SMART Seminar - The Future of Business Intelligence: Information 2020
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A SMART Seminar conducted on 3 May 2013 by Ian Bertram. Leveraging information for decision making, assessing its value and ensuring frictionless sharing of information within the enterprise and beyond is what will fuel success in the current and future economy. New use cases with insatiable demand for real-time access to socially mediated and context-aware insights make information management in the 21st century dramatically different. For more information, see http://goo.gl/a6F2c
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SMART Seminar - The Future of Business Intelligence: Information 2020
- 1. This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2012 Gartner, Inc. and/or its affiliates. All rights reserved. SMART Seminar Series Information 20/20: Focus, Connect and Lead With Information Mr Ian Bertram Managing Vice President Business Analytics research team Asia Pacific Head of Research Gartner Inc
- 2. This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Ian Bertram ian.bertram@gartner.com Information 20/20: Focus, Connect and Lead With Information
- 3. Focus.
- 6. Nexus of Forces Drives Innovation
- 7. Key Issues 1. What business drivers should you focus on to get more value from information? 2. How can the IT leaders connect with the business leaders who can benefit most from information? 3. How can you prepare to be an information leader?
- 8. Key Issues 1. What business drivers should you focus on to get more value from information? 2. How can the IT leaders connect with the business leaders who can benefit most from information? 3. How can you prepare to be an information leader?
- 9. Focus.
- 10. Improving Business Performance Prescriptive Analytics Predictive Analytics Diagnostic Analytics What happened? What will happen? How can we make it happen? Why did it happen? Descriptive Analytics VALUE DIFFICULTY
- 11. Forming, Strengthening and Solidifying Relationships CUSTOMERS PARTNERS SUPPLIERS EMPLOYEES Relationship Management GOVERNMENT TRADE ORGS UNIONS PRESS/MEDIA COMMUNITY INVESTORS ALUMNI CANDIDATES PROSPECTS USERS
- 12. Managing Governance, Risk and Compliance Corporate Governance Information Governance IT Governance Principles Guidelines Standards Policies Procedures REWARDS PENALTIES monitoring enforcement Intelligent Scenario Planning
- 13. Fueling Transformation By Unleashing Digital Value Innovation Collaboration Integration Elimination •Revolutionize processes •Enter new markets •Develop new products •Productize information
- 14. Business analytics- centered tomorrow Analytic Capabilities Business Applications Business Applications Business Applications Business Applications Analytic Capabilities Analytic Capabilities Analytic Capabilities Applications- centered today Analytics at the Core of Business & IT
- 15. Key Issues 1. What business drivers should you focus on to get more value from information? 2. How can the IT leaders connect with the business leaders who can benefit most from information? 3. How can you prepare to be an information leader?
- 16. Connect.
- 17. Connect IT and Business Info-Fueled Opportunities Insights Decisions Automation
- 18. Connect with a Common Language Information is one of our biggest business assets. Information is one of our biggest business risks. Information is one of our biggest pains in the asset. Information is one of our biggest competitive assets. CEO CFO COO CIO Where is the value of information assets on the balance sheet? ?
- 19. Connect Information Sources Operational Enterprise "Dark Data" Public Commercial Social Media Economic Population Email Contracts Mobile Weather Transactions Monitoring Sensor Sentiment Network Industry Correlations and patterns from disparate, linked data sources yield the greatest insights and transformative opportunities Reports
- 20. Connect Information With Strategy I waited to see what leaders in our industry were doing with data I came up with some great ideas for using data on my own I worked with business partners to develop new ways to use data We adopted and adapted winning ideas from other industries for using data Art of the Possible Think "enterprise cross-training and cross-pollination"
- 21. Key Issues 1. What business drivers should you focus on to get more value from information? 2. How can the IT leaders connect with the business leaders who can benefit most from information? 3. How can you prepare to be an information leader?
- 22. Lead. CIO Supply chain/ Procurement Sales CEO CMO Customer Service Manufacturing CFO HR COO Legal, Risk and Compliance Product Development
- 23. Create a New Information Leadership Role One day Alice came to a fork in the road and saw a Cheshire cat in a tree. "Which road do I take?" she asked. "Where do you want to go?" was his response. "I don't know," Alice answered. "Then," said the cat, "it doesn't matter." CIO Tactics Technology Efficiency CDO Strategy Information Innovation
- 24. Understand the Information Innovation Puzzle INFRASTRUCTURE ARCHITECTURE R I S K SANALYTICSS K I L L S LEADERSHIP INVESTMENT ORGANIZATION I N E R T I A Through 2015: • 85% of Fortune 500 organizations will be unable to exploit big data for competitive advantage. • Business analytics needs will drive 70% of investments in the expansion and modernization of information infrastructure.
