Data & Analytics SIG“Data and Analytics the key to Success & Growth” Organisational Maturity Survey

1

July 2016

Draft

Agenda

Introduction of ProjectTimeline of ProjectSponsorsBusiness BackgroundProject Details

Introduction to AIIA & the Data and Analytics SIG

• Australian Information Industry Association represents the IT industry vendors • https://aiia.com.au/

• Australia's peak association for the digital industry represents the information, communications, technology and related industries in Australia.

• Within the Association there are a number of Special Interest Groups (SIG)• Data Analytics, Security, Health/Finance/Government segments etc• Each group has own mission and programs to match needs of their members

• Data Analytics SIG • https://aiia.com.au/membership/SIGs/cross-industry/data-and-analytics-sig• To influence organisation to maximise the use of data within their decision making processes• To support the realisation of benefits derived from quality data and analytics for business

decision makers• To generate thought leadership through the sharing of insights and examples

Project DriversWhy do we want to run this survey?

• Consistent repeated observation that organisations are struggling with how to use data

• Difficulties are observed across the board in

• Financial Services

• Telco

• Media

• Gaming

• Government

• Similar difficulties verified for OS organisations through conversations on both coasts of USA

• Marked increased in local concerns around potential job loses resulting frm disruption of incumbents via automation / robot workers

• Increasing use of tech and data in scale ups which are displacing incumbents

• Australia’s drop in innovation and commercialisation rankings that indicates we are not capturing value created by disruptors as they displace incumbents

Activities of this Data Analytics SIG Project

• Collation of Business issues around the issues of data and value proposition of project

• Development of survey to review Executive attitudes

• Engage with other groups (AICD, etc) for joint engagement and access to members

• Develop relationship with Education alliances eg UTS• Survey review, analysis of results, white paper

• Engage with key industry sponsors (HPE, Intel, Cloudera, Salesforce)

• Develop white paper on the survey results

• Communication to alliance partners members• Via Website, Edm, social media

• Develop white paper on the survey results

• Communication to members & media for Invitation to Executive Briefings

• Run a series of Executive Briefings in different industries and different locations • Eg Sydney = Data Arena https://eresearch.uts.edu.au/computing/data_arena/

Timeline of Project

• June - July

• Engagement of Alliance organisations willing to participate in project & c distribute the survey to their members.

• Develop marketing and media plan

• Develop draft survey and introduction pack

• August

• Survey runs from Aug 1 – 21

• August – mid September

• Results analysed by UTS Data Scientists

• Whitepaper draft written

• Mid – Late September

• Event Presentation and special Visualisations created for Data Arena

• White paper refined

• October

• Exec Briefing events run in Sydney, Melbourne, Brisbane, Canberra

Potential Sponsors and Alliances

• Alliances Candidates

• AICD http://www.companydirectors.com.au/

• AIIA https://www.aiia.com.au

• FINSIA https://finsia.com

• Knowledge Economy Institute http://kei.org

• NSW NGO Government https://www.finance.nsw.gov.au/social-innovation-council

• Advance (Expat Alliance) https://advance.org/

• Chief Executive Women http://www.cew.org.au/

• Professional Organisation Candidates (Phase 2)

• Law Institute of Victoria http://www.liv.asn.au/

• Law Society of NSW https://lawsociety.com.au/

• CPA Australia https://www.cpaaustralia.com.au/

• Project Development and Sponsorship Alliances

• Intel, HPE

• University of Technology (Business School, IT/Engineering, Advanced Analytic Institute)

• UTS Data Arena (other Tertiary Briefing Centres) https://eresearch.uts.edu.au/computing/data_arena/

• Other IT Industry Groups

• ACS https://www.acs.org.au/

Thanks to the following for their assistance in making this survey possible Draft -

Final Logos TBC

Engagement with Alliance Partners

• Key Executives

• Identify candidate organisation

• Identify key decision makers

• Explain the Initiative’s background

• Get agreement from decision makers and senior staff

• Identify and agree sponsorship options

• Marketing teams

• Work with team to inform members of the project

• Work with PR/media team on content and engagement plan

• Work with campaign team on delivery schedule

• Develop content for E-dm comms, web sites and social media,

• Review target audience from Alliance partner membership contacts

BACKGROUND Business Issues

Disruption has become a hot topic that is now said to affect all industries and all firms.

Central to this discussion is a growing concern about the automation of jobs and the effect on national economies as the types of jobs that will be on offer to populations of these economies

Source: Australia’s Future Workforce, Committee for Economic Development of Australia June 2015One of the key driving forces behind this widespread disruption phenomenon is theeffective application of data and analytics.

NB Similar charts have been prepared by others for countries other than Australia, this is not a uniquely Australian challenge

BACKGROUND: Business Issues we investigatingThere is a strong link between data-driven firms and better outcomes• require fewer assets and• execute with greater insight and • generate higher returns / better outcomes.

Business Issues • Does the use of data and analytics based

information really make a difference when utilised by senior management?

• What are the output when those who use data and analytics to enhance business performance?

• Why do some firms understand the linkage of quality data and decision making and transform themselves to be winners while others choose to hold on to the status quo?

BACKGOUND: McKinsey’s Maturity Model on Analytic Capability & Utilisation Which stage of the journey is your company up to in developing analytics ?

1. STAGE 1 Building insights. Analytics Tools are often developed in isolation from the business, and the company struggles with adoption and company wide utilisation.

2. Stage 2 Capturing value. The focus shifts from just developing analytic models to their adoption in decision making. The models are seen as tools that enhance decision making.

3. Stage 3 Achieving scale. The focus on analytics as a company wide facility. The analytics team is integrated with management for bringing analytics based decision

4. Stage 4 Becoming an analytics-driven organization. Analytics becomes the backbone for decision making and conducting business, and the impact of analytics is measured as part of core business results.

