The document summarizes the key findings of a survey of 333 North American C-level executives about their organizations' preparedness to manage big data and leverage it effectively. The following were among the main findings:
- Organizations have seen an 86% average increase in data volume in the last 2 years, especially customer, operations, and sales/marketing data.
- However, 60% of executives rated their organizations as unprepared (C or lower), with 29% giving a D or F. Healthcare executives were least confident.
- Top frustrations included lacking the right systems to gather data and inability to give managers timely access to information.
- 93% of executives believe they are losing an average of
This report explores the road to big data adoption in Asia-Pacific. Asia-Pacific firms report limited success so far in implementing big data practices, however there is a strong appetite for an increased use of data analytics within their companies. Download full report on http://bit.ly/18Gzl0N
Data and analytics allow organizations to use intelligence from feedback to tailor offerings that improve customer satisfaction.
B2B are gaining the most since they are able to share data that directly strengthens their relationship.
Healthcare organizations are awash with data. However, electronic health records (EHRs) and digital clinical systems in many healthcare organizations have been deployed without strategic data and IT infrastructure security planning. As a result, chief information security officers (CISOs) frequently have limited authority, sparse staffing and tight budgets. Data security spending in healthcare lags behind other top cybercrime targets such as financial services, according to new research by HIMSS Analytics on behalf of Symantec Corporation.
Big data and analytics are held in high regard by agencies worldwide, but implementing government programs remains challenging. Bloomberg Businessweek Research Services and SAP launched a global survey in summer 2013 to analyze the views of public sector executives on the use and benefits of analytics.
This report explores the road to big data adoption in Asia-Pacific. Asia-Pacific firms report limited success so far in implementing big data practices, however there is a strong appetite for an increased use of data analytics within their companies. Download full report on http://bit.ly/18Gzl0N
Data and analytics allow organizations to use intelligence from feedback to tailor offerings that improve customer satisfaction.
B2B are gaining the most since they are able to share data that directly strengthens their relationship.
Healthcare organizations are awash with data. However, electronic health records (EHRs) and digital clinical systems in many healthcare organizations have been deployed without strategic data and IT infrastructure security planning. As a result, chief information security officers (CISOs) frequently have limited authority, sparse staffing and tight budgets. Data security spending in healthcare lags behind other top cybercrime targets such as financial services, according to new research by HIMSS Analytics on behalf of Symantec Corporation.
Big data and analytics are held in high regard by agencies worldwide, but implementing government programs remains challenging. Bloomberg Businessweek Research Services and SAP launched a global survey in summer 2013 to analyze the views of public sector executives on the use and benefits of analytics.
Asset management has always involved data-intensive business models, yet today's practitioners are confronted with a deluge of new information arriving in a variety of different formats.
Waters USA 2013: Data Leaders vs. Data LaggardsState Street
Originally presented at Waters USA, this presentation features highlights from our Data and Analytics Survey conducted by the Economist Intelligence Unit.
Leader or Laggard: How Data Drives Competitive Advantage in the Investment Co...State Street
In an age where asset owners and managers face vast amounts of data, two distinct groups are emerging. The data leaders are using smart data strategies for valuable insights and a competitive edge, while the laggards struggle to master data complexity. There are key strategies these institutional investors need to go from laggard to leader – and pull ahead of the pack.
As businesses generate and manage vast amounts of data, companies have more opportunities to gather data, incorporate insights into business strategy and continuously expand access to data across the organisation. Doing so effectively—leveraging data for strategic objectives—is often easier said
than done, however. This report, Transforming data into action: the business outlook for data governance, explores the business contributions of data governance at organisations globally and across industries, the challenges faced in creating useful data governance policies and the opportunities to improve such programmes.
As a result of the recession into which the global economy slipped in 2008, budgets have been cut in most corporate functions, with intelligence activities being no exception. Yet simultaneous with the thinning resources, demand for high quality market information has probably never been as pressing as during the previous year. This paradox largely defines the spirit of the responses to GIA’s Global Market Intelligence Survey 2009, conducted on six continents during August and September 2009.
This presentation shows selected slides from a GIA white paper. To download the entire white paper that you are interested in, please visit http://bit.ly/GIAinsightWP
The 2014 Report on the State of Data Backup for SMBs reveals key insights around data backup, security and recovery as a result of a survey conducted during the first quarter of 2014 by Carbonite, Inc. Discover the 5 key themes to improve your SMB’s data backup, security and recovery in 2014 and beyond!
Artificial intelligence (AI) will profoundly affect the ways in which businesses and governments engage with consumers and citizens alike. From advances in genetic diagnostics to industrial automation, these widespread changes will have significant economic, social and civic implications. As such, Intelligent Economies explores the transformative potential of AI on markets and societies across the developed and developing worlds.
This report, developed by The Economist Intelligence Unit and sponsored by Microsoft, draws on a survey of more than 400 senior executives working in various industries, including financial services, healthcare and life sciences, manufacturing,
retail and the public sector. Survey respondents operate in eight markets: France, Germany, Mexico, Poland, South Africa, Thailand, the UK and the US.
2017 Linedata Global Asset Management Survey Linedata
Asset managers, administrators embrace differentiation to navigate challenging conditions; cite political concerns and ongoing regulatory constraints
• Seventh annual survey of global asset management industry highlights socio-economic and political concerns
• Disruption more likely to come from external factors rather than industry trends
• Differentiation now a major concern for respondents
• MiFID II the most important regulation over the next three years
Platforms for Growth:Technology Innovations in the Insurance IndustryState Street
On behalf of State Street, the Economist Intelligence Unit conducted a global survey of 321 senior executives at insurance companies (June and July 2014), to examine the technology challenges facing the sector.
In June and July 2015, with sponsorship by SAP, The Economist Intelligence Unit (EIU) carried out a survey of more than 300 executives who are familiar with their company's data and analytics practices. The goal was to assess trends in the use of market-facing advanced analytics.
To add insights to the survey findings, the EIU conducted interviews with several advanced analytics practitioners. This executive summary describes the top findings of this research.
Etude PwC pour Linkedin sur le coût de l'inadéquation des compétences (2014)PwC France
http://pwc.to/1fj0jvd
PwC a réalisé pour LinkedIn l’étude « Adapt to Survive », qui recoupe pour la première fois certaines informations des profils des membres du réseau LinkedIn dans 11 pays et les données issues de 2600 entreprises étudiées par PwC Saratoga, l’une des principales bases de données RH au niveau mondial.
L’étude montre ainsi que la faible adaptabilité des compétences – difficulté des personnes à se former à de nouveaux savoir-faire ou à changer de secteur d’activité – coûte à l’économie mondiale 150 milliards de dollars en manque de productivité et renchérit les coûts de recrutement.
Une analyse qui permet à PwC de lancer l’Index d’Adaptabilité des Compétences, qui positionne en tête les Pays-Bas, le Royaume-Uni et le Canada. La France prend la 7ème place du classement (sur 11 pays étudiés).
The difficult art of quantifying return on digital investmentsBen Gilchriest
Measuring digital investments is proving to be a challenging task. Many companies have tried to create models that demonstrate the value of digital technologies, such as social media, applying traditional metrics to these. However, it's proving to be difficult to find a credible method.
So how do we make the difficult decision on where to invest in digital; especially when we are under so much pressure to do so much more? Whilst we need some sort of mechanism in place to make informed choices, traditional approaches to ROI are falling short. This paper describes these challenges in more detail (you are not alone, even amongst the world's leading digital companies, the 'Digirati', only 56% create a business case). It also describes three approaches you can take to define a digital business case, and provides perspectives on how to best approach digital investment decisions.
What is BI,Definition, examples, BI industry, Solutions, Evolution, Catogeries, Key Stages of BI, BI significance, BI technologies, tools, future of BI
Asset management has always involved data-intensive business models, yet today's practitioners are confronted with a deluge of new information arriving in a variety of different formats.
Waters USA 2013: Data Leaders vs. Data LaggardsState Street
Originally presented at Waters USA, this presentation features highlights from our Data and Analytics Survey conducted by the Economist Intelligence Unit.
Leader or Laggard: How Data Drives Competitive Advantage in the Investment Co...State Street
In an age where asset owners and managers face vast amounts of data, two distinct groups are emerging. The data leaders are using smart data strategies for valuable insights and a competitive edge, while the laggards struggle to master data complexity. There are key strategies these institutional investors need to go from laggard to leader – and pull ahead of the pack.
