Unplanned analytics-led transformation

UNPLANNED
ANALYTICS-LED
TRANSFORMATION

AVOID BECOMING
IRRELEVANT
FAST FACTS:
• Since 2000, 52% of the names on the
Fortune 500 list are gone, either as a
result of mergers, acquisitions or
bankruptcies.
• Only 5 percent of the companies are
leaders in proactively adjusting to digital
disruption while 30% of organizations
don’t want to change at all.
• In 1960, the average age of a company
on the S&P 500 was 60 years old. By
2020, the average age will be 12.
THE FORTUNE 500 LIST
IS NOW IRRELEVANT
Copyright © 2017 Accenture All rights reserved.

FOCUS ONANALYTICS
Data Analytics Adopters Brave Obstacles (Vincent Ryan), CFO Magazine, March 3, 2017
“When the insight from data analytics suggests different findings to the commonly held views,
there is a tendency to reject the analytics and use them selectively when it supports the views”,
one respondent said about her organization.
Systems/technology
Time constraints
Talent/skills
Corporate culture
Training
Finance processes
Organization structure
Data governance
Leadership support
None
34.6%
27.7%
27.0%
24.5%
23.9%
22.6%
22.6%
20.8%
16.4%
15.1%
What obstacles prevent your finance function
from having a highly effective data analytics
program?
Notes: Multiple responses allowed.
Yes
No
Don't know
What obstacles prevent your finance function
currently seen as having a highly effective data
analytics program?
43.2%
43.7%
13.1%
The least-valuable uses of data analytics
can be “time wasted gathering data that
wasn’t ultimately necessary or relevant,” as
one respondent indicated, or “getting bogged
down in the details of the data and taking too
long to make a decision based on data,”
according to another.
When asked what the least valuable use of
data analytics seen in their organization, one
executive cited as useless the “’old school’
operations reports that analyze and report
historical performance and trends.” Other
examples included annual planning and
recreating legacy reports.

ADOPT HIGH PERFORMING TRAITS
* According to Accenture research in partnership with MIT
INVESTMENT TODAYHigh performers make better and
more informed decisions
High performers are almost four times
as likely to report receiving a
significant ROI from analytics
INCREASING INVESTMENT TOMORROW
SMARTER INVESTMENT OVERALL
59 percent of high performers invest more than
one-quarter of their total technology expenditure
in analytics, versus only 17 percent of low
performers.
53 percent of high performers plan to significantly
increase their analytics investment over the next
three years.
Compared to 9 percent of low performers, further
widening the gap between high and low performers.
More than twice as many high performers are
spending more on analytics, including making
greater investments in human capital through
training, investments in people and the use of
consultants (82 percent vs. 40 percent).
94% 48%
92% 24%
vs
vs
59% 17%vs
82% 40%vs
53% 9%vs
High Performers Low PerformersCopyright © 2017 Accenture All rights reserved.

ADOPT HIGH PERFORMING TRAITS
Low performers
Gather data, lack analytics talent
High performers
Focus on insights to actions
Only one in five invest at a high level in
analytics and only one in 10 expect this to
increase significantly in the next three
years
Less than half manage talent from end-to-
end; just over half use a multi-faceted
approach; few are willing to acquire talent
Only one in five use seven or more types of
data in their analyses; less than half use
advanced analytical techniques
One third or fewer embed analytics into the
decision process and struggle with
decision-making
The majority invest considerably in their
analytical capability and this is expected to
significantly increase over the next three
years
Nearly all manage talent from end-to- end and
four out of five source talent using a multi-
faceted approach; more than twice as many
high performers are willing to acquire talent
compared to low performers
The majority use seven or more types of data
in analyses; four out of five use advanced
analytical techniques
Four out of five embed analytics into the
decision process
90%OR MORE
High performing organizations are
satisfied with the contribution
analytics has made to shaping
strategic direction, addressing
growth opportunities, informing
critical decisions and managing
risk, compared with 39% low
performers (on average).

FOCUS ON VALUE CREATION WITH
UNPLANNEDANALYTICS
NEW MODEL
Bring together different data sources
to gain new insights
Use analytics pinpoint emerging
opportunities and turn data into
breakthrough business value
Develop analytics mindset and
encourage high performers to “show”
with data
Create visibility to spending patterns
to inform policies that better focus
future invest
OLD MODEL
Working towards step-change in
Silos without Focus
Use Invests poorly tracked,
managed, and controlled
Internal Mindset &
Cultural Inertia
Investments governed
by archaic tech & bus
spending cycles
Lack of Innovation
Poor Investments
Failed Talent Model
Flawed Tech Strategy

Use Case
Focused
Rapid &
Flexible
Self
Service
Advanced
Visualization
IT DRIVEN BUSINESS DRIVEN
ADOPT THE UNPLANNEDANALYTICS
APPROACH
Data
Focused
Scheduled
Reports
Formal
Plan
Tabular
Output

Use Case
Focused
Rapid &
Flexible
Self
Service
Advanced
Visualization
Leveraging Accenture Strategy team built set of
KPIs indicative of high performing organizations
Leveraging Accenture Digital team built
user based design dashboard for each
technology stack
UNPLANNEDANALYTICS
RELIES ON THE FASTT METHODOLOGY
ANALYZEFIND SOLVE TRANSFORM
Adopt the FASTT methodology to initiate closed
loop from identifying opportunity through tracking
the fix
TRACK

