Smart Data Analytics 2016

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Quarterly review
It surrounds us and penetrates us.
It binds the Galaxy together

Contents
Editor’s Note: Fanni Vig COO at Trovus A Logicalis Company
Retail Analytics
Education
People movements: location analytics emerging in various industries (Spatial Intelligence)
Retail conference 2015
Case study: Putting BI on the map - The Nisa story
Expert Interview: How the Lincoln College Group is using data to
shape the future of education
Roundtable Findings: The impact of data and analytics in Higher Education
University challenge: Getting students to enrol is a big data job
5
6 - 8
9
4
10 - 13
14 - 15
16
Business Intelligence
Information Management: A data driven culture delivers real value
Application intelligence: What does this mean for managing customer
experience and loyalty?
Expert Interview: Views from the BI Centre of Excellence at National Grid
on best practice on driving a sustainable future
We sent Richard Simmons CTO to Las Vegas: Tableau Conference 2015
Look left: The machines are coming
CRM Strategy: Plan your journey
Cover Feature: “It surrounds us and penetrates us. It binds the Galaxy together”
ILTA (International Legal Technology Association): Insight 2015
17 - 18
19 - 20
21 - 23
24
25 - 26
27 - 28
29 - 31
32 - 33

Quarterly review
Cognos
How training can improve ROI on your Cognos investment
and performance of reporting
41
41
43 - 44
45 - 46
47
48
49
50
51 - 54
55
56
56
57 -59
60
34
35 - 37
38 - 40
Chess pieces: Moving patterns
Acquisition
Trovus Signs Strategic Partnership with SAS
Meet the team
Ascot

Introduction
This is our first issue since we joined the Logicalis Group. The acquisition has
been an exciting journey. We have been looking forward to releasing this
latest issue of Smart Data Analytics, where we are inviting our readers to join
us in our journey into the fascinating world of data.
It was difficult not to choose Star Wars for our cover page feature, any
phenomenon that managed to maintain its hype over several decades
deserves a big chunk of our attention. Whilst the movie hasn’t got much to do
with ‘data’ we tried to see if there is anything we can learn from this iconic pop
phenomenon that we can apply to the ‘data story’. We did have to stretch our
imagination for this one.
We also feel very privileged to have the opportunity to spend some time with our other thought leaders and
contributors. The articles cover a huge array of topics, ranging from train journeys, signal failures, student
retention models, smart sensors, artificial intelligence, just to name a few.
As always, we were keen to include some Information graphics and visualisations.
We want to show you that data can be fun!
And last but not least, we are eager for you to get to know the team a bit more. It would be great for you to
see everybody who is working hard behind the scenes. Have a look at the Meet the Team section and you
are guaranteed to learn something new about each and everyone of us. Some of their interesting facts may
surprise you.
We hope you enjoy this issue!
Fanni Vig

Retail Analytics
For most educational institutions, student retention is a big
challenge. Understanding who is accessing which facilities
provides meaningful insights into who might be at danger of
dropping out.
Equally, for construction, FM and real estate companies,
people movement data can help service providers design
better workplaces and optimise existing ones.
There are various ways to gather intelligence. Some
companies use software that gathers data through the Wi-Fi
connection (Spatial Intelligence) on your phone, whilst others
might use sensors built into chairs, walls etc.
Typically, the data gathered through the various
technologies, enables companies to:
Better understand people movements
Communicate with them in a more timely manner
Segment people according to their behaviour
Provide better services
Reduce waste (meeting room occupancy etc.)
Understanding people’s movements in buildings is becoming an essential tool, not only for retail
but for construction companies and the education sector. Whilst retail stores have been using
various technologies to better understand shoppers’ movements in stores, other industries are
catching up with the same concept.
People movements: Location analytics
emerging in various industries (Spatial Intelligence)

Retail Conference 2015
The challenge for IT
Earlier this year, Richard Simmons, CTO of Trovus A Logicalis Company, presented at the
Retail Conference (attended by various leading retail organisations) in August 2015, inviting;
IT Directors, Operations Directors, Finance Directors, Business Architects, Heads of E-Commerce,
COO’s and Chief Executives to name a few.
Context
Data can help personalise and customise services for
businesses and consumers.
Many are unsure what business questions to ask and the
possible answers aren’t what you’ll expect. The answers
may not tie to specific job titles/departments etc. which
can create problems in the business.
Data can help personalise and
customise services for businesses
and consumers.
Integrating the business with IT
There can be tension with agility as IT may have
concerns around governance.
There is a need to understand the value of data and to
treat it as an asset.
One challenge is that there is a complexity to what IT can
offer. ‘IT by Wire’ can deliver services much faster.
Your internal IT department may need assistance
implementing this.
There are considerable benefits to using a Cloud service,
i.e. social media.
By joining cross-sell and up-scale, this can dramatically
increase revenue.
This article will outline the summary from our presentation, exploring; the real-time generation, integrating the Business with IT,
road mapping customer intelligence, the value of customer profiles and what you will need to do to achieve better insight into
your data.
Retail Analytics