As businesses generate and manage vast amounts of data, companies have more opportunities to gather data, incorporate insights into business strategy and continuously expand access to data across the organisation. Doing so effectively—leveraging data for strategic objectives—is often easier said
than done, however. This report, Transforming data into action: the business outlook for data governance, explores the business contributions of data governance at organisations globally and across industries, the challenges faced in creating useful data governance policies and the opportunities to improve such programmes.
As a result of the recession into which the global economy slipped in 2008, budgets have been cut in most corporate functions, with intelligence activities being no exception. Yet simultaneous with the thinning resources, demand for high quality market information has probably never been as pressing as during the previous year. This paradox largely defines the spirit of the responses to GIA’s Global Market Intelligence Survey 2009, conducted on six continents during August and September 2009.
This presentation shows selected slides from a GIA white paper. To download the entire white paper that you are interested in, please visit http://bit.ly/GIAinsightWP
The 2014 Report on the State of Data Backup for SMBs reveals key insights around data backup, security and recovery as a result of a survey conducted during the first quarter of 2014 by Carbonite, Inc. Discover the 5 key themes to improve your SMB’s data backup, security and recovery in 2014 and beyond!
Artificial intelligence (AI) will profoundly affect the ways in which businesses and governments engage with consumers and citizens alike. From advances in genetic diagnostics to industrial automation, these widespread changes will have significant economic, social and civic implications. As such, Intelligent Economies explores the transformative potential of AI on markets and societies across the developed and developing worlds.
This report, developed by The Economist Intelligence Unit and sponsored by Microsoft, draws on a survey of more than 400 senior executives working in various industries, including financial services, healthcare and life sciences, manufacturing,
retail and the public sector. Survey respondents operate in eight markets: France, Germany, Mexico, Poland, South Africa, Thailand, the UK and the US.
2017 Linedata Global Asset Management Survey Linedata
Asset managers, administrators embrace differentiation to navigate challenging conditions; cite political concerns and ongoing regulatory constraints
• Seventh annual survey of global asset management industry highlights socio-economic and political concerns
• Disruption more likely to come from external factors rather than industry trends
• Differentiation now a major concern for respondents
• MiFID II the most important regulation over the next three years
Platforms for Growth:Technology Innovations in the Insurance IndustryState Street
On behalf of State Street, the Economist Intelligence Unit conducted a global survey of 321 senior executives at insurance companies (June and July 2014), to examine the technology challenges facing the sector.
In June and July 2015, with sponsorship by SAP, The Economist Intelligence Unit (EIU) carried out a survey of more than 300 executives who are familiar with their company's data and analytics practices. The goal was to assess trends in the use of market-facing advanced analytics.
To add insights to the survey findings, the EIU conducted interviews with several advanced analytics practitioners. This executive summary describes the top findings of this research.
Etude PwC pour Linkedin sur le coût de l'inadéquation des compétences (2014)PwC France
http://pwc.to/1fj0jvd
PwC a réalisé pour LinkedIn l’étude « Adapt to Survive », qui recoupe pour la première fois certaines informations des profils des membres du réseau LinkedIn dans 11 pays et les données issues de 2600 entreprises étudiées par PwC Saratoga, l’une des principales bases de données RH au niveau mondial.
L’étude montre ainsi que la faible adaptabilité des compétences – difficulté des personnes à se former à de nouveaux savoir-faire ou à changer de secteur d’activité – coûte à l’économie mondiale 150 milliards de dollars en manque de productivité et renchérit les coûts de recrutement.
Une analyse qui permet à PwC de lancer l’Index d’Adaptabilité des Compétences, qui positionne en tête les Pays-Bas, le Royaume-Uni et le Canada. La France prend la 7ème place du classement (sur 11 pays étudiés).
The difficult art of quantifying return on digital investmentsBen Gilchriest
Measuring digital investments is proving to be a challenging task. Many companies have tried to create models that demonstrate the value of digital technologies, such as social media, applying traditional metrics to these. However, it's proving to be difficult to find a credible method.
So how do we make the difficult decision on where to invest in digital; especially when we are under so much pressure to do so much more? Whilst we need some sort of mechanism in place to make informed choices, traditional approaches to ROI are falling short. This paper describes these challenges in more detail (you are not alone, even amongst the world's leading digital companies, the 'Digirati', only 56% create a business case). It also describes three approaches you can take to define a digital business case, and provides perspectives on how to best approach digital investment decisions.
What is BI,Definition, examples, BI industry, Solutions, Evolution, Catogeries, Key Stages of BI, BI significance, BI technologies, tools, future of BI
Trends in Big Data & Business Challenges Experian_US
Join our #DataTalk on Thursdays at 5 p.m. ET. This week, we tweeted with Sushil Pramanick – who is the founder and president of the The Big Data Institute (TBDI).
You can learn about upcoming chats and see the archive of past big data tweetchats here
http://www.experian.com/blogs/news/about/datadriven
SharePoint BCS, OK. But what is the SharePoint Business Data List Connector (...Layer2
The Layer2 Business Data List Connector for SharePoint makes it as easy as possible to connect native SharePoint lists to almost any external data source, codeless and bi-directional. The app closes many issues and overcomes limitations that still exist with SharePoint out-of-the-box data integration today.
To configure simply:
1. Enter connection string
2. Enter select statement
3. Enter primary keys.
Fast background updates (changed data only) via timer job. Alerts and workflows can be used to take business actions in SharePoint, when external data records are changed. Optionally write-back changes to data source.
Take advantage of FME Server’s capabilities for real-time integration and change data capture. Learn about workflows for monitoring and updating your data as it changes. We’ll look at what data sources/systems are monitored out-of-the-box and how you can enable change data capture for other data sources/systems.
Go beyond spatial data and connect to a range of web and business formats. Plus, learn techniques for generating reports, dashboards, and analytics — whether you prefer Tableau, PDFs, spreadsheets, or web interfaces. We’ll look at what people have been doing to make their data more readable and how you can do it too.
"Big Data" is a term as ubiquitous as data itself, but it is more than just a way to describe the massive amount of information created every day. In fact, I would argue that it is more of a dynamic than a one-dimensional term.
In this presentation, I walk business audiences through the history and rise of big data, the four Vs of big Data, and end by looking at some practical applications and recommendations.
Originally presented on February 26, 2013 in Washington, DC at the US Chamber of Commerce.
This report offers a thorough, in-depth review of all the key stats for the Social, Digital and Mobile landscape in China in 2014. Packed with 95 slides covering platform preferences, behavioural usage and economic indicators, the deck presents stand-out infographics that are ready to copy-paste direct into your own presentations and blogs.
"Conceptually, a data lake is a flat data store to collect data in its original form, without the need to enforce a predefined schema. Instead, new schemas or views are created “on demand”, providing a far more agile and flexible architecture while enabling new types of analytical insights. AWS provides many of the building blocks required to help organizations implement a data lake. In this session, we will introduce key concepts for a data lake and present aspects related to its implementation. We will discuss critical success factors, pitfalls to avoid as well as operational aspects such as security, governance, search, indexing and metadata management. We will also provide insight on how AWS enables a data lake architecture.
A data lake is a flat data store to collect data in its original form, without the need to enforce a predefined schema. Instead, new schemas or views are created ""on demand"", providing a far more agile and flexible architecture while enabling new types of analytical insights. AWS provides many of the building blocks required to help organizations implement a data lake. In this session, we introduce key concepts for a data lake and present aspects related to its implementation. We discuss critical success factors and pitfalls to avoid, as well as operational aspects such as security, governance, search, indexing, and metadata management. We also provide insight on how AWS enables a data lake architecture. Attendees get practical tips and recommendations to get started with their data lake implementations on AWS."
Modern Data Architecture for a Data Lake with Informatica and Hortonworks Dat...Hortonworks
How do you turn data from many different sources into actionable insights and manufacture those insights into innovative information-based products and services?
Industry leaders are accomplishing this by adding Hadoop as a critical component in their modern data architecture to build a data lake. A data lake collects and stores data across a wide variety of channels including social media, clickstream data, server logs, customer transactions and interactions, videos, and sensor data from equipment in the field. A data lake cost-effectively scales to collect and retain massive amounts of data over time, and convert all this data into actionable information that can transform your business.
Join Hortonworks and Informatica as we discuss:
- What is a data lake?