Initial Hypotheses on Success FactorsWe want to test how much correlation there is between these factors and performance

1. Whole Organisational Alignment The entire organization must be committed to data-driven thinking / excellence for data and analytics investments to work. Ignorance is at one or more levels of an organisation inhibits its ability to effectively use data and analytics effectively

2. Temporal Flexibility The ability to identify issues, investigate them and make decisions on issues at is necessary to effectively deploy and use analytics. The absence of this ability in an organisation is an indicator that analytics is either not deployed or not used properly within an organisation

3. Mature Risk Mindset A commitment to making investments that uncover and enable working with unknown unknowns is necessary to enable true customer centricity. The presence of a culture where a known outcome or ROI must be present before an investment into Data and Analytics can be made is an indicator that a company's performance may lag that of its peers

4. Growth Mindset / Learning Values Companies whose leadership understand where the issues are and commit to data-driven learning will find success. Those which instead focus solely on “tradition” and “personal experience” will find excuses not to deploy data and analytics capabilities. They will instead choose to avoid change and persist with failing existing business models in lieu of data-driven ones.

BACKGROUND:Gartner’s Maturity Model focuses on Questions Asked + Automation

What questions do your work conversations revolve around?

Do you have the tools, systems and process in place to generate answers?

Survey Questions - Draft (1 of 2)

• Q11 - When you receive data from your organisation to review, in what format is it presented to you? Q1 - How do you prioritise your work?

• Q12 - When you receive data from someone in your organisation, is it in a form that is easy / ready to use, or do you need to use another application or assistance to analyse the data?

• Q13 - Do you get help from a data scientist prior to sharing reports with those above you?

• Q14 - Who do you believe develops data-intensive reports for senior management?

• Q15 - How is your company data is collected and stored

• Q16 - Do you know if your company data can be easily manipulated to provide specialist reports/views tp engage stakeholders?

• Q17 - Does senior management (and the board) have any personal measurements on the quality of data collected and how it is utilised?

Data Driven Culture / Analytics Maturity: 9 questions

• Q18 - Please rate your company's analytics maturity level Using McKinsey's analytics maturity model.

• Q19 - What do management conversations mostly focus on in your organisation?

• Q20 - When your organisation's leaders talk about the organisational strategy, the main topic of conversation is…

• Q21 - What information does your organisation use to create its strategy?

Prioritisation and Change Management: 6 questions

• Q1 - How do you prioritise your work?

• Q2 - How often do your update your personal work strategy?

• Q3 - How does your organisation deal with change?

• Q4 - How often does your organisation's strategy get refreshed or updated?

• Q5 - How long are important issues let run before they are fixed in your organisation?

• Q6 - How long should important issues be let run before they are fixed in your organisation?

Operational Focus on Data and Analytics: 11 questions

• Q7 - What's the primary mechanisms your organisation uses to understand customers / stakeholders?

• Q8 - On what timescale is new customer interaction data (e.g. purchase transaction, contact centre call, web site visit) available in the data warehouse / data lake / database made available for analysis / targeting / segmentation?

• Q9 - Who is responsible for data governance in your organisation (e.g. quality, availability, retention, security etc.)?

• Q10 - The IT Group in my organisation is primarily focused on...

Survey Questions - Draft (2 of 2)• Q33 - What is you Organisation's type?

• Q34 - Please enter the Australian Post Code for where your Australian Headquarters are located. (leave blank if no Australian operation)

• Q35 - If your organization has it global headquarters outside of Australia please name the country(leave blank if not applicable)

• Q36 - Approximately how many employees does your organisation have in Australia?

• Q37 - Approximately how many employees does your organisation have outside of Australia?

• Q38 - What is your organisations approximate annual revenue / budget?(please use AUD for Australian headquartered organisations, USD otherwise)

• Q39 - Are you a member of the following organisations?(please check all that apply)

• Q40 - What is your Organisation's name? (If supplied your company may be eligible to request a company specific report of the responses supplied, provided sufficient responses are received. If a report is provided response granularity will be restricted to ensure the privacy of individual respondents)

• Q41 - If you would like us to send you a copy of the aggregated copy of the results of this survey, please enter your email. You may quote individual responses in presentations provided you include a citation to the "Australian Information Industry Association (AIIA), aiia.com.au" If you decide to provide your email we will not associate it in any way with answers that have just been provided, they will remain anonymous and cannot be tracked back to you.

• Q22 - What‘s the most common sort of business challenge you deal with in your job?

• Q23 - What's the most common sort of business challenge the people above you deal with in their jobs?

• Q24 - Please select the activities / processes that you believe your organisation has the right systems, tools & processes in place to generate the answers / outcomes you need. (select all that apply)

• Q25 - How does your organisation share data? (select all that apply)

• Q26 - How does your organisation typically innovate/develop new products

Organisation Performance: 3 questions

• Q27 - What is the status of your organisation's margin or ability to deliver under budge should you be in a government organisation?

• Q28 - What is the status of your organisation's revenue or allocated budget should you be in a government organisation?

• Q29 - What is the status of your organisation's market share (or relative performance to peer states / countries if in a government organisation)?

Demographics: 12 questions

• Q30 - What is your primary job function in your organisation?

• Q31 - What level is your primary role?

• Q32- What's your organisation's Industry?

AIIA Deliverable Examples

• E-mail to members (survey & Briefing

• Content in Weekly Newsletter

• Content in Event Calendar

• Development of White paper , Presentations

AIIA Newsletter

AIIA Events Microsite & Event calendar

AIIA Whitepaper Example

Media ProgamEdm Invitation