Realtime Generation
(a survey was
conducted for 14-17
year olds)
The average real-timer owns 5
devices and spends 6hrs a day
digitally engaged
72% are willing to exchange
personal data for more
personalised services
6 in 10 would share personal
health data
Retailers need to gain
trust from consumers
Consumers appear to trust the
government more with their data
They need to feel that they are
gaining something in return for
sharing their information
Here at Trovus A
Logicalis Company, we
devised the ‘green dot’
principle to alert users
within business to
change behaviour.
The roadmap to customer intelligence
Our mission—The Green Dot Principle
Retail Analytics
Continued…
.
.
.
.
.

The value of customer profiles
Data can come from various sources and can be visualised through a Swimlane.
By monitoring customer profiles you can change and adapt behaviour by reacting to your results.
This allows you to work in a more agile way.
Below is a Swimlane we have created of customer profiles. It is a dashboard that provides a
visual indicator of engagement, touchpoints and activities using analytics. Please note the
image has been anonymised.
If you would like to discuss maximising the impact of data
or would like a 1 to 1 meeting where we could share the
findings from the Retail Conference, please let me know:
Lindsay.shaw@uk.logicalis.com
Lindsay Shaw
Retail Analytics

The cloud-based solution replaces Nisa’s existing on-premise
offering, enabling its business users to gain deeper insight
from multiple data sources, to better inform key business
decisions to help shape the company’s proposition and
support continued growth in the competitive convenience
retail sector.
David Morris, Head of IT at Nisa Retail, explained, “Our
incumbent Business Intelligence solution, an aging version of
IBM Cognos hosted on-premise, gave us a glimpse of what
was possible with BI and analytics, but we knew we could do
more to leverage the technology. We wanted to adopt a new
approach that would pool all data sources from right across
the business, to put the right information, in the right users’
hands, and quickly.”
Logicalis is deploying the latest version of IBM Cognos,
hosted on its cloud platform and wrapped with professional
services inclusive of training for Nisa’s team. Through the
Proof of Concept and early implementation, the process by
which data is processed and then presented to the business
teams for use, has already been transformed, according to
Morris: “Whereas previously it was taking the team days to
build data cubes, it’s now just a matter of hours, with far
greater consistency,” he said. “As we look to mesh together
data from warehousing and logistics, to what customers are
buying and where and when, the information garnered will be
invaluable. It will help us to shape and refine our proposition,
such as negotiating better costs with our suppliers, to directly
benefit our retailers’ bottom line – enabling them to be even
more competitive on the high-street.”
Nisa’s business users have also felt the early benefits.
With the cloud-based solution providing greater performance,
business users from across the trading, finance and
customer insight teams have been able to drill down into the
analytics instantly, with no delay or latency on the system,
providing a far great user experience.
“The solution has re-invigorated the use of Business
Intelligence in the organisation,” explained Morris. “Our
previous solution was viewed as something that simply
existed to help Nisa’s business users get from A to B in their
roles. Now, as they dive deeper than ever before into our
data, the solution is regarded as a key tool for delivering
tangible business benefits and informing key decisions,
focusing the IT department on areas that really help drive the
business forward.”
Implementation of the BI solution is currently underway, and
expected to be fully operational across the retail business in
Q4 this year.
Managing Director of Logicalis UK, commented, “Business
Intelligence is all about the opportunity to engage and act
upon the right information, at the right time. Critical data is
being captured by organisations like Nisa everyday that,
when put to work, can inform better customer engagement,
marketing and growth strategies.”
With the cloud-based solution
providing greater performance,
business users from across the
trading, finance and customer insight
teams have been able to drill down
into the analytics instantly, with no
delay or latency on the system,
providing a far great user experience.
Retail Analytics
BI solution transforms data processes, providing new insight to
shape the consortium’s proposition. International IT solutions
provider, Logicalis has begun a new Business Intelligence (BI)
project for retail consortium, Nisa Retail.
Putting BI on the map: The Nisa story
Case Study
For more information please
contact:
“IT departments in retail are coming under increasing
pressure to align more closely with business strategy, and
now is the time to re-shape the IT function to focus on
high value, strategic initiatives. With this initiative, Nisa’s
IT team is seizing the opportunity to do just that, enabling
its users to exploit IT to make a genuine mark on business