- The modern data architecture for a data lake
- How Hadoop fits into the modern data architecture
- Innovative use-cases for a data lake
Big data architectures and the data lakeJames Serra
With so many new technologies it can get confusing on the best approach to building a big data architecture. The data lake is a great new concept, usually built in Hadoop, but what exactly is it and how does it fit in? In this presentation I'll discuss the four most common patterns in big data production implementations, the top-down vs bottoms-up approach to analytics, and how you can use a data lake and a RDBMS data warehouse together. We will go into detail on the characteristics of a data lake and its benefits, and how you still need to perform the same data governance tasks in a data lake as you do in a data warehouse. Come to this presentation to make sure your data lake does not turn into a data swamp!
Today organizations find themselves in a data rich world with a growing need for increased agility and accessibility of all this data for analysis and deriving keen insights to drive strategic decisions. Creating a data lake helps you to manage all the disparate sources of data you are collecting, in its original format and extract value. In this session learn how to architect and implement an Analytics Data Lake. Hear customer examples of best practices and learn from their architectural blueprints.
Views From The C-Suite: Who's Big on Big DataPlatfora
he way that big data pervades most organizations today creates a dynamic environment for C-level executives to explore how it can and should be used strategically to add business value.
While each C-level executive views big data through a unique lens, a strong consensus exists among them about the need for effective big data analytics across their organizations.
This Economist Intelligence Unit report shows that senior executives are optimistic about both the capabilities of big data and the impacts such data can have on their businesses.
Download the report to get the whole story.
The BRITE '12 conference (March 5-6) marked the unveiling of the Center on Global Brand Leadership and the New York American Marketing Association (NYAMA)'s first BRITE-NYAMA Marketing Measurement in Transition Study entitled, Marketing ROI in the Era of Big Data.
The aim of the study was to gain a better understanding of changing practices among large corporate marketers in the following areas: data collection and usage, marketing measurement and ROI, and the integration of digital and traditional marketing.
In surveying 253 marketing executives from large corporations, the study found both widespread adoption of new digital tools, and support for the use of new data to drive marketing decisions and measure marketing ROI. However, significant gaps exist between desire and execution as companies strive to measure marketing ROI. The overall picture of marketing by large corporations revealed significant need for improvements in the use of data, the measurement of digital marketing, and the assessment of marketing ROI.
http://gsb.columbia.edu/globalbrands
http://www.nyama.org
For today’s firm, change is constant. The ever-evolving realities of the profession inspired Wolters Kluwer to explore two major questions in our 2014 Accounting Firm Preparedness Survey. First, what trends will have the most significant impact on accounting firms and their clients over the next five years? Second, how well prepared are accountants to take advantage of these trends?
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalCapgemini
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalSubrahmanyam KVJ
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
FIMA's latest whitepaper evaluates how financial services companies are managing the challenges posed by data quality management. By analyzing which data types and data characteristics businesses are struggling with, it uncovers the true business costs associated with data quality. It will also gauge how data governance programs are maturing and how they are being measured. Finally, it assesses how data is being managed within financial institutions.
Key findings include:
Data quality has never been more important for financial institutions, but most of those companies feel their data is only mediocre: Quality data serves a myriad of central business goals, from risk reduction to increased productivity. Unfortunately, many businesses continue to struggle with data quality, despite the fact that four-fifths of them have it ranked as a top priority.
The top two business functions impacted by poor data quality are regulatory compliance and risk management: Because these concerns tend to be the most important drivers of data quality, many financial institutions see data governance as a “must-do,” rather than a ROI-boosting activity. Furthermore, the vast majority of financial services companies can not quantify the business cost of poor data quality.
Financial institutions vary greatly in the maturity of their data governance programs: Data governance cannot be overlooked – unsurprisingly, businesses with formalized data governance programs reported that their data was higher quality than most other groups.
Data quality management requires close collaboration between business and IT leaders: That collaboration already exists for 83% of respondents in this study, who say that IT and business leaders work together to manage data quality in their organizations. However, the tools these businesses use to manage their data are not all equal, leading to an uneven allocation of resources.
Financial planning and analysis (FP&A) functions are at the forefront of guiding organizational performance and supporting the decision-making process. Over the years, the challenges faced by management have required different planning approaches and techniques. Some have stayed and become ‘the norm’, for example driver-based planning. Yet, at the same time, the technological systems that underpin FP&A’s work have been constantly evolving to support faster decision-making, more scenarios and increasing volumes of data.
Infographic | Quality of Data & Cost of Bad Data | Sapience AnalyticsSapience Analytics
As the quality of data becomes more and more crucial to the success of an organization, the cost of bad data goes staggeringly high.
Read this Infographic and understand the dependence of organizations on data in terms of:
Importance of data
Quality of data
Cost of bad data
Reasons for bad data quality
Do companies with more user-friendly and accessible enterprise resource planning (ERP) systems enjoy more positive business outcomes?
Are they more profitable?
Do highly effective ERP systems help create a sharper upswing of revenue growth?
How much difference does effective data really make to business success?
Lead Your Data Revolution - How to Build a Foundation of Trust and Data Gover...DATAVERSITY
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<p>Becoming a data-driven organization is something many companies aspire to, but few are able to obtain. Let’s face it: Data is confusing. It is complicated, dirty, and spread out all over a business. While companies are making big investments in Data Management projects, only a few are seeing the payoff. </p>
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<p>New research from Experian shows that despite many ongoing data initiatives, 69 percent of organizations struggle to be data-driven. The struggles are real. Companies face a large data debt, look at data projects through a siloed lens, and still have a large volume of inaccurate data. In fact, 65 percent report inaccurate data is undermining key initiatives. <br></p>
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<p>However, the tide is turning. Businesses are starting to adopt data enablement, or a practice of empowering a larger group of individuals within the business to understand and harness the power of data and analytics. Companies that empower wider data usage are better able to comply with regulations, improve decision-making, and, of course, deliver a superior customer experience. Are these the results you’re striving for? </p>
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<p>Join us to uncover new research from more than 500 Data Management practitioners as we take a deep dive into:</p>
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<ul><li>The top challenges in becoming a data-driven organization </li><li>Trends and the rise of data enablement </li><li>The profile of a mature organization </li><li>Tips for how you can adopt data enablement practices</li></ul>
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Businesses face a multitude of challenges in today’s environment. The overall speed of business is constantly increasing. Decisions are made within minutes and channels are diversifying rapidly. Perhaps most importantly, face-to-face interaction has started to become a luxury, rather than a necessity or consequence of everyday behavior.
Activity Based Profitability ManagementMiguel Garcia
Activity Based Profitability Management (ABPM) and Activity Based Budgeting (ABB) offers organizations a complete tool to gain a competitive advantage and provides crucial information to support the process of making strategic and operational decisions in the current business environment. It might seem that having this type of information for the management of profits, costs and budgets is not necessary to implement Digital Transformation solutions because the implementation of new technologies does not require an evaluation of this type, and it is assumed that it must be implemented independently of what it implies and at any cost, but this is an error because it will always require business processes, products or services, customers or users, service channels, etc. that must be evaluated from the financial and business process point of view, implemented, measured and improved within a competitive and market environment. In this sense, the profitablitiy, cost and budget information provided by the approach of ABPM and ABB will lead to better business decisions that significantly increase the performance and profits of the companies.
Activity Based Profitability Management and Budgeting as a support tool for D...Miguel Garcia
The business world is faced with the pace of unprecedented changes and a disruptive and innovative transformation in all industries. The context of the current economy, the emergence of new business and operational models with increasingly more cost and profitability structures, the increase in technological innovations such as the Internet of Things, Artificial Intelligence, Machine Learning, Advanced Analytics, Mobile apps, etc., which enable Digital Transformation and improve the experience of customers or users of organizations. The reduction in the life cycle of products and services, the incremental trend of mergers and acquisitions aimed at obtaining the benefits of economies of scale, as well as the pressures of low-wage countries or models of offshore outsourcing are just some of the factors of the changing environment of today.
Activity Based Profitability Management (ABPM) and Activity Based Budgeting (ABB) offers organizations a complete tool to gain a competitive advantage and provides crucial information to support the process of making strategic and operational decisions in the current business environment. It might seem that having this type of information for the management of costs and budgets is not necessary to implement Digital Transformation solutions because the implementation of new technologies does not require an evaluation of this type, and it is assumed that it must be implemented independently of what it implies and at any cost, but this is an error because it will always require business processes, products or services, customers or users, service channels, etc. that must be evaluated from the financial and business process point of view, implemented, measured and improved within a competitive and market environment. In this sense, the cost and budget information provided by the approach of ABPM and ABB will lead to better business decisions that significantly increase the performance and profits of the companies.
