All Things Data: Opportunity or Threat?

Frits de VroetC-Insight Australia

www.c-insight.com.auTwitter: @FritsdeVroet

14 April 2023

Introduction

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Business management Strategy & Quality Information Technology (CIO) Business Process Optimisation (CPO) Executive Advisory

14 April 2023

Contents

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• The nexus of forces (Social, Mobile, Information and Cloud) is dramatically changing our business environment

• The availability of data provides organisations with exciting new options • What is the role of the IT function in turning this data into relevant

information?• How can this development become an opportunity for the CIO or IT Director

to play a more influential role rather than being a threat of losing control?

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Nexus of Forces:Converging

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Consumerisation driving enterprise IT practices

“Never alone, never lost and never bored”

Subscription-based services allows convergence

©Gartner

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Big Data Analytics

Big data analytics refers to the process of collecting, organizing and analysing large sets of data ("big data") to discover patterns and other useful information

Big data is characterised by the following dimensions: Volume, Velocity and Variety With the right big data analytics platforms in place, an enterprise can boost sales,

increase efficiency, and improve operations, customer service and risk management

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Big Data Sources

Sensor Machine Log Location Internet of Things Data Storage Public Web Social Media Business Apps Media Documents Archives

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Who will succeed?

Leading companies

Understand relationships between behaviour, sentiment, history, location and intention

Create innovative products and services reaching new customers in new ways

Embrace digitisation of their business processes and utilise that to drive business transformation

Create new roles like data scientists, customer experience experts and master data managers

Adjust without uprooting business models and system architectures(?)

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Losing control – ability of functions and employees to go at it alone Rogue IT (top CIOs control about 65% of total IT spend) Diminishing value of traditional IT organisation Big legacy systems that require IT (and business) transformation – this

nowadays includes SAP, Oracle and MSFT ERP platforms… 25% of CIOs is perceived as a true business peer; 48% is seen as a cost

centre or service provider and primarily manage IT crises…

Threats for IT

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Changing Role of IT

Traditional

Gather business requirements Build or source an application

and required infrastructure Educate ‘the business’ on how

to use the tool Ensure availability,

performance, etc. Manage IT crises

Future = Now

Adapt and Absorb technologies Align and Facilitate within the

organisation Combine and Integrate

Applications, Data and Vendors Manage business and vendor

relationships Avoid IT crises?

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Adapt and Absorb

CIO as a Business Leader

Enable transformational change Drive business optimisation through process redesign (supported by IT applications) Establish necessary Governance structures to manage risk Control cost to serve

Ensure the basics are in place Finalise Application Rationalisation Update IT Strategy and Application Roadmaps Establish an Enterprise Architecture including Process and Data Architecture with

associated process and data owners (positioned in operations and functions) Recruit for new roles such as data scientists, master data managers, etc.

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Align and Facilitate

CIO as a Venture Capitalist

Seek new ideas that will challenge the business’ status quo Build an innovation pipeline (of big data projects) Create incubators and help fund new initiatives Identify a business champion Communicate the potential and success of new initiatives

Help other executives seize opportunities Talk to them! Provide easy access to skilled staff so that they don’t have to go to other vendors Create transparency through cross functional forums (IT council, project board,

innovation board, etc.)

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Combine and Integrate

CIO as an Information Broker

Establish the new IT Landscape Develop a cloud strategy Establish appropriate middleware –

become the data broker/cloud intermediary

Facilitate absorption of new applications and data sources

Time to Market and Agility are key success factors

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Manage Business and Vendors

CIO as a Product Manager

Develop an efficient data architecture Manage both production and non-production data Tease out big data requirements of internal customers Engineer a solution to absorb and manage fast-changing and voluminous data from a

proliferation of sources (internal and external)

Productise Create a product map of standardised offerings Set architectural standards to ensure integration Select and maintain strong relationship with vendors Understand product profitability -> business impact and total of ownership

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Focus on the customer – be relentlessly customer centric

Build credibility through contribution – manage risks and create business opportunities

Business acumen – be an equal business peer Social acumen – communicate through blogs,

internal social networks, external engagements, twitter, etc.

Assume broader responsibilities – Digital Officer, Data Officer, Business Process Optimisation, Procurement, Vendor Management, Innovation

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Getting a seat at the table

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Questions?

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Frits de VroetC-Insight Australia

www.c-insight.com.auTwitter: @FritsdeVroet