About the Lincoln College Group
The Lincoln College Group comprises of a range of
educational and training organisations based in the UK and
overseas. The group currently includes: Lincoln College (with
campuses in Lincoln, Newark & Gainsborough and operations
in China), two secondary school academies: The Newark
Academy and The Gainsborough Academy, Deans Sport and
Leisure, a commercial sports centre and Lincoln College
International, which runs three Colleges in the Kingdom of
Saudi Arabia. The group now has approximately 1200
employees and a total of 18,000 students.
The driving force behind this most
particular COO role
Fanni: Isn’t is unusual to have a COO in an educational
establishment?
Lorraine: It is definitely not the norm to have a COO in a
college and it’s a new concept introducing a focussed
commercial element to this sector. But the Lincoln College
Group is an international organisation which is broadening its
outlook and as a result its growth is on an upward trajectory.
Furthermore, the sector has been widely briefed that it had to
reduce its dependency on government funding going forward.
Behind every number is
a story and vice—versa
Fanni: So reducing reliance on government funding and
growth are the factors that triggered your role?
Lorraine: Yes it has been quite a shift, as our
dependency on government funding sits at about 80% of
current overall revenue. This quantum is by no means an
outlier in the sector, however it does present challenges in the
face of decreased funding figures, it definitely helps that we
have the diversity of the overseas and commercial arms. I
would think more colleges might consider a COO (or similar)
role, maybe a Commercial Director to support and enable
them through the inevitable change we will all face in the
future.
Fanni: How did the organisation operate prior to your
appointment?
Lorraine: We are fortunate to have an ambitious Board
who have taken us into the Kingdom of Saudi Arabia and
China, moves that demonstrate their innovative approach.
Their continued support allows us to pursue exciting
opportunities that grow our business and ultimately benefit
our students and workforce.
I felt that we needed a data set in
order to tell us about our business
Education
Lorraine
Tomlinson-Hall
is the COO for the Lincoln
College Group.
Lorraine has been in post as
Lincoln College Groups COO
since September 2014. Previously she has worked
predominantly in health care, both in the UK and the
US. Lorraine commissioned Trovus to assist in the
data analysis of Lincoln College but also to build the
foundation of reporting performance to assist in the
culture change of the organisation.
When Lorraine Tomlinson-Hall was appointed Chief Operating Officer (COO) for the Lincoln
College Group, Fanni Vig, COO of Trovus A Logicalis Company was keen to get her personal
insight into what it is like to hold such a position within the education sector. In the following
interview we discover the reasons behind Lorraine’s appointment, the impact of taking a
commercial approach to a government-funded organisation and the implications for the education
sector as a whole.
How the Lincoln College Group is using data to
shape the future of education
Interview with an industry expert

Fanni: What are your main responsibilities?
Lorraine: It’s quite broad really, but mainly it sits across
the corporate support functions for the group including
Finance, Business Development, Marketing, MIS, IT, HR and
the commercial companies. An example of those, is a state of
the art sports and leisure facility which includes an amazing
spa and hair salon.
Data not only tells you where you are,
but also gives you the ability to
innovate and take your organisation
forward with confidence.
Fanni: Does this cover a wide variety of areas?
Lorraine: Yes it does. It knits together quite nicely and
provides a harmonised commercial and business support to
our core education and training delivery. If I could describe it
in one phrase: I feel it is my responsibility to protect the group
and by doing what needs to be done we are able to continue
providing an outstanding experience to our students.
Using data and information in the
decision-making process
Fanni: Do you remember how you first started using
more data and information as part of the decision-making
process?
Lorraine: My background is in accountancy and I am
often heard using the phrase, “behind every number is a story
and vice-versa.” I have a real passion and love for data and
wherever possible I endeavour to use what data I have in
order to analyse and make informed business decisions. It
really surprises me how little data is used in other
organisations. When I start a company, I have a certain level
of expectation that it will be able to tell me about its core
business, however, all too often it is difficult to understand
what exactly is going on because of a lack of data and
analysis. Certainly in the past I have been brought into
organisations facing a challenging financial position and a key
contributor to that is often due to poor data analysis and the
resulting ‘blindsided’ decision making. With the Lincoln
College Group, I felt that we needed a data set in order to tell
us about our business, but this simply didn’t exist before my
arrival.
Fanni: You mention your love for data. In your opinion,
do you think you need to be a ‘data-minded person’ in
order to recognise the importance of data?
Lorraine: I think data can scare people. I appreciate the
necessity of data, regardless of whether the outcome is
positive or negative information. Data not only tells you where
you are, but also gives you the ability to innovate and take
your organisation forward with confidence. I teach my team
the concept of ‘consequential impact’ - whereby decisions
need to be made together with the awareness of the
consequences. If you know your business and you know the
data within business, then the consequential impact will only
improve in quality. We all make mistakes, but you mitigate the
quantum of error if you have an awareness of what your
decisions will achieve. That only comes from knowing your
business, which is a result of knowing what data you have.
I appreciate the necessity of data,
regardless of whether the outcome is
positive or negative information.
Fanni: What challenges have you faced when using
insight to make decisions?
Lorraine: I think it is safe to say that profit margins are
not the main driver for organisations that rely on government
funding, such as the health and education sectors. While we
are here primarily to deliver a great education, I am a great
believer that a commercial mentality should also be in place.
For example, when budget restraints were introduced in the
health sector, all too often the automatic response was to cut
jobs. I would always fight this knee-jerk reaction, as the
consequential impact was often less people to do more work.
The indicators were that more people were using the service,
so job cuts did not make sense. Unless you truly know that
the amount of staff needed to provide the service is ‘x’, then it
is impossible to justify cutting jobs as being the correct
decision.
On a positive note, at the Lincoln College Group, we have the
opportunity to bid for new and exciting pieces of work from
the private sector. I have found that if you do not know your
true costs at a granular level then you could submit a bid that
looks great but you actually undercut yourself because you
have not taken everything into consideration. You cannot see
the value of the outcomes without data.
Fanni: Did you ever have data quality issues?
Lorraine: As my role is new, I have a particular method of
breaking down the organisation operationally in order to run it
effectively. When you have historical operations that look at
the business in a different way, then you will always have
quality issues. Due to the data not being recorded in the
same way, I couldn’t get the answers to my specific
questions, as there was no harmonisation in data capture.
Education
Continued…

