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Fremtidens Skattelandskab
November 17, 2015
“Utilizing data to enable transparency”
Jonathan Bernsen & Mads Frank
Geneva I, 1 year
Annecy, 1 year
Torquay, 1 year
Geneva II, 1 year
Dillon Round, 1 year
Kennedy Round, 3 years
Tokyo Round, 6 years
Uruguay Round, 7 years
Doha, 14 years
0
20
40
60
80
100
120
140
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1948 1953 1958 1963 1968 1973 1978 1983 1988 1993 1998 2003 2008 2013
Bill
ion U
SD
Year
Total Merchandise* World Trade and duration of WTO GATT rounds
ExportBillion USD
ImportBillion USD
*Merchandise is excl. services, foreign investments and capital transfers, and it covers all types of inward and outward movement of goods
through a country or territory including movements through customs warehouses and free zones.For further explanations, see United Nations
International Trade Statistics, Concepts and Definitions, Series M, No 52, Revision 2.
Circle size
is indicative
of trade
round result
Will multilateral agreements reduce risk and complexity?
IDO is about asking the complex questions
9© 2015 Deloitte Greenhouse
Non-Insight driven organizations
Insight driven organizations
Why and how did it happen ?
What is the next best action ?
What does simulation tell us; the options and the pros and cons ?
What has happened?
What is currently happening?
What is going to happen? Future
Present
Past
Outlook
© 2013 Deloitte LLP. Private and confidential.
Foresight
Insight
Hindsight
10 The Analytics Playbook
Analytics is about how to get the answers to the questions
© 2013 Deloitte LLP. Private and confidential.
Sure…data collection is a complex and difficult task
12© 2015 Deloitte Greenhouse
Too many data sources to cope
High complexity in data sources
Can we deliver data more efficiently ?
© 2013 Deloitte LLP. Private and confidential.
But we can significantly remove some of the complexity…
13© 2015 Deloitte Greenhouse
In some cases we do need assistance to
solve the data delivery challenge…
…however sometimes it is just about
combining two or more data sources fast and
easy…
© 2013 Deloitte LLP. Private and confidential.
How do we improve the way we interact with our surroundings?
15© 2015 Deloitte Greenhouse
Data volumes are huge making it very
difficult to interpret data
We need to be able to tell
something about our business
which we don’t already know
Can we change and improve the way
we drive our decision effort ?
© 2013 Deloitte LLP. Private and confidential.
Reflect our reality and visualize…
16© 2015 Deloitte Greenhouse
Grab the data…Look for
“low-hanging-fruits”…
Develop trust-worthy
visualization
and insight …
© 2013 Deloitte LLP. Private and confidential.
How can we provide our selves with an advantage ?
18© 2015 Deloitte Greenhouse
If we are going to interact with our
surroundings, we must be able to
have deep insight and look ahead
How can we derive future events from
historical transactions ?
Predictive Analytics and
simulation might be the key
© 2013 Deloitte LLP. Private and confidential.
Data Collection
Data Transformation
Data Cleansing
Big Data Management
Information Modelling
Architecture advisory
Project management
Analytics in 4 simple steps
19© 2015 Deloitte Greenhouse
Data Profiling
Data Discovery
Data Mining
Business challenge
hypothesis
Project management
Predictive
Relationships
Simulation
What-If scenarios
Business advisory
Project management
Visualization
Exploration
Story Boarding
Geospatial
Impact Analysis
Decision intelligence
Strategy enablement
Project management
© 2013 Deloitte LLP. Private and confidential.
Deloitte analytics operating model guide the definition of the IDO
vision
21
Designing and setting
up organisation
including competence
requirements,
organizational
anchoring, roles and
responsibilities, etc.
What do/manage locally
versus centrally
Finding and nursing
talents
Organisation Process Technology Data
Governance, principles and standards
Operating Model
Processes you need to
design, implement and
operationalize.
Prioritization process for
use cases / projects
Designing architecture, selecting
technology and setting up
environments.
Analysts need not just analytical tools
but also the ability to do self service
data acquisition and preparation
Defining and maintaining
information model.
Defining Master data and
meta data approaches –
data definitions, data
quality and availability
Governance resides in the intersection between
Organisation, Processes and Policies.
You express governance using terms from those
three elements – e.g. Role X is responsible for
compliance to Policy Y in process X
IDO visionFit / gap analysis
of capabilitiesRoadmap
Decide: build versus, buy versus
outsource. Make sure to investigate
/ leverage prebuild solutions
How to deal with compliance and
data lineage in a flexible self
service enabled environment
© 2013 Deloitte LLP. Private and confidential.
Typical initial project approach
22
IDO visionFit / gap analysis
of capabilitiesRoadmap
Objectives
• Overall statement of the position of Analytics. How
will Analytics support the business strategy and
prioritized business initiatives.
• Get solid understanding of where we are coming from
• Define what to do in order to close the gap and realise the
Analytics vision
• Get a prioritized roadmap and a
‘communication package’.
Key activities
• Start up meeting and walk-through of existing
findings and material (BI strategy etc.)
• Stakeholder analysis
• Access current business strategy and plans
• Conduct issue and business need workshop with
key business representatives
• Dialog with BI team
• Review meeting with reference group
• Workshop with BI team to assess current capabilities
• Identify current analytical professionals in the organisation to
access current analytical capabilities
• Fit/gap analysis. Define what needs to be done in order to
deliver what the business want and to realise the Analytics
vision and objectives – covering:
• Organisation
• Process
• Technology
• Data
• Governance
• Describe activities needed to close the gap
• Look into BI & IT-strategy for dependencies
• Review meeting with reference group
• Assess the resource situation
• Analyse dependencies
• Plan the delivery of the capabilities
outlined in the fit/gap analysis
• Workshop reference group to define
and prioritize business initiatives.
• Create roadmap with business track
and related development of supporting
capabilities
• Make communication material
• Review meeting with reference group
Output / Key Deliverables
• Vision statement
• Analytics projects idea catalogue
• Services descriptions
• Assessment of current state and capabilities
• Design of future setup
• Activity descriptions
• Roadmap
• Communication material
3-6 weeks 2-3 weeks3-6 weeks
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