A new report from Dynamic Markets shows that – far from improving agility and effectiveness – 52 percent of organizations have missed deadlines and 75 percent have damaged their ability to innovate due to poor integration between cloud applications and other operational systems.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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1. <Insert Picture Here>
July 17, 2012
From Overload to Impact:
An Industry Scorecard on Big Data Business Challenges
2. Contents
• Introduction 3
• Methodology 4
• Key Take Aways 5
• Findings 6
• Industry Opportunities 13
• The Path Forward 15
Page 2
• The Path Forward 15
• Survey Quick Reference Facts 17
• Industry Snapshot Slides 20
3. Introduction
• Organizations are experiencing unprecedented
growth in data volume, variety, and velocity; they
are increasingly relying on focused IT solutions to
generate value by:
• Addressing their most pressing business challenges
• Managing and extracting business insight
• Improving customer service
• Capitalizing on new business opportunities
• The need for better data management is all too
Page 3
• The need for better data management is all too
acute, but how are organizations doing?
• Oracle’s “From Overload to Impact: An Industry
Scorecard on Big Data Business Challenges”
report surveyed 333 North American C-level
executives to understand their organizations’
preparedness to manage the data deluge and,
importantly, their ability to extract intelligence to
improve operations, capitalize on new
opportunities and drive new revenue
4. Methodology
• Oracle conducted telephone and online interviews with 333 North American
C-level industry executives in March and April of 2012*
Sample Demographics:
Industries Surveyed:***
Airlines
Communications
Title:**
8% Owner/Partner
21% President/CEO/COO
Page 4
Consumer Goods
Financial Services
Healthcare
Life Sciences
Manufacturing
Oil and Gas
Public Sector
Retail
Utilities
16% CIO/CTO
13% CFO
42% General Manager/Managing Director
Location:
88% United States
12% Canada
*The sample size results in a margin of error of ±5.33% at a 95% confidence level **These titles do not include public sector titles. Qualifying public sector titles
include Administrator, Director, or other agency leadership ***All respondents are employed at organizations with at least 200 employees
5. • The data explosion is real:
• Data volume has increased by an average of 86% in the last 2
years
• Most companies are unprepared:
• 60% of executives rate their companies unprepared to leverage
the data and cite significant gaps in people, process, and tools
• 97% say they need to make changes to improve
• Big data is key to revenue growth:
Big Data: Businesses Are Not Prepared
Page 5
• Big data is key to revenue growth:
• 93% of the executives believe they are losing revenue at an
average rate of 14% annually
• Big data is misunderstood:
• Big data requires an industry-specific business strategy to
improve the effectiveness of operational processes and the
overall customer experience
6. The Data Deluge
• Organizations are experiencing unprecedented data growth
Executives say they’ve seen the biggest increase
in information variety and volume in the following
areas in the last two years:**
48% Customer
information
34% Operations
33% Sales/marketing
94%
Of organizations are collecting
and managing more business
information today than two
years ago
Page 6
Take Away: Customer Information Leads the Surge
33% Sales/marketing
In the next two years, executives predict the
greatest information growth in:***
39% Customer information
28% Sales/marketing
27% Operations
years ago
86%
Average increase in business
information collected/managed
in the past two years*
*According to those who are collecting more information **According to those who are collecting more information; respondents asked to select top three choices
***Respondents asked to select top three choices
7. Few Are Prepared
• While 67% of executives say that the ability to draw intelligence from their data is
a top priority for their organization, 29% give their organization a “D” or “F” in
preparedness for a data deluge*
32% 31%
25%
60% give their
organization a
“C” or below*
How prepared is your organization to manage a data deluge?*
Page 7
Take Away: Low Confidence in Data Management Capabilities
*Respondents asked to rank their organization’s preparedness to handle a data deluge, if the amount of information they collect suddenly doubled, on a scale of 1-10 where 1 is not at all prepared
and 10 is completely prepared. “A” rankings reflect 9-10 ratings; “B” rankings reflect 7-8 ratings; “C” rankings reflect 5-6 ratings; “D” rankings reflect 3-4 ratings; “F” rankings reflect 1-2 ratings
Communications executives are most confident: 20% give their organization an “A.”
Healthcare executives are least confident: 0% give their organization an “A.”
8%
4%
A B C D F
8. Preparedness
for a data
deluge:
Healthcare Airlines
34%
Give
organization
“D” or “F”
41%
Give
organization
“D” or “F”
39%
Give
organization
“D” or “F”
30%
Give
organization
“D” or “F”
31%
Give
organization
“D” or “F”
40%
Give
organization
“D” or “F”
Utilities Manufacturing Retail
Public
Sector
Industries at a Glance
Page 8
Preparedness
for a data
deluge:
27%
Give
organization
“D” or “F”
7%
Give
organization
“D” or “F”
29%
Give
organization
“D” or “F”
25%
Give
organization
“D” or “F”
20%
Give
organization
“D” or “F”
Consumer
Goods
Oil & Gas
Life
Sciences
Financial
Services
Communications
9. Data Management Scorecard
• Breaking down data management, executives give their organizations the highest
marks in securing data and the lowest marks in distributing timely information
and translating data into actionable intelligence*
Percentage of Organizations who Grade Themselves a
“C” or Below in the Following Areas:*
Life sciences and
communications
executives are most
confident in their
organizations’ ability
47%
48%
Translating information into
actionable intelligence
Distributing timely information
Page 9
Take Away: Passing Data Fundamentals, But Interpretation Needs Work
*Respondents asked to rank their organization’s effectiveness in the following areas on a scale of 1-10, where 1 is very poor and 10 is excellent. “A” rankings reflect 9-10 ratings; “B” rankings
reflect 7-8 ratings; “C” rankings reflect 5-6 ratings; “D” rankings reflect 3-4 ratings; “F” rankings reflect 1-2 ratings
organizations’ ability
to translate
information into
intelligence: 30%
give their
organization an “A.”
Public sector
executives are least
confident: Just 3%
give themselves an
“A” in this area.21%
33%
36%
39%
47%
0% 20% 40% 60%
Distributing timely information
Reporting on information
Making strategic decisions based
on information
Securing/safeguarding information
Capturing information
10. The Cost of Poor Data Management
• Executives say their organizations are losing revenue each year due to
insufficient data management
93% of executives believe their
organization is losing revenue as a result of
not being able to fully leverage the
information they collect.
On average, they estimate this lost
Page 10
Take Away: Millions to Gain
*Figure based on private sector organizations only
On average, they estimate this lost
opportunity to be 14% of annual revenue.
Organizations with $1 billion or more in
revenue* say they’re losing approximately
13% of annual revenue ‒ translating to
$130 million in lost opportunity for a
$1 billion organization.
11. Executives’ Biggest Data Management Gripes:*
#1
#2
#3
Don’t have the right systems in place to gather the
information we need (38%)
Can’t give our business managers access to the
information they need; need to rely on IT (36%)
Systems are not designed to meet the specific needs
Top Gripes
• Executives are most frustrated with their organizations’ data gathering and
distribution systems
Page 11
#3
#4
#5
of our industry (29%)
Can’t make sense of the information we have and
translate it into actionable insight (25%)
Information is no longer timely by the time it makes it
to our business managers (24%)
Take Away: Systems Needed to Gather Data, Put it in the Right Hands
Healthcare executives are most likely to list “don’t have the right systems in place” as a top gripe (53%); life
sciences executives are least likely (23%). Retail executives are most likely to list “can’t give business managers
access to the information they need” as a top gripe (53%); financial services executives are least likely (28%).
*Respondents asked to select top three choices
12. 7%
Industry-Specific Applications Essential
• 77% of organizations use industry-specific applications/software to help leverage
information to make strategic decisions ‒ and they’re becoming more important
Does your organization use industry-specific
applications/software to help you to run your
business and leverage information to make
strategic decisions?
What type of industry-specific
applications does your organization use?
“Applications to measure weather patterns, fuel
supplies, available cargo space, as well as air traffic.”
– President/CEO/COO, Airlines
“Smart grid, AMI automated metering infrastructure,50% Yes; more today
Page 12
16% No
7%
Unsure
Take Away: Growing Dependence on Apps that Meet Unique Industry Needs
Financial services (91%) and healthcare (87%) organizations
are most likely to use industry-specific applications/software.
Manufacturing organizations are least likely (67%).