Fanni: Has this hindered the way you use data?
Lorraine: Yes. We had a chart of accounts which was
twenty years old with cumbersome structures. The chart of
accounts within our finance department had a combination of
2.2 million scenarios, when the average is around 30,000. We
had to bring in a skillset that rebuilt our whole structure. This
has resulted in us now having a fit for purpose structure with
a strong foundation which can now grow as the group grows
without changing the whole framework. Unfortunately, when
migrating the information over, we realised we had very poor
data to start with and so we do not have any previous trends.
As a result, we are building our own trend analysis from here
on in, which presents difficulties but the quality is paramount.
Fanni: Did this stop you from achieving your utopic
scenario of using data to make informed decisions?
Lorraine: Not at all. The consequential impact of doing
nothing is detrimental to any business, so I had to take a step
back and look at the migration of data. I can now see that the
data we are recording allows for trend analysis so I will get
my ‘nirvana’.
Fanni: You carry the responsibility of Finance, BD,
Marketing, IT, HR, MIS and the commercial part to name a
few. Who faces these challenges and what team does the
responsibility mainly sit with?
Lorraine: It is all of the above because everyone plays a
part. As the group COO, I have a responsibility to all within it
and that is reflected in the outcomes. We need for example, a
product that Marketing can market, BD needs to help develop
the product to sell it and so on. Everyone is involved in the
process in one way or another. Since I joined the
organisation, a great deal of work has been done to develop
how different parts of the college work together and gain a
clearer understanding of everybody’s role. Not understanding
this can be huge and dire for the business.
Fanni: How has Trovus been of assistance?
Lorraine: In many ways. Not least was how Trovus
engage and use our inhouse expertise, meaning the final
outcomes are known to such a degree of granularity because
of the inclusion of the different teams within the organisation.
By working with Trovus, we now have a much better
understanding of our KPIs and what they tell us about our
current position. This has enabled us, within a short space of
time, to draw information from this data and we are starting to
make more informed decisions and produce predictive
analysis.
As the group COO I have a
responsibility to all within it and that is
reflected in the outcomes
Transparency leads to clear vision
Fanni: Would you say the COO of any organisation needs
to have clear visibility of every department?
Lorraine: Absolutely, as do the people within it. A recent
piece of analytical work was undertaken by the Skills Funding
Agency (SFA) nationally and concluded the average class
size should be 20 students in order to be viable on the current
funding levels. If we don’t utilise that information internally
and set targets then we are vulnerable to underperforming
throughout the whole year. To put this into context, it is widely
assumed that this number is about 12, a substantial
difference to reality and clearly a risk to an organisations
financial health.
Fanni: Do you have any advice for anyone in an
Operation Director’s role that uses data insight?
Lorraine: There needs to be inclusion and
communication, whereby the workforce is informed and truly
understand their position. There is often a sensitivity around
performance data, so including key people in understanding
this message correctly ensures that you acquire
‘ambassadors’ who understand the big picture and they in
turn become your ‘comms champions’ delivering the correct
message to the organisation. It is sometimes hard to identify
who these key people will be as positive influencers come
from all areas and it is not purely based on people’s job titles
or role.
Fanni: There must be situations where job cuts are a
knee jerk reaction from looking at the data?
Lorraine: I’m sure there are. I take the approach of
tracking back to look at past activity levels and establish when
we would have truly required the workforce numbers we have
at the current time.
Often it is difficult to understand what
exactly is going on because of a lack
of data and analysis
This then identifies the gap between knowing what our activity
was and what our activity currently is. In very basic terms you
have then established your necessary growth in order to get
back to affordable staffing levels.
The organisation then has the choice as to whether you grow,
cut or diversify into other revenue markets. By using data and
analysis, Lincoln College Groups’ vision is to facilitate
informed decision making in order to grow and sustain the
groups’ financial strength and viability for current and future
operations.
Education
Continued…