- 25. Implement the Principles of Infonomics Infonomics is the economic theory of information as a new asset class, and the discipline of accounting for and managing information as any other enterprise asset. Information Accounting • Measure potential versus realized value of information • Justify IT-business initiatives • Productize information • Claim corp value premium Information Asset Mgt • Inventory information • Assess information quality • Enrich information • Deliver information
- 26. Adopt A Capabilities-Focused Approach to Information Infrastructure
- 27. Business Analytics Framework Business Strategy and Enterprise Metrics Information ProgramManagement MetadataandServices Consume Produce Enable People Analytic Processes Information Infrastructure Processes Business and Decision ProcessesProcesses Decision Capabilities Collaboration Decision Making, Intelligent Decision Automation, Applications Analytic Capabilities Descriptive, Diagnostic, Predictive, Prescriptive Information Capabilities Describe, Organize, Integrate, Share, Govern, Implement Platform P e r f o r m a n c e Source: Gartner
- 28. The New Stack Enterprise Data Social Data, News Feeds, Web Logs, Call Center Email, Documents, Video, Speech, etc. Integrate Data Integration Text, Video, Speech Mining, Social Monitoring Sentiment, Network Analysis Structured Content Store,Manage, Organize,Correlate EDW, Data Marts Search MapReduce, NoSQL, Other Bioalgorithmic Graph Analytics Exploreand Analyze Descriptive Analytics Diagnostic Analytics Predictive Analytics Prescriptive Analytics Mobile, Collaboration, Social, Embedded in Business Process Share,Act Collaborate Logical Data Warehouse
- 29. Use a Pace-Layered Information Strategy Information of Differentiation Information of Record Information of Innovation "I know what I want, but it needs to be different from my competitors." "I know what I want, and it doesn't have to be unique." "I don't know exactly what I want. I need to experiment." Patterns Visualization Forecasting Optimization Transactions Reporting
- 30. Establish a Competency Center Business Skills • Metrics and decisions • Organization and process Information Skills • Data/content management • Data integration and prep Analytic Skills • Business modeling • Statistical and process Develop user skills Control funding Define vision and strategyManage programs Organize methodology leadership Build technology blueprint Establish standards
- 31. Recommendations • Focus the accumulation, administration and application of information on broad, balanced and select business drivers • Connect and integrate external ideas, external information sources and external constituents to pilot your entire business ecosystem • Lead your organization with disciplined ways of valuing and managing information, applying it strategically, and monetizing it more directly
- 32. Recommended Reading Operationalizing the Information Capabilities Framework Debra Logan, Anne Lapkin (G00234554) Information Innovation: The Art of the Possible Stephen Prentice, Douglas Laney (G00233291) Introducing Infonomics: Valuing Information as a Corporate Asset Douglas Laney (G00227057) Prepare to Be an Information Leader Debra Logan, Mark Rashino (G00229462)
Notas do Editor
- Although recent Gartner research shows that CEOs have an ever greater focus on information as a business differentiator, we frequently find that their direct reports and other business leaders still have a very silo-ed view of 'what information is important'. In original research done for his 2003 Harvard Press book, "Heads Up," Gartner analyst Ken McGee discovered that CEOs can almost always answer the following question with barely a pause for thought: "If there was one additional piece of information you could use, what it would be?" The need is already evident to them, and the answer is already on their lips. This is a very powerful probe for anyone trying to target information and technology to better effect in a business. We used it in this year's CEO survey, and the results were fascinating. Customer, competitor and sales intelligence were the top three items on the list, although in North America, CEOs were also very concerned about legal and regulatory information. IT and IT systems tend to be very good at producing tactical, focused information: what the CFO needs, what HR needs, what sales needs. What we are less good at producing is information that takes a cross business view in a longer time frame. That is not because it cannot be done. It is because we are busy responding to the tactical requests thrown at us by focused business leaders. Similarly, many CEOs know what information they need right now, but not what they may need in the future. Therein lies the opportunity for the CIO to become an information innovation leader.