“Smart grid, AMI automated metering infrastructure,
meter database management system, outage
management systems.” – General Manager/Managing
Director, Utilities
“Information systems to track oil reserves and
distribution. Meeting demand is very important.” –
General Manager/Managing Director, Oil & Gas
“Software to collect patient satisfaction and core
measures data; software to automate medical records;
collection of patient information.” –
President/CEO/COO, Healthcare
than two years ago
17% Yes; the same
as two years ago
10% Yes; less today
than two years ago
77%
Yes
13. % Revenue
lost*
Opportunities
Airlines 17%
360-degree View of Passenger Data
Integrating passenger data from internal and external sources is
key to improving loyalty, pricing, and offers.
Communications 10%
Real-time, Context-sensitive Advertising
By collecting input from subscription platforms, value-added
services systems, and other sources, comms providers can
tailor and deliver ads, offers, and promotions to the customer in
real-time.
Industry Opportunities
Page 13
Consumer Goods 19%
Trade Data Optimization
Converting mountains of retail sales, market measurement, and
competitor data into insights is key to addressing out of stocks
and optimizing promotions.
Financial Services 12%
Sentiment Analysis and Brand Reputation
As brand reputation is one of the key drivers of customer
acquisition and retention, opportunities abound to capture social
data and actively manage public sentiment.
Healthcare 15%
Connected Healthcare
Integrating all sources of the medical record is not only critical to
delivering care, but also to creating the analytics to drive
disease management and prevention.
*Estimate according to those that believe they are losing revenue as a result of not being able to fully leverage the information they collect
14. % Revenue lost* Opportunities
Life Sciences 20%
Translational Research
Clinical and “omics” data must be put in the hands of
people who can turn it into useful insights to realize the
potential of personalized medicine.
Manufacturing 10%
Early Warning & Quality
Early insight and proactive resolution of product quality
issues are key to capitalizing on top- and bottom-line
opportunity.
Oil & Gas 22%
Integrated Field Operations
Continuously monitoring drilling and field data is key to
Industry Opportunities
Page 14
Oil & Gas 22% Continuously monitoring drilling and field data is key to
improving safety and drilling performance.
Public Sector 11%**
Revenue Integrity
Correlating data from multiple, unrelated sources is the key
to identifying potential fraudulent activities that cost
government agencies billions each year.
Retail 10%
Omni-channel Retail Marketing
Delivering personalized, tailored offerings to individual
customers can drive improved revenue conversion.
Utilities 12%
Demand Response
Continuous analytics on data identify anomalies, patterns,
and trends to take actionable decisions to improve supply
and demand positions.
*Estimate according to those that believe they are losing revenue as a result of not being able to fully leverage the information they collect **Public sector
respondents asked to consider their annual budget
15. To improve information optimization,
organizations say they most need:*
The Path Forward
• Nearly all executives surveyed (97%) say their organization needs to make a
change to improve information optimization over the next two years
43%
38%
Greater ability to translate
information into actionable insight
Improved tools to collect more
Page 15
Take Away: Improved Tools, Processes, and Access Needed for Success
*Respondents asked to select all that apply
38%
38%
36%
36%
Improved tools to collect more
accurate information
Improved training to help stakeholders
make sense of information
More customized systems/applications
to meet needs of their industry
Direct access for business managers
to business critical information
Additionally, 64% say it is
important or business critical for
managers to access business
information on their mobile devices
16. The Path Forward
• Executives from organizations ready to manage the data deluge offer
recommendations for successful preparation
What steps has your organization taken to prepare?*
“We have streamlined information
systems so the information can get to the
required party faster. We also outsource a
portion of our information management.”
– President/CEO/COO, Life Sciences
“We identified the weaknesses in our data
gathering system and are now designing a
new software and analytical platform to
address these needs.”
– President/CEO/COO, Utilities
Page 16
Take Away: Leaders Recommend Upgrading Technology, Staff, and Strategy
*According to respondents who rank their organization’s preparedness to handle a data deluge a 6-10 on a scale of 1-10 where 1 is not at all prepared and 10 is
completely prepared
– President/CEO/COO, Life Sciences
“We are working with business units to
determine our needs and trying to figure out
how to get different systems to talk to each
other.” – CIO/CTO, Utilities
“We have changed our [storage] architecture
and are looking to improve our backup
capabilities.” – CIO/CTO, Manufacturing
– President/CEO/COO, Utilities
“We are growing our talent and staffing,
balancing the team with the growth we
expect in data.” – CFO, Financial Services
“We have tripled our storage
capabilities in the last month. We now
have shared storage on our computer
systems.” – CIO/CTO, Oil & Gas
17. • The data deluge is here:
• 94% of C-level executives say their organization is collecting and managing more business
information today than two years ago, by an average of 86% more*
• Organizations are grappling with data growth in many different business areas. The biggest
increases in information are coming in the form of:*
• Customer information (48%)
• Operations (34%)
• Sales/marketing (33%)
• Many are not prepared to handle the massive amount of data coming their way:
• 29% of executives give their organization a “D” or “F” in preparedness to manage the data deluge;
60% gave themselves a “C” or lower; and just 8% give their organization an “A”**
Survey Quick Reference Facts
Page 17
60% gave themselves a “C” or lower; and just 8% give their organization an “A”**
• Executives are most frustrated with their ability to gather and distribute data in a timely manner. Top
gripes include:
• Not having the right systems in place to gather the information they need (38%)
• Not being able to give their business managers access to the information they need (36%)
• Having to use systems that are not designed to meet the unique needs of their industry (29%)
• Executives see a significant financial opportunity:
• 93% of executives believe their organization is losing revenue – on average, 14% annually – as a
result of not being able to fully leverage the information they collect
• Organizations with revenues of $1 billion or more say they are losing approximately 13% of their
annual revenue as a result of not being able to fully leverage their information. That translates to
$130 million in lost opportunity each year for a $1 billion organization
*Of those that are collecting and managing more information **Respondents asked to rank their organization’s preparedness if the amount of information they collect suddenly doubled, on a
scale of 1-10 where 1 is not at all prepared and 10 is completely prepared. “A” rankings reflect 9-10; “C” rankings reflect 5-6; “D” rankings reflect 3-4; “F” rankings reflect 1-2
18. Survey Quick Reference Facts
• However, executives do see a path forward:
• Nearly all surveyed (97%) say their
organization must make a change to improve
information optimization over the next two
years
• Top priorities include:*
• Improving their ability to translate information
into actionable insight (43%)
• Upgrading tools to collect more accurate
information (38%)
Page 18
information (38%)
• Enhancing training to help stakeholders make
sense of information (38%)
• Industry-specific applications are an important
part of the mix – 77% of organizations
surveyed use them today to run their
enterprises…and many are looking for more
tailored options
*Respondents asked to select all that apply
19. Thank You
Page 19
Mary Tobin
O’Keeffe & Company
mtobin@okco.com
503-658-7396
Caroline Vespi
Oracle
Caroline.Yu@oracle.com
650-506-8920
20. Industry Snapshots
• Airlines 21
• Communications 23
• Consumer Goods 25
• Financial Services 27
• Healthcare 29
• Life Sciences 31
Page 20
• Life Sciences 31
• Manufacturing 33
• Oil & Gas 35
• Public Sector 37
• Retail 39
• Utilities 41
21. Airline Industry Key Findings
are collecting and managing more business
information today than two years ago
Preparedness for a Data Deluge:
Give their organization a “D” or “F”
Give their organization an “A”
31%
3%
Executives’ Biggest Data Management Gripes:**
use industry-specific
applications/software to help
leverage information to make
strategic decisions
73%
However, they see room for enhancement in
the following applications available to meet
their industry-specific needs:****
#1 Project management (33%)
#1 Customer Relationship Management (33%)
93%
Give their organization a “C” or lower73%
58% Average increase in business info collected/
managed in last two years*
Page 21
Executives’ Biggest Data Management Gripes:**
Don’t have the right systems in place (43%)#1
Information is no longer timely when it gets to
our business managers (43%)#1
Can’t give business managers access to the
information they need; need to rely on IT (30%)
#2
of average annual revenue lost as a
result of not being able to fully leverage
the information they collect, or
$134.3M***
#1 Customer Relationship Management (33%)
#2 Financial management (23%)
17%
*Based on the 93% of respondents who are collecting and managing more data now than two years ago
**Respondents asked to select the top three ***Figure based on the average revenue of organizations surveyed ****Respondents asked to select all that apply
To improve information optimization, airlines say
they most need:****
47% More skilled business analysts to help us
manage the volume of information
43% Direct access for business managers to
business critical information
43% Improved training to help make sense of
information
22. Airline Industry-Specific Data
In which areas are you making the best use of
information to drive the business forward?*
#1 Flight operations (67%)
#2 Sales, marketing, and reservations (40%)
#2 Pricing and revenue management (40%)
#3 Capacity planning (37%)
#4 Cargo (27%)
#5 Maintenance and engineering (23%)
#6 Airport operations (20%)
#7 Loyalty management (13%)
Where does your organization face the
biggest challenges with regard to your ability
to effectively acquire, store, analyze, and
drive decisions based on your customer
information?*
37% Consolidating customer information spread across
multiple data repositories
37% Leveraging customer information to create tailored
new offers across channels and customer touch points
Page 22
How would you rate your ability to glean
intelligence from customer information?