How data is set to shape the
future of education
Fanni: How do you foresee the future role of data?
Lorraine: For me, the ideal scenario is to have a
workforce that use data on a daily basis. For every question
that they ask, I would want them to use data to inform their
decision and also for everybody to take into account the
consequential impact. We recently had a mid-year review with
all of the delivery experts in one room which has never
happened before. Not only has data analysis informed our
organisation at every level but I believe it has been pivotal to
our integrated working which positively contributes to real
culture and behavioural change.
Having the security that your business is healthy, allows
everyone to do what they are paid to do and in our case that
is to provide a quality education and training facility. Our
primary focus here is to provide students with the best
possible education and training experience, preparing them
for the career of their choice.
For me the ideal scenario is to have
a workforce that use data on a daily
basis
It is an absolute honour to work in the profession and it is
wonderful to be a part, albeit small, of the student journey
towards employment. Education is and always should be a
hugely positive part of everyone’s life.
Education
Alejandra Dos Santos
For more information please contact:
Alejandra.dossantos@uk.logicalis.com

Context
Below is a summary, and our interpretation of what was
shared at this roundtable event, exploring; cultural change
and the need for departments within Universities to
collaborate and have a single overview of the data whilst
analysing the operational side of the business.
Findings
The last 10-15 years, the education industry has changed
and is run more like a business.
Efforts are made to use data to solve issues like
retention but the current methods used are quite clumsy.
There is a need to educate professionals within the HE
industry.
Data rich insight poor: The industry is flooded with data
that is not used efficiently.
The UK has some of the best rates worldwide for student
retention.
Challenges
It is hard to merge and bring data architecture together.
Difficult to trust and see the value of the data when
receiving different answers to the same question.
Pressure on external reporting, a general consensus of
‘sort it out by the time it’s been submitted.’
Decisions will still be made regardless of the state of the
data. The pressure to have clean data doesn’t exist yet.
Is it right to contact students flagged through the system?
- this could potentially make matters worse. Students
may not be comfortable with this level of monitoring.
Ethical dilemma– this could end in a situation where
certain students won’t be accepted into Universities as
they fall under the demographic of being within a ‘failing
student’ category.
Roundtable Findings: The impact of data and
analytics in Higher Education
Education
Using data within Universities to improve; student retention, track student
performance and engagement, and analyse business models.
Trovus A Logicalis company, in collaboration with SAS, chaired an event in July 2015, inviting
IT Directors, Pro Vice Chancellors, Heads of Resource Planning, Assistant Finance Directors,
Statisticians, Deans and Heads of Strategies from Universities including University of
Birmingham, University of Leeds and University of York to name a few.
Figure 1: The diagram below illustrates the main driving forces behind using data
more as part of your decision making process.
Roundtable findings
We conducted a survey with the attendees prior to the roundtable, asking a series of questions. The results are presented

Opportunities
Data skills vary depending on where
they sit within the business. There is a
need to allocate somebody that
understands all areas of the business
and pull everyone together from all
departments.
‘Kite marking’ - exposing inaccurate
data. This allows cross–referencing
independent sources when analysing
data.
Two elements to explore;
1. Strategic failure
2. Technology failure
Implement a model indicator telling
different outcomes within Universities
i.e. measure what students are at risk
when they have not attended x
amount of classes.
A mandate to be put together to
ensure that each area of the business
is represented when deploying a
University wide system (IT, Finance,
Admissions, Student Services etc.)
A clear strategy defined to act based
on the models’ results—a team with
soft personal skills to deliver retention
and engagement strategies.
Conclusion
In order to fully analyse student
engagement/ retention, other key
questions and areas should be
examined.
A universal understanding of what
‘retention’ means. It’s a complex
issue, what’s right for some may not
be for others.
Clear leadership should be taken
where an individual takes ownership
of the data and strives to achieve a
clear overview of what is happening.
A seamless end to end integration
across the; data management,
analytical modelling, BI and
dashboard reporting (entire stack) will
reduce the cost and be more efficient.
An end to end solution that will give
access to any data source in the
University. This will allow easy
connectivity of the data and run
sufficient cleansing to ensure a single
trusted source.
A set of predictive analytical
modelling and data mining tools to be
implemented for predicting future
outcomes. These BI and data
visualisation tools enable easy drag
and drop manipulation.
Education
Figure 2: Which team is the main ‘owner’
of data projects?
Figure 3: What is the biggest obstacle (if any) to be
more effective with using data?
If you would like to receive a PDF copy or would like a 1
to 1 meeting where we could share the findings of the
roundtable, please let us know. Contact us on:
lindsay.shaw@uk.logicalis.com
Lindsay Shaw
Roundtable findings

