.
In this case a data lake with terabytes of
user log data which is constantly fed with
new data, some of it highly confidential,
showing citizen use of the new online
tax return system. By using powerful
analytics tools the client is able to create
user profiles and dynamic risk rules that
allow the analytics team to anticipate
certain behaviours.
Timing is everything
Where a risk assessment for a
transaction or an individual client was
traditionally done after submission of
information (downstream) the availability
of more data and new technologies
enable risking in real-time (upstream).
A significant benefit of risking in real
time is that additional information can
be requested while interacting with the
user, and all information can be captured
in-session. This drastically reduces
throughput time and inconvenience for
the user, while again maximising the
revenue potential for the organisation.
Going digital enables
organisations to
move from a post
transaction risking
approach to a real-
time quantitative
risking capability.
22
3. The evolution of risk management in a digitally transforming landscape
Why is this new way of
risking relevant?
The new form of risk management (risk
management 2.0) is data driven and in
real-time. This data driven approach
provides a more objective way of risk
management, is more efficient, less
sensitive to error and less subjective. At
the same time real time risking reduces
costs significantly because a transaction
can be investigated before a final
decision, an insurance claim pay out, for
example, is made.
3
How risk management
is changing
There are several obvious differences
between the old way of risk management
and the new way of risking. Where the
organisation used to collect data mainly
via manual processes, data is now being
collectedautomatically.RiskManagement
2.0 happens during transaction and
visualised in interactive dashboards. Also,
because data is captured automatically,
focus is on data analysis rather than
data collection. And finally decisions are
made using probability based risk scores
instead of expert opinions and implicit
decision making.
Data Collection
Data Type
Timing
Visualisation
Supporting Software
Focus Effort
Basis of Decision
Manual
Mostly Qualitative
Post-transaction (downstream)
Static Graphs
Microsoft Excel
Collection of Data
Implicit, Opinion based
Automatic
Mostly Quantitative
Real-time (upstream)
Interactive Dashboards
Analytics Software
Data Analytics
Explicit, Probability based
Manual Automatic
Traditional Risk Management Risk Management 2.0
4. 4
The evolution of risk management in a digitally transforming landscape
What organisations need to
evolve to this new way
of risking
We have worked with several
organisations to help them transform
from a traditional risk management
approach to the new way of risking. The
following points are key takeaways:
1. Start by defining risking
capabilities needed from a
business perspective. In many
organisations the technology is
leading the transformation as new
technologies enable new use cases.
However risk management needs
to be business driven. The preferred
approach is to start with capabilities
and identify what technology is
available to support this.
2. Early involvement of the end
users. To truly understand the
processes organisations need to
bring together the end users, risking
specialists and technology experts.
Capgemini worked with a
Government Department to help
them understand their current
transaction risking capabilities, help
them identify best practices and
build the roadmap to expand these
risking capabilities. Capgemini
helped the Department build a
vision and identify the priorities
aligned with the ambition level. Key
learnings were to agree a common
understanding of key concepts from
the start and let the ambition level
and business case drive activities
and technology investment.
3. Start with non-critical services
first. To test the processes and
technology an organisation needs
to work with actual customers and
data to learn and improve. Starting
with non-critical services will identify
errors and enable the organisation
to resolved these before scaling to
large and critical volumes.
4. Take an agile approach. Iteration
and the application of quick learning
cycles are essential in successfully
developing new risking approaches.
A planned, but often rigid approach
will not work if the risking model
needs to be tweaked quickly based
on new information.
5. Learn from others. Many
organisations are moving large
parts of their business to digital and
turning towards data driven risk
management. As a consequence,
adoption of risk management 2.0
principles is on the rise. Sometimes
solutions and best practices are
available to quickly process ones
capabilities.
Jelger Groenland is a Cyber and
Digital Risk Management Consultant in
Capgemini Consulting’s BTI practice and
based in London, UK.
Jan-Wilhelm Leverenz is a Technology
Strategy Consultant in Capgemini
Consulting’s BTI practice and based in
London, UK.