3% We have a single 360-degree view of each customer
53% We have multiple views of each customer and can
piece them together effectively
20% We have multiple, but conflicting, views of each
customer
10% We have only a partial view of each customer and
lack insight into many of their interactions with us
7% We have a very narrow or non-existent view of the
individual customer
7% Unsure
33% Drawing insights from passenger data residing in
legacy reservation systems
30% Drawing insights from customer interactions using
mobile applications
30% Personalizing the customer experience across
channels
17% Interpreting information collected from customer
interactions on social media platforms
7% We are not experiencing challenges
*Respondents asked to select the top three
23. Communications Key Findings
are collecting and managing more business
information today than two years ago
Preparedness for a Data Deluge:
20%
20%
Executives’ Biggest Data Management Gripes:**
However, they see room for enhancement in
the following applications available to meet
their industry-specific needs:****
#1 Customer Relationship Management (33%)
#2 Project management (30%)
93%
use industry-specific
applications/software to help
leverage information to make
strategic decisions
73%
Give their organization a “D” or “F”
Give their organization an “A”
Give their organization a “C” or lower40%
119% Average increase in business info
collected/managed in last two years*
Page 23
Executives’ Biggest Data Management Gripes:**
Don’t have the right systems in place (43%)#1
Can’t give business managers access to the
information they need; need to rely on IT (33%)#2
#3
#2 Project management (30%)
#3 Workforce and asset management (27%)
To improve information optimization,
communications organizations say they most
need:****
57% Greater ability to translate information into
actionable insight
33% Direct access for business managers to business
critical information
30% Improved tools to collect more accurate information
30% Improved training to help us make sense of
information
Information is no longer timely by the time it
makes it to our business managers (30%)
of average annual revenue lost as a
result of not being able to fully leverage
the information they collect, or $50.1M***
10%
*Based on the 93% of respondents who are collecting and managing more data now than two years ago
**Respondents asked to select the top three ***Figure based on the average revenue of organizations surveyed ****Respondents asked to select all that apply
24. Communications-Specific Data
How would you rate your ability to glean
intelligence from customer information?
We have a single 360-degree view of each
customer
We have a single 360-degree view of each
customer but it does not take into
consideration social media engagements
We have multiple views of each customer
and can piece them together effectively
Where does your organization face the
biggest challenges in regard to your ability
to optimize and understand information to
improve agility and capitalize on new
opportunities?*
37% Improving the cross-channel customer
experience
33% Designing and bringing new services to market
27% Accelerating service order delivery
17%
17%
37%
Page 24
and can piece them together effectively
We have multiple, but conflicting, views of
each customer
We have only a partial view of each
customer relationship and lack insight into
many of their interactions with us
We have a very narrow or non-existent view
of the individual customer
Unsure
27% Accelerating service order delivery
20% Connecting with partners and third-party content
developers
20% Creating new offers and campaigns
17% Leveraging customer information to upsell new
offers
17% Enabling flexible rating/billing (real-time, pre-paid,
and post-paid)
*Respondents asked to select the top three
13%
10%
3%
3%
25. Consumer Goods Key Findings
are collecting and managing more business
information today than two years ago
Preparedness for a Data Deluge:
7%
10%
Executives’ Biggest Data Management Gripes:**
However, they see room for enhancement in
the following applications available to meet
their industry-specific needs:****
#1 Customer Relationship Management (37%)
#2 Workforce and asset management (33%)
90%
use industry-specific
applications/software to help
leverage information to make
strategic decisions
77%
Give their organization a “D” or “F”
Give their organization an “A”
Give their organization a “C” or lower42%
71% Average increase in business info
collected/managed in last two years*
Page 25
Executives’ Biggest Data Management Gripes:**
Can’t give business managers access to the
information they need; need to rely on IT (43%)
#1
Systems are not designed to meet the
specific needs of our industry (37%)
#2
#3
#2 Workforce and asset management (33%)
#3 Project management (30%)
To improve information optimization, consumer
goods organizations say they most need:****
53% Improved training to help make sense of
information
50% Direct access for business managers to
business critical information
47% Greater ability to translate information into
actionable insight
Don’t have right systems in place (33%)
of average annual revenue lost as a
result of not being able to fully leverage
the information they collect, or $74.4M***
19%
*Based on the 90% of respondents who are collecting and managing more data now than two years ago
**Respondents asked to select the top three ***Figure based on the average revenue of organizations surveyed ****Respondents asked to select all that apply
26. Consumer Goods Specific Data
Percentage of consumer goods executives
who agree with the following statements:*
Our ability to capture and analyze large
data sets (i.e. “big data”) has improved
our efforts to attract and retain customers
We are very effective at leveraging
customer data and insights to improve
interactions with customers
In which of the following areas does big
data have the opportunity to create the
most value for your organization?**
#1 Collaborating with retailers to shape demand
at the item/store level to deliver a better customer
experience (60%)
#2 Driving the innovation and development of
new products with outside input from
consumers/external experts (53%)
#3 Improving demand forecasting and supply
80%
73%
Page 26
We collaborate with key retail partners to
leverage their consumer understanding
and insights
We collect plenty of consumer data but
don’t have the tools to analyze it
effectively
We share consumer data with our retail
partners to improve our merchandising and
marketing programs
#3 Improving demand forecasting and supply
planning across the extended value chain (40%)
#4 Enhancing interactions with the brand from
social media data (30%)
#5 Integrating consumer, demand, and market
data to more accurately predict consumer
behavior (27%)
#6 Integrating retailer data with other datasets
(13%)
#7 Providing input into our Demand Signal
Repository (3%)
*Respondents who selected they strongly or somewhat agree **Respondents asked to select the top three
60%
40%
37%
27. Financial Services Key Findings
are collecting and managing more business
information today than two years ago
Preparedness for a Data Deluge:
25%
3%
Executives’ Biggest Data Management Gripes:**
However, they see room for enhancement in
the following applications available to meet
their industry-specific needs:****
#1 Financial management (34%)
#1 Customer Relationship Management (34%)
94%
use industry-specific
applications/software to help
leverage information to make
strategic decisions
91%
Give their organization a “D” or “F”
Give their organization an “A”
Give their organization a “C” or lower56%
75% Average increase in business info
collected/managed in last two years*
Page 27
Executives’ Biggest Data Management Gripes:**
Information is no longer timely when it gets to
our business managers (38%)
#1
#2
Systems are not designed to meet the specific
needs of our industry (34%)
#2
#1 Customer Relationship Management (34%)
#1 Regulatory compliance (34%)
To improve information optimization, financial
services organizations say they most need:****
47% More customized systems/applications to meet
needs of their industry
38% Greater ability to translate information into
actionable insight
38% Improved tools to collect more accurate
information
Don’t have right systems in place (34%)
of average annual revenue lost as a
result of not being able to fully leverage
the information they collect, or $64.6M***
12%
*Based on the 94% of respondents who are collecting and managing more data now than two years ago
**Respondents asked to select the top three ***Figure based on the average revenue of organizations surveyed ****Respondents asked to select all that apply
28. Financial Services Specific Data
How prepared is your organization
to deal with the analytical needs
associated with financial reform
and new regulatory requirements?