Education
Higher education is a buyer’s market
today, with the student being the
buyer, according to Nick Hillman,
director of the Higher Education
Institute. And don’t universities know
it. Not only are they dealing with tuition
fee caps, but they face mounting
competition from other educational
institutions.
There are many UK students choosing
to travel overseas to study and many
choosing not to study in formal
education at all. With new rules
allowing unlimited expansions for
university campuses, students are
receiving unconditional offers, cash
bursaries and scholarships to attract
them. This is all while the value of
tuition fees is said to be declining in
real terms—so much so that some
argue they need to be protected to
ensure the future of UK education.
Universities have to get ahead, and
beyond the attractive unconditional
offers and scholarships, that means
taking a closer and more intelligent
look at the student lifecycle. The
lifecycle, from recruitment to retention
to alumni, should be designed and
optimised to make sure they attract
the right students to the right courses
and keep them.
That doesn’t just mean using
marketing to get the students to apply,
but analysing where the lifecycle might
go wrong, finding key pain points, and
ensuring operational efficiency. It’s
less about knowing which students
have dropped out or didn’t apply, and
more about knowing why. Many
universities have already started this
journey and departments are already
holding data that offers potential for
this sort of analysis. The next step is
to fully maximise the benefits that data
offers. Are decision makers able to
access that information quickly? Could
one department learn from the data
and insights held by another?
For this to happen, three key things
are required:
1. The elimination of silos within the
organisation.
2. The application of analysis.
3. The ability to offer ‘self-service’
reporting and data visualisation.
Some great examples of where this
has worked include:
Analysis of not only how likely
financial support is to attract new
students, but how much is needed
to secure attendance.
Looking at the employment market
and optimising programmes to
meet those demands, ensuring the
longer term success of students’
post-graduation career choices.
Finding out quickly what causes
low-performing courses or
modules, and how they can be
improved.
Ensuring there are enough
resources to meet student
demand—this is particularly
relevant given the benefits on offer,
such as scholarships and
bursaries, to new students this
year.
Tracing how effective
complementary online resources
are to traditional classroom based
learning.
Theses examples are all valuable
pieces of insight that can effectively
feed into the plans of the educational
institution and drive their students’
success. As students continue to
rethink how they approach education,
so should the organisations that offer
it.
Source: http://eduos.net/welcome/?page_id=1653
Pete Snelling
University challenge: Getting students to enrol
is a big data job
Pete Snelling, Public Sector specialist at SAS, talks about data
insights within the education sector.
For more information, please
contact Lindsay Shaw on:

Opportunities
Operational Efficiency: Generate
Insight to highlight improvements in
existing processes or identify where
new processes are required.
Customer Insight: Generate Insight
to help attract, acquire, engage and
retain customers.
Risk Management: Generate Insight
to support regulatory compliance,
Operational Risk or Credit Risk
management.
Monetize the data: By developing
real Insight it enables a business to
monetize and drive value from the
internal data they hold and also
external data they can access.
Challenge
Building a data driven culture is as
much about the people and processes
as it is about the technology.
The skills required to deliver pervasive
Insight can sit within many teams or
not exist at all.
The value of data and the information
it provides may not be understood,
instinct and gut feel are seen as
preferable.
The opportunities are large, so finding
a path to engage quickly and begin to
build momentum and support can be
challenging.
Building a data
driven culture is as
much about the
people and
processes as it is
about the
technology.
A data driven culture
has a number of
components
Governance: Create the framework
and approach for the business.
Identify the people, processes,
architecture and policies required.
Data Discovery: Understand the
business challenges, identify the value
from the data quickly and demonstrate
that value to the business.
Business Intelligence: Once value
is established deliver relevant content
to the right consumer at the right time
in any location. Measure the impact of
the content and the value it brings to
the business.
Information Management: Maximise
the ability to drive value through
insight by ensuring data is managed
and governed correctly. Users have
access to trusted data quickly and
easily.
Measurement: Identify and measure
the key indicators to show the value
the data driven culture generates
within the business.
As a data driven culture matures there
are a number of areas where
capabilities will grow. These will
impact the Insight that can be
identified in the Data Discovery
stream, and be operationalized in the
Business Intelligence and Information
Management streams. It is important
to understand your current level of
maturity, to identify the areas that will
provide the greatest business value.
The value of data
and the information
it provides may not
be understood,
instinct and gut feel
are seen as
preferable.
Building a data driven
culture
Tactical: Initial investment in BI,
discovery often focused on
department level reporting, limited
audience for BI with data often in silos.
Focused: First business benefits
realised, discovery moving beyond
one department, BI platform delivering
to a wider audience, simple IM
platform in place with limited
integration.
Strategic: We can achieve more
consistent benefits from BI, where
business strategies are supported by
generating roadmaps of use cases.
We will enable BI to be expanded to
both internal and an external
audience. With the IM Platform ,
intergrading data and providing trusted
sources will result in a more varied
approach to data.
Pervasive: BI pervasive across the
business, a data driven culture has
been created.
Alan Bourne, Content Management Consultant at Trovus A Logicalis Company discusses
information management and how a data driven culture can deliver more value to an organisation.
Information Management: A data driven culture
delivers real value
Continued…