- Although recent Gartner research shows that CEOs have an ever greater focus on information as a business differentiator, we frequently find that their direct reports and other business leaders still have a very silo-ed view of 'what information is important'. In original research done for his 2003 Harvard Press book, "Heads Up," Gartner analyst Ken McGee discovered that CEOs can almost always answer the following question with barely a pause for thought: "If there was one additional piece of information you could use, what it would be?" The need is already evident to them, and the answer is already on their lips. This is a very powerful probe for anyone trying to target information and technology to better effect in a business. We used it in this year's CEO survey, and the results were fascinating. Customer, competitor and sales intelligence were the top three items on the list, although in North America, CEOs were also very concerned about legal and regulatory information. IT and IT systems tend to be very good at producing tactical, focused information: what the CFO needs, what HR needs, what sales needs. What we are less good at producing is information that takes a cross business view in a longer time frame. That is not because it cannot be done. It is because we are busy responding to the tactical requests thrown at us by focused business leaders. Similarly, many CEOs know what information they need right now, but not what they may need in the future. Therein lies the opportunity for the CIO to become an information innovation leader.
- Although recent Gartner research shows that CEOs have an ever greater focus on information as a business differentiator, we frequently find that their direct reports and other business leaders still have a very silo-ed view of 'what information is important'. In original research done for his 2003 Harvard Press book, "Heads Up," Gartner analyst Ken McGee discovered that CEOs can almost always answer the following question with barely a pause for thought: "If there was one additional piece of information you could use, what it would be?" The need is already evident to them, and the answer is already on their lips. This is a very powerful probe for anyone trying to target information and technology to better effect in a business. We used it in this year's CEO survey, and the results were fascinating. Customer, competitor and sales intelligence were the top three items on the list, although in North America, CEOs were also very concerned about legal and regulatory information. IT and IT systems tend to be very good at producing tactical, focused information: what the CFO needs, what HR needs, what sales needs. What we are less good at producing is information that takes a cross business view in a longer time frame. That is not because it cannot be done. It is because we are busy responding to the tactical requests thrown at us by focused business leaders. Similarly, many CEOs know what information they need right now, but not what they may need in the future. Therein lies the opportunity for the CIO to become an information innovation leader.
- Big data isn't the only stream of innovation in IM. We are in the middle of what Gartner calls "The Nexus of Forces." It is in the combination of various areas of innovation where new opportunities arise. The four forces that Gartner identified are Mobile, Social, Cloud and Information. What do we see happening in the world of information, when combined with the other areas?
- The control and differential exploitation of new forms of information will be a defining capability of the most successful companies of the future. CIOs must make this a key part of their role in the firm. This presentation will cover the new types of information that will define competition in the coming decade, how to position your enterprise to win, and how the CIO can capture these opportunities.What FOUR business drivers should you focus on to get more value from information?How can the CIO connect with the business leaders who most need this information?What can you do to prepare to be an information leader and to gain competitive advantage?
- The control and differential exploitation of new forms of information will be a defining capability of the most successful companies of the future. CIOs must make this a key part of their role in the firm. This presentation will cover the new types of information that will define competition in the coming decade, how to position your enterprise to win, and how the CIO can capture these opportunities.What FOUR business drivers should you focus on to get more value from information?How can the CIO connect with the business leaders who most need this information?What can you do to prepare to be an information leader and to gain competitive advantage?
- Although recent Gartner research shows that CEOs have an ever greater focus on information as a business differentiator, we frequently find that their direct reports and other business leaders still have a very silo-ed view of 'what information is important'. In original Gartner research discovered that CEOs can almost always answer the following question with barely a pause for thought: "If there was one additional piece of information you could use, what it would be?" The need is already evident to them, and the answer is already on their lips. This is a very powerful probe for anyone trying to target information and technology to better effect in a business. We used it in this year's CEO survey, and the results were fascinating. Customer, competitor and sales intelligence were the top three items on the list, although in North America, CEOs were also very concerned about legal and regulatory information. IT and IT systems tend to be very good at producing tactical, focused information: what the CFO needs, what HR needs, what sales needs. What we are less good at producing is information that takes a cross business view in a longer time frame. That is not because it cannot be done. It is because we are busy responding to the tactical requests thrown at us by focused business leaders. Similarly, many CEOs know what information they need right now, but not what they may need in the future. Therein lies the opportunity for the CIO to become an information innovation leader.
- Key Issue: What business drivers should you focus on to get more value from information?According to the customer reference survey for the Gartner Magic Quadrant for BI platforms in 2012, organizations predominantly use BI technologies that measure the past — such as reporting, ad hoc analysis, and dashboards — with around one-third of organizations reporting extensive use of diagnostic capabilities for interactive visualization and online analytical processing (OLAP). Only a small percentage of organizations (13%) currently report extensive use of predictive analytics. Moreover, Gartner estimates that an even smaller percentage of organizations (under 3%) use prescriptive capabilities such as decision/mathematical modelling, simulation and optimization. This trend is changing as organizations express an interest in increasing their use of advanced styles of analytics including: diagnostic styles of analysis (OLAP, interactive visualization, descriptive modelling); prediction (statistics, predictive modelling machine learning); and prescription (decision/mathematical modelling, simulation, optimization), because of their significant potential to create business value and competitive advantage. This shift in usage and investment toward the more advanced end of the analytics continuum, in which line of business owners will play a dominant role, will require substantially different processes, resources, technologies, vendors and skills than traditional report development. Action item: Investigate the skills necessary to support advanced analytics and start training both IT and LOB leaders.