In which of the following areas do you feel
your organization does the best job of
leveraging your data to move the business
forward?*
#1 Regulatory compliance (38%)
#2 Customer service (34%)
#3 Sales/marketing (31%) Very
prepared Somewhat
prepared
Page 28*Respondents asked to select the top three
In which areas could your organization
benefit most from better business intelligence
or analytical capabilities?*
#1 Risk management (44%)
#2 Alignment of risk and finance (41%)
#2 Regulatory compliance (41%)
28%
63%
3%
Unsure
6% Not
very prepared
prepared
29. Healthcare Key Findings
are collecting and managing more business
information today than two years ago
Preparedness for a Data Deluge:
40%
0%
Executives’ Biggest Data Management Gripes:**
However, they see room for enhancement in
the following applications available to meet
their industry-specific needs:****
#1 Customer Relationship Management (57%)
#2 Regulatory compliance (50%)
100%
use industry-specific
applications/software to help
leverage information to make
strategic decisions
87%
Give their organization a “D” or “F”
Give their organization an “A”
Give their organization a “C” or lower77%
85% Average increase in business info
collected/managed in last two years*
Page 29
Executives’ Biggest Data Management Gripes:**
Don’t have the right systems in place (53%)#1
Can’t make sense of the information we have
and translate it into actionable insight (47%)#2
Systems are not designed to meet the specific
needs of our industry (40%)#3
#2 Regulatory compliance (50%)
#3 Billing and revenue management (40%)
To improve information optimization, healthcare
organizations say they most need:****
63% Greater ability to translate information into
actionable insight
50% Improved tools to collect more accurate
information
47% More customized systems/applications to meet
needs of their industry
of average annual revenue lost as a
result of not being able to fully leverage
the information they collect, or $70.2M***
15%
*Based on the 100% of respondents who are collecting and managing more data now than two years ago
** Respondents asked to select the top three ***Figure based on the average revenue of organizations surveyed ****Respondents asked to select all that apply
30. Healthcare-Specific Data
From which functional business areas are you
actively gathering and analyzing information in order
to drive efficiency?*
#1 Patient relationship management (73%)
#2 Quality of care (70%)
#3 Financial management (63%)
#4 Risk management (57%)
#5 Staffing/human resources (50%)
#5 Capacity management (operating room utilization, occupancy
rates, etc.) (50%)
Does your organization have the
information systems in place to support
care beyond the walls of your facility?
14% Yes, we are already doing it
63% Yes, we are in the process of
implementing these systems
17% No, but it is in our plans for the
Page 30
Is your organization able to capture critical patient
information in an Electronic Health Record (EHR)?
34% Yes, we are using an EHR extensively and are capturing
significant information that is enabling us to improve care delivery
43% We have an EHR system in place, but we are still not
capturing enough or the right information
20% We have started to implement an EHR, but we do not have
it in place yet
0% We have plans to implement an EHR, but have not started yet
3% We do not plan to implement an EHR at this time
*Respondents asked to select all that apply
17% No, but it is in our plans for the
next two years
3% No, this is not in our plans
3% Unsure
31. Life Sciences Key Findings
are collecting and managing more business
information today than two years ago
Preparedness for a Data Deluge:
29%
10%
Executives’ Biggest Data Management Gripes:**
However, they see room for enhancement in
the following applications available to meet
their industry-specific needs:****
#1 Research and development (30%)
#2 Project management (27%)
93%
use industry-specific
applications/software to help
leverage information to make
strategic decisions
73%
Give their organization a “D” or “F”
Give their organization an “A”
Give their organization a “C” or lower47%
78% Average increase in business info
collected/managed in last two years*
Page 31
Executives’ Biggest Data Management Gripes:**
Can’t give business managers access to the
information they need; need to rely on IT (30%)
#1
Information is no longer timely when it gets to
our business managers (27%)
#2
#2
#2 Project management (27%)
#3 Workforce and asset management (20%)
To improve information optimization, life
sciences organizations say they most need:****
50% Improved training to help make sense of
information
50% More skilled business analysts to help us
manage the volume of information
47% Improved tools to collect more accurate
information
Systems are not designed to meet the
specific needs of our industry (27%)
of average annual revenue lost as a
result of not being able to fully leverage
the information they collect, or $98.5M***
20%
*Based on the 93% of respondents who are collecting and managing more data now than two years ago
**Respondents asked to select the top three ***Figure based on the average revenue of organizations surveyed ****Respondents asked to select all that apply
32. 27% Yes
4% No, but we are planning to be
Life Sciences-Specific Data
In which of the following areas do you feel
your organization does the best job of
leveraging your data to move the business
forward?*
#1 Research and development (33%)
#2 Regulatory submissions/compliance (27%)
#3 Sales/marketing (23%)
#3 Customer service (23%)
Is your organization involved in the
development of personalized
therapeutics/treatments?
Page 32
33% No, and we do not plan to be
23% Not applicable to our organization
13% Unsure
*Respondents asked to select the top three
In which areas could your organization
benefit most from better business intelligence
or analytical capabilities?*
#1 Supply chain management (37%)
#1 Regulatory submissions/compliance (37%)
#2 Clinical trial management (33%)
#3 Research and development (30%)
33. Manufacturing Key Findings
are collecting and managing more business
information today than two years ago
Preparedness for a Data Deluge:
34%
7%
Executives’ Biggest Data Management Gripes:**
However, they see room for enhancement in
the following applications available to meet
their industry-specific needs:****
#1 Financial management (30%)
#1 Supply chain management (30%)
90%
use industry-specific
applications/software to help
leverage information to make
strategic decisions
67%
Give their organization a “D” or “F”
Give their organization an “A”
Give their organization a “C” or lower65%
86% Average increase in business info
collected/managed in last two years*
Page 33
Executives’ Biggest Data Management Gripes:**
Can’t give business managers access to the
information they need; need to rely on IT (43%)
#1
Don’t have the right systems in place (37%)#2
#3
#2 Workforce and asset management (27%)
To improve information optimization, manufacturing
organizations say they most need:****
47% Greater ability to translate information into
actionable insight
43% Improved training to help us make sense of
information
43% Improved tools to collect more accurate
information
43% Direct access for business managers to business
critical information
Can’t make sense of the information we have
and translate it into actionable insight (27%)
of average annual revenue lost as a
result of not being able to fully leverage
the information they collect, or $40.8M***
10%
*Based on the 90% of respondents who are collecting and managing more data now than two years ago
**Respondents asked to select the top three ***Figure based on the average revenue of organizations surveyed ****Respondents asked to select all that apply
34. Manufacturing-Specific Data
In which areas are you making the best use of
information to drive business growth?*
#1 Sales and marketing (47%)
#2 Engineering and design (43%)
#3 Supply chain (40%)
#3 Production (40%)
#4 Distribution (20%)
Where are you struggling most to capture
information and make high-impact
business decisions from it?*
#1 Sales and marketing (27%)
#2 Supply chain (23%)
#3 Production (13%)
#3 Service (13%)
#3 Finance (13%)
27% said “we are
not struggling in
Page 34
#4 Distribution (20%)
#5 Finance (17%)
#3 Finance (13%)
*Respondents asked to select the top three
How would having access to the information you require enable you to make better decisions?
What types of decisions would you like to be able to make with this data?
“More information would keep the machines running better and increase reliability.”
“The more information received, the better the product.”
“[Data would enable us to] forecast trends in customer buying behavior to better plan new products and
anticipate industry changes.”
not struggling in
any area”
35. Oil & Gas Key Findings
are collecting and managing more business
information today than two years ago
Preparedness for a Data Deluge:
27%
13%
Executives’ Biggest Data Management Gripes:**
However, they see room for enhancement in
the following applications available to meet
their industry-specific needs:****
#1 Project management (36%)
#2 Regulatory compliance (32%)
74%
use industry-specific
applications/software to help
leverage information to make
strategic decisions
74%
Give their organization a “D” or “F”
Give their organization an “A”
Give their organization a “C” or lower54%
96% Average increase in business info
collected/managed in last two years*
Page 35
Executives’ Biggest Data Management Gripes:**
Can’t give business managers access to the
information they need; need to rely on IT (32%)
#1
Don’t have the right systems in place (29%)#2
#3
#3 Customer Relationship Management (26%)
To improve information optimization, oil & gas
organizations say they most need:****
48% Direct access for business managers to
business critical information
32% Improved training to help us make sense of
information
32% Improved tools to collect more accurate
information
32% Greater ability to translate information into
actionable insight
Systems are not designed to meet the
specific needs of our industry (23%)
of average annual revenue lost as a
result of not being able to fully leverage
the information they collect, or $103.6M**
22%
*Based on the 74% of respondents who are collecting and managing more data now than two years ago
**Respondents asked to select the top three ***Figure based on the average revenue of organizations surveyed ****Respondents asked to select all that apply
36. Oil & Gas-Specific Data
In which areas are you making the best use of
your data to drive the business forward?*
#1 Financial (42%)
#2 Production (36%)
#3 Distribution (26%)
#4 Safety (23%)
#5 Maintenance/asset management (19%)
#5 Project management (19%)
In which areas are you struggling most to
make sense of your data and put it to good
use?*
13% said
“We are
not
struggling
in any
area”
#1 Market intelligence (26%)
#1 Safety (26%)
#2 Project management (23%)
#3 Maintenance/asset
management (16%)
#3 Exploration – geological/seismic
(16%)
Page 36
Can you act as fast as you acquire and
analyze information?