B integrated into the business process, information is
trustworthy and used at all levels of the organisation.
Users can consume and create insight.
We differentiate between cold, warm and hot data, below
are some examples:
Cold-Warm-Hot
Cold (Data Exploration/Mining)
Data Lake
Store Everything and Anything
Warm (Regularly Analysed Data)
Data Warehouses
Data Marts prepared for Analytics
Hot (BI Applications)
In-Memory Data
Pre-computed Aggregates to Answer Specific Questions
Alan Bourne
For more information on integrating
business processes please let us know.
Alan.Bourne@uk.logicalis.com
I

Today all enterprises must transform into digital businesses. This means using software enabled tech to drive customer
engagement and enhance employee productivity.
Digital business success is therefore software-defined and managing the performance of applications is a business imperative. But
the rising complexity of associated architecture, code and the need for flawless customer experience means that proactive
management is increasingly challenging.
Also competitive advantages comes from the ability to harness the data, engagement and performance information, generated by
these complex applications, in order to ensure that software enabled technology continually delights the consumer.
Fanni Vig, COO of Trovus A Logicalis company shares
some good news for anyone who is keen on improving
single customer experience initiatives.
Application intelligence: What does this mean
for managing customer experience and loyalty?
Figure 1: Example Dashboard
Continued…

Unfortunately businesses face many challenges as they try to
effectively manage application performance, including tool
fragmentation, collaboration silos, and inadequate data analysis
techniques. Consequently at Logicalis, we are looking into
modern application intelligence solutions like AppDynamics, to
provide increased visibility, user experience and successful
business outcomes of software applications.
Application intelligence helps companies maximise
performance through three main principles:
1. See everything with Unified Monitoring: enabling an
integrated view of real-time application performance,
user experience, and infrastructure capacity.
2. Act fast with DevOps Collaboration: uniting teams
through a shared, unified view of data for faster, more
effective decision-making, rapid issue resolution and
automated workflows.
3. Know the business impact with Application
Analytics: empowering deep, real-time analytics to
help businesses make better decisions and create
bigger impact, all with certainty and confidence.
Fanni Vig
For more information on consolidating
data set please contact us
Fanni.vig@uk.logicalis.com
Figure 2: Example Dashboard
Digital business success is there-
fore software-defined and manag-
ing the performance of applica-
tions is a business imperative.
Figure 2 & 3 : Example visualisations

