Sunz2013 evan stubbs

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Sunz2013 evan stubbs

  1. 1. BEING BETTER BY BEING DIFFERENT SUNZ | FEBRUARY 2013 | WELLINGTON EVAN STUBBS
  2. 2. FOR YOUR CONSIDERATION … THINGS HAVE CHANGED THINGS ARE GOING TO KEEP CHANGING THE ANSWER ISN’T BEING SMARTER THE ANSWER IS BEING DIFFERENTCopyright © 2012, SAS Institute Inc. All rights reserved.
  3. 3. VOLUMEBIG DATA IS HERE VELOCITY AND IT’s game- changing VARIETY VALUE Copyright © 2012, SAS Institute Inc. All rights reserved.
  4. 4. THE GROWING SKILLS GAP Growing Gap in Analytics Talent is Driving the Democratization of Analytics Demand for deep analytical talent in the United States could be 50 to 60 percent greater than its projected supply by 2018. SUPPLY AND DEMAND OF DEEP ANALYTICAL TALENT BY 2018 140 - 190 440 - 490 180 30 THOUSAND PEOPLE 300 50 - 60% gap relative to 2018 supply 150 2008 Graduates with Others 1 2018 supply Talent gap 2018 projected employment deep analytical demand talent 1 Other supply drivers include attrition (-), immigration (+), and re-employing previously unemployed deep analytical talent (+). SOURCE: US Bureau of Labor Statistics; US Census; Dun & Bradstreet; company interviews; McKinsey Global Institute analysis
  5. 5. BEING BETTER
  6. 6. BUSINESS ANALYTICS IS A DISCIPLINE DRIVES DIFFERENTIATION SIMPLIFIES COMPLEXITY REDUCES UNCERTAINTY DRIVES INNOVATION MITIGATES RISK IMPROVES OUTCOMES
  7. 7. COMPETITIVEBEST PRACTICE LEARN IT, LIVE IT ADVANTAGE MAGNIFIERS INHIBITORS COST EFFICIENCIES FIRST MOVER ADVANTAGES CAPITAL OPTIMISATION GLOBAL EFFICIENCIES
  8. 8. DRIVING ECONOMIES OF SCALEYear 2004 2005 2006 2007 2008 2009 2010Statisticians 2 3 5 6 7 5 5Models 8 50 90 180 270 390 610
  9. 9. BEING DIFFERENT
  10. 10. BE BOLD. BE DIFFERENT. THERE’S MORE THAN ONE WAY TO INNOVATE YOU DON’T KNOW WHAT YOU DON’T KNOW WITHOUT PEOPLE, EVERYTHING’S IMPOSSIBLECopyright © 2012, SAS Institute Inc. All rights reserved.
  11. 11. TRANSFORMATION CHANGE HAPPENS OVER TIMEGreat things come notfrom taking onegroundbreaking stepbut from a million smallones.The only differencebetween a sandcastleand the pyramids istime and commitment.
  12. 12. STUBBS ORGANISATIONAL MATURITY - THE ANALYTICAL CULTURE Value Focus Solution Focus Goal Focus Deliverable Focus LEVEL 1: DAZED AND CONFUSED No linkage between Getting the right data is the Unsure what the answer is / Treading water and “business decisions and outcomes answer runs the business using as usual” is the deliverable or value predominantly gut-feel and KPIs are generally largely undefined LEVEL 2: ACTIVITIES AND ALGORITHMS Stakeholder satisfaction / Fit for purpose tools are the Analytics is about algorithms Models and reports are the generating insight answer and functions target deliverable and KPIs are structured to suit Initiative or project-based Repeatable processes and Business analytics is about Tangible and intangible LEVEL 3: value creation operational analytics is the establishing insight-driven return on investment is the VALUE CHAINS AND OUTCOMES answer end-to-end value chains target deliverable and KPIs are structured to suit Departmental / line of Creating and re-using Business analytics is about Departmental / line of business efficiency and competencies across driving continuous business transformation is LEVEL 4: value creation multiple business problem improvement the target deliverable and FUNCTIONAL INNOVATION is the answer KPIs are structured to suit Enterprise-wide value Change management and Business analytics is about Enterprise-wide evolutionary creation managed innovation is the driving competitive and disruptive innovation is LEVEL 5: answer differentiation and disruptive the target deliverable and COMPETITIVE DIFFERENTIATION innovation KPIs are structured to suitCopyright © 2012, SAS Institute Inc. All rights reserved.
  13. 13. BEING DIFFERENT LOSING BY BEING GOOD “DOING EVERYTHING RIGHT CAN LEAVE A SUCCESSFUL ORGANISATION SUSCEPTIBLE TO EVOLUTION ATTACK FROM A DISRUPTIVE INNOVATOR THATINNOVATION Big Data CHANGES THE GAME WITH A REVOLUTION SIMPLE, ACCESSIBLE, OR AFFORDABLE SOLUTION” - CHRISTENSEN
  14. 14. Copyright © 2012, SAS Institute Inc. All rights reserved.

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