Yes, almost always – we are very agile
Sometimes, depending on the information and
action required
No, we can’t act or execute that fast
Is your financial data integrated with
technical data for decision making?
*Respondents asked to select the top three
32%
55%
13%
13%
Unsure
58%
Yes
29%
No
(16%)
37. Public Sector Key Findings
are collecting and managing more business
information today than two years ago
Preparedness for a Data Deluge:
41%
7%
Executives’ Biggest Data Management Gripes:**
However, they see room for enhancement in
the following applications available to meet
their industry-specific needs:****
#1 Project management (33%)
#1 Customer Relationship Management (33%)
93%
use industry-specific
applications/software to help
leverage information to make
strategic decisions
77%
Give their organization a “D” or “F”
Give their organization an “A”
Give their organization a “C” or lower83%
102% Average increase in business info
collected/managed in last two years*
Page 37
Executives’ Biggest Data Management Gripes:**
Don’t have the right systems in place (40%)#1
Can’t make sense of the information we have
and translate it into actionable insight (37%)#2
Can’t give business managers access to the
information they need; need to rely on
IT/Systems are not designed to meet specific
needs of our industry (33%)
#3
#1 Customer Relationship Management (33%)
#1 Workforce and asset management (33%)
To improve information optimization, public
sector organizations say they most need:****
60% Greater ability to translate information into
actionable insight
37% Improved tools to collect more accurate
information
37% More customized systems/applications to meet
needs of their industry
of average annual budget lost as a result
of not being able to fully leverage the
information they collect, or $60.5M***
11%
*Based on the 93% of respondents who are collecting and managing more data now than two years ago
**Respondents asked to select the top three ***Figure based on the average revenue of organizations surveyed ****Respondents asked to select all that apply
38. Public Sector-Specific Data
Are you able to achieve a single
constituent view – meaning one
consolidated view of all interactions
with each constituent – across
multiple departments and programs?
Do your organization leaders have timely access
to the information they need to successfully track
program performance and set measurable goals?
17% Yes – 100% of the time
47% Most of the time – 75% of the time
33% Sometimes – 50% of the time
3% Rarely – 25% of the time or less
0% No
What is the biggest challenge your organization
6%
Unsure
Page 38
What is the biggest challenge your organization
faces in regard to leveraging information to
improve government efficiency and constituent
service?
#1 Siloed agencies/departments that do not share information
(37%)
#2 Accuracy and relevance of information (27%)
#3 Security requirements or restrictions that inhibit ability to
distribute information (13%)
#3 Inability to engage and track citizens/constituents across
channels, or in their preferred channel (13%)
Unsure
37%
Yes
57%
No
39. Retail Key Findings
are collecting and managing more business
information today than two years ago
Preparedness for a Data Deluge:
30%
3%
Executives’ Biggest Data Management Gripes:**
However, they see room for enhancement in
the following applications available to meet
their industry-specific needs:****
#1 Customer Relationship Management (43%)
#2 Workforce and asset management (33%)
90%
use industry-specific
applications/software to help
leverage information to make
strategic decisions
83%
Give their organization a “D” or “F”
Give their organization an “A”
Give their organization a “C” or lower57%
98% Average increase in business info
collected/managed in last two years*
Page 39
Executives’ Biggest Data Management Gripes:**
Can’t give business managers access to the
information they need; need to rely on IT (53%)
#1
Don’t have the right systems in place (50%)#2
#3
#2 Workforce and asset management (33%)
#3 Supply chain management (30%)
To improve information optimization, retail
organizations say they most need:****
40% Improved tools to collect more accurate
information
40% More customized systems/applications to meet
needs of their industry
37% Greater ability to translate information into
actionable insight
Systems are not designed to meet the
specific needs of our industry/Can’t make
sense of the information we have and
translate it into actionable insight (33%)
of average annual revenue lost as a
result of not being able to fully leverage
the information they collect, or $50.5M***
10%
*Based on the 90% of respondents who are collecting and managing more data now than two years ago
**Respondents asked to select the top three ***Figure based on the average revenue of organizations surveyed ****Respondents asked to select all that apply
40. Retail-Specific Data
How would you rate your ability to gain insight from
customer data you gather across multiple channels?
17% We have a single 360-degree view of each customer
10% We have a single 360-degree view of each customer but
it does not take into consideration social media engagements
47% We have multiple views of each customer and can piece
them together effectively
13% We have multiple, but conflicting, views of each customer
10% We have only a partial view of each customer relationship
and lack insight into many of their interactions with us
3% We have a very narrow or non-existent view of the
Where does your organization face the biggest
challenges in regard to your ability to optimize
and understand your information to improve
agility and capitalize on new opportunities?*
40% Improving the cross-channel customer experience
30% Optimizing the supply chain
27% Leveraging customer information to create
personalized offers/campaigns
27% Tracking and optimizing inventory
Page 40
3% We have a very narrow or non-existent view of the
individual customer
Which of the following are most critical to meeting the
needs of key business groups throughout your
organization?*
#1 Better store systems, including POS and store (43%)
#1 More consistent and complete view of merchandise and
inventory, throughout the supply chain and in stores (43% )
#2 Mobile access to customer, product, inventory, and other
information for store associates (40%)
#2 More consistent and complete view of the customer,
throughout the retail enterprise (40%)
27% Tracking and optimizing inventory
27% Streamlining merchandising and pricing
27% Managing in-store operations
23% Creating new offers and campaigns
consistently/commonly across channels
3% Optimizing the product assortment across online
and store shelves
3% We are not experiencing challenges
*Respondents asked to select the top three
41. Utilities Key Findings
are collecting and managing more business
information today than two years ago
Preparedness for a Data Deluge:
39%
7%
Executives’ Biggest Data Management Gripes:**
However, they see room for enhancement in
the following applications available to meet
their industry-specific needs:****
#1 Customer Relationship Management (50%)
#2 Regulatory compliance (33%)
83%
use industry-specific
applications/software to help
leverage information to make
strategic decisions
70%
Give their organization a “D” or “F”
Give their organization an “A”
Give their organization a “C” or lower68%
82% Average increase in business info
collected/managed in last two years*
Page 41
Executives’ Biggest Data Management Gripes:**
Can’t give business managers access to the
information they need; need to rely on IT (37%)
#1
Don’t have the right systems in place (27%)#2
#2
#2 Regulatory compliance (33%)
#3 Workforce and asset management (30%)
To improve information optimization, utilities
organizations say they most need:****
43% Improved training to help us make sense of
information
33% Direct access for business managers to
business critical information
30% Access to business critical information on
mobile devices
30% Improved tools to collect more accurate
information
Systems are not designed to meet the
specific needs of our industry (27%)
of average annual revenue lost as a
result of not being able to fully leverage
the information they collect, or $62.1M***
12%
*Based on the 83% of respondents who are collecting and managing more data now than two years ago
**Respondents asked to select the top three ***Figure based on the average revenue of organizations surveyed ****Respondents asked to select all that apply
42. Utilities-Specific Data
Have you implemented a smart grid/smart
meter program?
14% Yes – we have completed a full deployment
23% We are in the process of rolling out a full-scale
deployment
33% We have completed one or more pilot programs
13% We are in the planning stages
13% No, we have not implemented a smart grid/smart
meter program and are not currently planning to do so
Which of the following are the biggest
obstacles you face in optimizing the
business value of data generated by
smart grids/meters?**
Lack of systems to support managing
skyrocketing data volume***
Lack of business intelligence/analytics
tools to make sense of the data***
Challenges in identifying which
24%
20%
Page 42
meter program and are not currently planning to do so
4% Unsure
How would you rate your preparedness to
manage, analyze, and distribute the data that
smart grids/smart meters are delivering to
your utility?*
Challenges in identifying which
departments “own” or are responsible
for information management and
analytics***
Challenges in getting useful reports into
the right hands in the organization to
effect real change***
*Respondents who said they have or are planning to implement a smart grid program, n=25 **Respondents asked to rate on a scale of 1 to 10, where 1 is “not an
obstacle” and 10 is “one of our biggest obstacles”; of those that have or are planning to implement a smart grid program, n-25 ***Of those that rank 8-10
20%
20%
28%
56%
12% 0% 4%
Completely
prepared
Somewhat
prepared
Not prepared,
taking steps
Not prepared,
not taking
steps
Unsure