[9Lenses + CSC] – Transforming the Way you Discover Organizational Insights
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Incite Discovery through scaled insight discovery. This is the presentation Edwin Miller, CEO, 9Lenses made along with Jerry Overton, Head of Advanced Analytics Research in CSC’s ResearchNetwork and founder of CSC’s FutureTense competency. This presentation was made on December 2nd, 2014 at the Innovation Enterprise’s Chief Innovation Officer Summit, in New York City. Edwin advocated for the automation of the middle-management layer of a business so that machine learning can more rapidly connect all the complexities of a business. Jerry Overton spoke about how Data Science + Human Data allows companies to simulate new business models.
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[9Lenses + CSC] – Transforming the Way you Discover Organizational Insights
- 2. What’s your ROK? (Return On Knowledge) @EdwinMiller @9Lenses @JerryAOverton @CSC
- 4. Copyright © 2010-2014 9Lenses®, All Rights Reserved Worldwide. Not for redistribution in any outlet or form without prior written consent from 9Lenses, Inc. Traditional Approach to Navigating Complexity, and Sometimes Innovating Traditional Limitations Org Can’t Connect Data Data is Inconsistent Data is Not Secure Org Doesn’t Own its Data Limited Scope & Engagement Time Consuming Data Graveyard Receive Bulky, Unstructured Data Surveys & Consultants (Speed Versus Depth) Business Problem or Innovation Need Spend on Tools to Connect the Data
- 5. ` Secure, Connected, & Actionable Data from ONE Dashboard Interview Unlimited Number of Participants Proactive Business Solutions Human Insight Discovery as a Product Positive Outcomes Data Connected Across Org Data is Consistently Collected Data Secured in Central Location Org Owns its Data No Scope Limitations & Increased Engagement Rapid Insight Pulse Apps Annually Quarterly Gaps, Challenges, Etc... Analytics & Segmentation INTERVIEW Unlimited Participants Chosen App INSIGHT App Store Patrick Lencioni Custom Apps Benchmark Data at the Frequency of your Business OneConnectedPlatform
- 6. ASSUMPTIONS
- 7. Simplicity…
- 8. YOUR PEOPLE…
- 10. NEED A PLATFORM Simplicity… Your People… Colliding Ideas…
- 12. Innovate at Speed SOURCE: CEB Approaches to Uncovering Hidden Capacity Constraints HP’s use of 9Lenses St rat egy Team Int erview s Det ailed Work load Modeling Consult ing Engagem ent Analysis: Breadt h & Dept h Cost s: Resources & Tim e Low Low Low High High High High Low Time Spent on Data Collection and Analysis
- 14. middle management is NOT a machine… How do you scale?
- 16. Case Study Pattern-based business model simulation Presented by: @JerryAOverton @CSC
- 17. HIGH Strategic Context MEDIUM CUSTOM DEVELOPMEN T Value PRODUCT (+rental) COMMODITY (+utility) LOW Strategic Core Utility We Innovate From the Outside In Innovation at the edges of our company Evolution 3) Pioneers 2) Settlers 1) City Planners
- 18. Now, We Predict Our Future Our models tell us things like which skills will be used in combination. We can predict the most effective ecosystem for any key skill. tfs virtualbox qemu kvm asp.net authentication wcf php c# encryption ruby-on-rails ubuntu hyper-v ruby chef devops-engineer devops hbase hive hadoop pig mongodb nosql r map reduce mysql cassandra python perl puppet
- 19. Using Human Data Using Machine Data (3) Predict Our Future (4) Choose Our Future (2) Understand the Present (1) Gather Data Moneyball Listen to Data Beyond Moneyball Next, We Choose Our Future
- 20. Optimal Market Entry Optimal Market Entry Operating at Scale Operating at Scale Expected Performance at Scale Optimal Performance at Scale Expected Performance at Scale Optimal Performance at Scale Example: Simulating Business Innovations Innovation Status Quo
- 21. With much discipline to simplification Complexity can become a competitive advantage
- 22. What’s Your ROK? (Return On Knowledge) www.9Lenses.com
Editor's Notes
- Conference slogan: “incite discovery, inspire change.” “Insightful change” is our slightly fun reword of the conference mission. Transforming organizational change with insight from organizational intelligence.
- Hook: “What’s your Return On Knowledge?” You will return to this slide at the very end. You can give your roadmap: Going to discuss innovation inside an organization at a micro and macro level. Micro = approach to innovation from within your organization (e.g. social discovery). Macro = the enterprise innovates more (e.g. API ecosystem/power of connected data).
- I. First, let’s consider the nature of innovation today. It’s manual and disconnected.
- Today, many of the best innovations still come from geniuses in labs. They still please some people, but others don’t get it and still others could easily improve upon the innovation. Still, it’s a good way to make money. Traditional, manual approach Slow - takes months (at least) Disconnected Inconsistent Old data The loudest voice wins Not a centralized location Not Secure - sitting on one person's laptop and used on another client or in the case of the consultant - handed off to another consulting firm
- If you let the crowd be your smarts, whether inside your company or preferably around the world, connecting that information leads to far greater innovations. Then EVERYONE gets what applies to them… not just the right thing, but at the right time, in the right place, with the right tradeoff of cost and quality. That’s innovative. I’m here to tell you about a transformative approach to organizational insights and their resulting innovations.
- II. We have a few assumptions about successful innovation for the enterprise.
- Assumption 1: Organizations think simplicity is an OUTCOME. That’s why even HP and GE bring in Eric Ries to give talks on the Lean Startup and tell new business units, even of 500 people, to “operate like a startup.” It is innovative, but something just doesn’t seem right if your organization actually is complex… simplicity is a MEANS.
- Assumption 2: Your people are your best consultants. - Tell stories, ask rhetorical questions
- Assumption 3: Innovation isn’t predictable. You need many ideas to collide to find a better form. This is the proven way innovation happens, and it’s why innovative offices have high ceilings, open environments, and many whiteboards. Fun line: “The Dyson vacuum wasn’t invented in a vacuum.”
- III. How a 21st century platform must connect. There are TWO criteria: Mass Openness – many ideas, connecting, segmenting, slicing, colliding. A large hedron collider for human data. Structure – prestructuring human data makes it manageable, and allows translation to other data sources Nobody is doing BOTH of these. It’s always one or the other.
- Describe the platform
- Four CSFs: speed, scale, segmentation, elicitation. Talk to each one.
- Surprising Advantage: What this platform does is THE ENTIRE POINT of Middle Management. Middle Management are just a terribly manual way to do it, with all the biases of people that give it a bad rap. Do you think Jeff Immelt is a micromanager? Probably not! He’s a visionary. But has to rely on people to tap into people down the chain. We have to connect visionaries and deciders to the raw, unfiltered perspectives that create insightful change
- IV. Some things we’ve found… Innovation for the enterprise—right now at least—isn’t about “coming up with” ideas. There are plenty of ideas. It’s getting them into action. Too much focus on innovation misses execution.
- CSC Story: tell about the Jerry Overton business model simulation data science project.
- Conclusion: Enterprise complexity CAN BE an advantage, when organizational insights are connected. So where Eric Reis is saying “be a lean startup,” enterprises just aren’t startups! They have millions more data points in their organization, which to-date has been a stumbling block. Transforming the way you discover organizational insights turns every data point into a connected idea in the collider, organized by a framework that finds insights. That’s a COMPLEXITY ADVANTAGE, and Enterprises need that.
- Closing line: “Are you really harnessing the available return on knowledge inside your enterprise?”