FASTTANALYTICS METHODOLOGY
FIND –ANALYZE – SOLVE – TRACK-
TRANSFORM
TRACK THE FIX
User Based
Hypothesis
Accenture
App Store
Business
Intelligence
ANALYZEFIND SOLVE TRANSFORM
Data Science
Find patterns, early
indicators and root
cause of the problem
Organizational
Fix
Process Fix
Technology Fix
Data Driven
Culture
New Better
Services

Get the Data
Team requests specific data
elements from customer
For example, team requests Vendor Name,
Invoice Amount, Payment Date and Payment
Discount Date
Visualize
Team ingests data and then
visualizes to diagnose gap
For example, App identifies that 20% of Vendors
are being paid less than 3 days late of Payment
Discount Date
Present the Data
Team presents to business
community for feedback and
confirmation
For example, the 3 day late equates to 20MM in lost
discounts and team would like to take 6 weeks to
find root cause
FIND
FASTT METHODOLOGY
User Based
Hypothesis
Accenture
App Store
Business
Intelligence
FIND
What is it?
Team can use existing hypothesis, Accenture based ‘Apps’ or existing Business
Intelligence solutions that highlight opportunity area to explore
What is the point?
The goal of this phase is to highlight gaps and associated value that can then be
analyzed for root cause

ANALYZE
Data Science
Find patterns, early
indicators and root
cause of the problem
What is it?
Team leverages Data Insight team to apply existing/custom models to data set finding
patterns and associated coefficients to the hypothesis
What is the point?
The goal of this phase is to identify root causes and early indicators or patterns associated
with the Problem
Profile the Data
Team requests additional data and
begins iterating on segmenting data
into clusters
For example, team clusters all Vendors with
highest propensity of no discount
Predict the Pattern
Team uses statistical models to find
patterns associated with cluster
For example, cluster illustrates pattern of review
delay with dollar amounts >1MM within last 5
days of month
Present the Findings
Team presents to business community
for feedback and confirmation
For example, Data Insights team builds proposal that
creates process eliminating scheduled payments last 5
days of month
ANALYZE
FASTT METHODOLOGY

Execute Solution
Team passes design of solution
and then executes the fix
For example, business team writes global
policy on accept/decline payment times– which
is implemented in Procurement system
workflow
Leave Behind Tracker
Team builds App based tracker
For example, team uses ‘Problem’ design from first
phase to build Procurement Discount App where
business can monitor discounts on monthly basis
Iterate UNPLANNED
Team initiates next area of
UNPLANNED Analytics
For example, team requests additional procurement data
needed to identify fraudulent behavior
SOLVE THEN TRACK
FASTT METHODOLOGY
SOLVE
Organizational
Fix
Process Fix
Technology Fix
What is it?
Data Insight team passes solution to associated Org/Process/Technology group,
fixing root cause and leaving behind the ability to track progress
What is the point?
The goal is to fix the root cause proving overall fix via Tracker

TRANSFORM
Data
Driven
Culture New Better
Services
What is it?
The organization begins to see a cultural transformation towards quantitative analysis
superseding that of qualitative experience led.
What is the point?
Through iterations of FASTT the company will shift towards data as its competitive
differentiator and realize the ability to offer new and better services.
Data Driven Culture
Data driven analysis is federated to all parts of the business
For example, business team begins internal analysis of cash flow based on linear regression
that accounts for seasonality and vender relationship coefficients
New Better Services
Organization builds internal portal on preferred vendor pricing
For example, based on predicting prices and quantities needed, organization builds web based
portal internally to suggest vendor and timing based on analytic
TRANSFORM
FASTT METHODOLOGY

A top strategic priority for business leaders is to get the organization running in a more cost-efficient way and
redirect resources to growth.
The FASTT methodology for unplanned analytics allows:
• Creating unprecedented spend
visibility at a forensic level
• Budgeting from zero each year
removes unnecessary cost and
creates a detailed forecast.
• Matrixed responsibility drives
positive tension and negotiations
to create an ownership mindset
• Creates a culture of sharing and
learning by example.
• Successful organizations will
balance the art (behavioral) and
the science (proof /incentives) of
this critical culture change
• Culture is not a barrier
to success… lack of ambition is.
IMPROVED
VISIBILITY
ENHANCED
ACCOUNTABILITY
EFFICIENT
ORGANIZATIONAL
CHANGE
Visibility often highlights Indirect
baseline increase of 20-40%
Accountability defined right up to C-
Suite as Global Package Owners
Sustainability dependent on
understanding of what it means to each
individual
UNPLANNEDANALYTICS WITH FASTT
SMART SPEND SOLUTION

FOR MORE INFORATION
TERRY HEMKEN
Managing Director,
Accenture Analytics Insights Service

ABOUT ACCENTURE
Accenture is a leading global professional services organization, providing a broad range of
services and solutions in strategy, consulting, digital, technology and operations. Combining
unmatched experience and specialized skills across more than 40 industries and all business
functions—underpinned by the world’s largest delivery network—Accenture works at the
intersection of business and technology to help clients improve their performance and create
sustainable value for their stakeholders. With more than 411,000 people serving clients in more
than 120 countries, Accenture drives innovation to improve the way the world works and lives.
Visit us at www.accenture.com.
Copyright © 2017 Accenture
All rights reserved.
Accenture, its logo, and
High Performance Delivered are
trademarks of Accenture.

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www.accenture.com/us-en/service-accenture-analytics-insights-
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Unplanned analytics-led transformation

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