- Key Issue: What business drivers should you focus on to get more value from information? Although customer relationship management remains a big focus and the technology category most likely to attract IT investment over the next five years, focusing ONLY on the customer is a narrow view. Don't become fixated on customer intimacy. Leading edge organizations are also seeking and analyzing information about suppliers, partners, government regulators, the media, local and national communities, industry organizations and employees. Ensure a balance across the entire spectrum of stakeholders and influencers. One of the most promising areas for discovering and applying new types of information is within a company's employee base. Numerous studies show a clear link between employee engagement and company success as measured by revenue and profitability. While customer sentiment analysis is a growing field, we have not yet seen organizations deploying tools to analyze employee email and social media interaction to provide a measure of employee engagement. Some organizations analyze time-off and overtime behavior, but this is rarely related back to engagement or disengagement, even though there is a strong correlation. There are valid privacy and employment law issues to address; but with correct safeguards, mining employee communications would provide significant feedback. Using LinkedIn or Xing to analyze where employees are going when they leave a company may help you discover your disengagement drivers. Websites such as glassdoor.com provide valuable insight into how employees view their employers. Action item: Think beyond 'customer' when it comes to finding and using information.
- Key Issue: What business drivers should you focus on to get more value from information?Corporate/enterprise governance is not new, but it is an ever-growing area of focus for organizations, especially at the board level. The recent global financial crisis has once again placed corporate governance at the forefront. Two principles of corporate governance (disclosure and transparency — board responsibilities) are closely linked to information and information governance. Action Item:
- Key Issue: What business drivers should you focus on to get more value from information?Unleashing digital value entails going beyond internal process automation to innovation of all parts of the business model, while focusing on digital leadership. IT and information used in new ways can radically change how businesses operate and win. Mobile, social, cloud and information/analytics technologies are driving deep business innovation; other drivers are the Consumerization of IT, the Internet of Things and additive manufacturing (e.g., 3D printing). These technologies hold opportunities to change businesses, industries and even national economies.
- The control and differential exploitation of new forms of information will be a defining capability of the most successful companies of the future. CIOs must make this a key part of their role in the firm. This presentation will cover the new types of information that will define competition in the coming decade, how to position your enterprise to win, and how the CIO can capture these opportunities.What FOUR business drivers should you focus on to get more value from information?How can the CIO connect with the business leaders who most need this information?What can you do to prepare to be an information leader and to gain competitive advantage?
- Connecting: connecting is good and necessary, but still all bringing different POVs to the table. Not seeing the same things. May want to add to the graphic in a way that shows how different people have their different systems backing them. Some stuff is 'behind my back' I don't see the three-sixty view.
- Board directors have placed a high priority on IT in a number of ways, as expressed in the 2012 Gartner-Forbes Board of Directors Survey: IT is the top priority for investment, tied with sales. 50% of respondents agreed with the statement, "In our industry, we see IT as a way to change the rules of competition." The emphasis of the board's top priorities is to drive revenue growth with customers, core competencies and innovation. Recommendation:Have your investment ideas ready for board approval. Make sure you speak in the language of board priorities when making the case, not the language of technology (see "Working With the Board of Directors").
- The control and differential exploitation of new forms of information will be a defining capability of the most successful companies of the future. CIOs must make this a key part of their role in the firm. This presentation will cover the new types of information that will define competition in the coming decade, how to position your enterprise to win, and how the CIO can capture these opportunities.What FOUR business drivers should you focus on to get more value from information?How can the CIO connect with the business leaders who most need this information?What can you do to prepare to be an information leader and to gain competitive advantage?
- We are living through the second half of the Information Age. Computers and networking are becoming ubiquitous highly reliable — and as the cloud gradually takes up the strain of daily infrastructure operations — management attention will start to switch more to the quality and variety of information itself. The social Internet, inexpensive sensors, the Internet of Things and other trends will cause an explosion in the types of information that are available. Competition will increasingly be defined by differential access, control and value recognition, and the exploitation of information. With this shift in mind, we asked CEOs about the new kinds of information they anticipate as being disruptive in the next few years. Management thinking at this "information as strategy" level is not yet well-practiced (just as business model thinking wasn't mainstream and well-rehearsed a decade ago). This is evident in CEO replies. Half the respondents could not provide an answer, or they actually named a technology — demonstrating the confusion of clearly distinguishing the tools from the stuff of value they help us collect and process. New kinds of information will disrupt most industries. The fact that half the CEOs can't name what's coming down the pipe toward them, at this level of strategic thinking, should be a concern to boards of directors. CIOs and CEOs should sit down together and sketch out the frame of a high level (less than 10 pages) information strategy for their firms. This will describe the new kinds and quality levels of information the company will likely need over the next few years, the sources of it, the ways it will be applied in the industry, and how the company will do at least as well as or better than its competitors at assimilating and exploiting it.
- Key Issue: How can you prepare to be an information leader? Tremendous opportunities for radical information based change of the business model exist in most if not all enterprises. Yet most CIOs have been targeting automation of the operations of the enterprise, when there are now opportunities (and in some case imperatives) to support a business strategy based on information innovation. Since extending information innovation to the whole business model requires a change in leadership, focus and behaviors, the CIO must aim to become the chief digital officer or chief data officer(CDO) or support a colleague in this role. You can take one of three paths in addressing the CDO question. First, you can make no structural changes, simply handle the digital opportunities tactically around the enterprise, most often in sales and marketing, since many of these are customer facing. Second, you can formally absorb the CDO's broader digital scope into the CIO's area. Finally, you can leave the current IT department as the back-office automation engine and appoint a CDO. Action item: Whether CIOs absorb or move formally into the CDO role, they should behave like a CDO and lead CDO-like initiatives even before they take the role. In other words, if you believe the CDO role is an opportunity, begin acting as CDO now.
- Key Issue: How can you prepare to be an information leader?
- Key Issue: How can you prepare to be an information leader?We are ultimately suggesting that organizations manage information as an asset and that IT have an opportunity to lead this effort. When information is managed as an asset and made available as a service to processes and systems, it becomes possible to create entirely new revenue streams and business models. (An example is an airport that is collecting location information from people's Wi-Fi devices — so it can model for better passenger flow and punctuality. Another example is an international supermarket chain that has already started to research how newly available human gesture information might be captured and used in its business.) Principles of infonomics:Information is an actual asset (if not a recognized asset class)Information has both potential and realized valueInformation's value can be quantifiedInformation should be accounted for as an asset (internally)Information's realized value should be maximizedInformation's value should be used to help budget IT and business initiativesInformation should be managed as an assetStop regarding information as a just a byproduct or resource
- Key Issue: How can you prepare to be an information leader?The ICF is a conceptual framework. Just because capabilities appear once in the framework does not mean that you should have only one way of delivering them. Indeed, a capability as simple as storage ("persist" in the framework) will be delivered very differently when you are storing transaction data than if you are storing documents, images or audio files. Recognize where capabilities need to be delivered consistently (for example, entity resolution or semantic reconciliation) and where they can be delivered in multiple ways by multiple products. When capabilities need to be delivered consistently, you will need to decide which of the technologies delivering this capability has the "authority" over the information to avoid multiple and conflicting versions. Other technologies delivering that capability will need to be subordinate to the authoritative capability.As you develop solutions for new use cases, improve on the delivery of existing use cases, or add new information sources, use the framework to design an information environment that is more focused on loose coupling of use cases — and tighter coupling of information capabilities — to information. This will promote information sharing as well as making the environment less brittle in the event of changes to business processes or emerging requirements to incorporate new information types and sources. As you approach these new solutions, pay particular attention to the semantic style of each use case. For example, a use case that is primarily about pulling consolidated views of information together from multiple sources will typically have a "consolidation" semantic style and will be primarily focused on the capabilities in "integrate," while a specific implementation of master data management, which is primarily about consistency and integrity of information, will likely have an "auditing" style that is focused primarily on the capabilities in "govern," though it will use capabilities from "integrate" and other categories as well.
- What is missing is the metadata layer – and this is where the logical data warehouse fits in.
- Key Issue: How can you prepare to be an information leader?In the past, many companies have had a single strategy for selecting, deploying and managing applications. They may have had methodologies for classifying applications by value or technological viability, but they did not recognize that applications are fundamentally different based on how they are used by the organization. Gartner has created three application categories to distinguish these application types and to help organizations develop more appropriate strategies for each one. The same application may be classified differently in one company than in another, based on its usage and relationship to that business model. We also expect to see applications move between "layers" as they mature, or as the business process shifts from experimental to understood.
- Key Issue: How can you prepare to be an information leader?