Introduction
National Grid is an international
electricity and gas company based in
the UK & north-eastern US, which
plays a vital role in connecting millions
of people safely, reliably and
efficiently to the energy they use
every day of their lives.
It operates at the very heart of one of
the greatest challenges facing our
society; working with all stakeholders
in order to promote the development
and implementation of sustainable,
innovative and affordable energy
solutions. National Grid is proud of the
fact that its work, and its people,
underpin the prosperity and wellbeing
of customers, communities and
investors alike.
Bringing BI to National
Grid
Fanni: Tell us about your role at
National Grid.
Daniel: I am currently the Business
Intelligence Centre of Excellence
Manager, working within the UK’s
Finance and Shared Services division
which services all UK businesses and
operates predominantly in what is
referred to as systems of record or
‘back office activity.’
Part of the service we offer is
supporting the streamlining
automation and provision of reporting.
The aim of which is to make
information easier to access through
self-service for end-users and to be
more engaging to prompt action whilst
also supporting our embedded
analytics team to drive further insights
from the data.
Fanni: How did you arrive in the
role?
Daniel: I have been in my current
role with National Grid for about a
year, prior to which I worked in the
construction sector. I had a BI role at
Balfour Beatty where I worked in the
services responsible for setting up a
BI team which covered both strategic
and operational reporting. I also
gained experience in manufacturing
with Tata Steel where I worked in
business improvement, change roles,
projects associated with data and KPI
reporting, in order to support their
ongoing improvement initiatives.
The key is to
ensure we use the
new technology as
an enabler to drive
insight and value
The changing face of BI
Fanni: How has the landscape of BI
changed over the past 4-5 years?
Daniel: One of the biggest
opportunities and challenges, has
been how to embrace Software as a
Service (or Saas) and what that
means in terms of BI. We endeavour
to understand how we can best
integrate the additional data that is
now available to us, while doing it in a
secure way to ensure that we have in
place the governance and controls
where appropriate. The other major
change has been the explosion and
availability of self-service data-
discovery reporting for general users,
analysts and power users. We have to
make sure that we understand these
tools and technologies in order to help
build a vision that can aid people in
the long term, while also making the
most of our existing investments.
Daniel Senter
Business Intelligence Centre of
Excellence Manager
Daniel is the Business Intelligence
Centre of Excellence Manager,
working within the UK’s Finance and
Shared Services division.
Daniel Senter is the Business Intelligence Centre of Excellence Manager working within the UK’s
Finance and Shared Services division. In this interview, Fanni Vig Chief Operating Officer at Trovus
A Logicalis Company asks Daniel about his job and the role data plays within the energy sector.
Views from the BI Centre of Excellence at
National Grid on best practice on driving a
sustainable future
Continued…

The key is to ensure we use the new technology as an
enabler to drive insight and value.
A lot of businesses are facing these challenges and have
spent a great deal of time and money building systems. They
maximise their future potential, while also embracing the new
technologies and functionalities that are now on offer to them
in the market place.
Fanni: Have you experienced a trigger that has made you
think differently about BI?
Daniel: I would say that for me, BI is an important part of
the business and therefore not really a trigger as such but
part of the way we do things. With a background in
engineering and having worked previously as a lean
practitioner, data has always been a key part to the process
of making improvements. One of the lean principles is to
manage by fact and for me that means ensuring that
decisions are made based upon good data. BI is all about
transforming data into meaningful information, so for me, the
trigger is all about ensuring data is understood and defined.
The benefits and challenges
Fanni: What business benefits are you generating out of
data?
Daniel: A big part of the work my team delivers is by
driving efficiency when transforming data into meaningful
business information. This ultimately involves bringing two
things together ‘efficiency’ and ‘effectiveness’. Efficiency is
about removing
non-value, adding activity, streamlining processes and
releasing capacity to allow more time to be spent adding
further value and/ or driving insights.
Effectiveness is about how we go about using the information
delivered. The part we play in this, is to build analytical
capability in order to think differently about how we view and
interpret the data to drive further insights. The balance of this
can vary depending on the type of data you’re looking at and
the areas of business you’re working in.
While one element centres on automating and bringing about
governance where appropriate to shave time, the other
element is the value driver in terms of what are the tangible
benefits you achieve in order to make better quality decisions.
Fanni: What are the main challenges you will face over
the next 18 months?
Daniel: A lot of the challenges I face are similar to those
within any business. A key consideration is to not get lost by
technology and to focus on really understanding where the
opportunities lie; i.e. what exactly it is that you want to
achieve.
For me, it’s always about being an advocate for change;
being the driving force behind it and trying to ensure you have
won the hearts and minds of the people involved. A lot of the
activities are project related, so we have to make sure
we have communicated with people and they fully understand
what it is that we’re trying to create and what’s in it for them.
Another challenge is to communicate how we’re going to
change things and ultimately how we’re going to make it
better for them.
I sometimes feel that vendors get caught up with selling a
product and a technology while not understanding the
practicalities of the change and the people processes that
underpin all of these technologies.
I always say it’s first and foremost about the people, then the
processes, and lastly the technologies.
It’s always about being an advocate for
change; being the driving force behind
it and trying to ensure you have won
the hearts and minds of the people
involved.
Fanni: Why do you think there is a gap between
understanding technology and the practicality that
comes with it?
Daniel: I think it’s the balance that I witness in the project
world, whereby they have a defined beginning and end.
They’ve also got a set of measures associated with a project
and if you haven't got the right measures it will affect the long
term delivery of that project.
Between 6 to 12 months is the optimal time to see what has
been successful or unsuccessful, which is hard because a lot
of the projects have come and gone within that time frame.
Fanni: Do you have any examples of how you measure a
successful project?
Daniel: In my previous role, one of the methods that was
used to measure success was adoption rates. The adoption
rate is the solution that was built to explain the benefits of
using new technologies and processes.
These metrics had to be in place long after the project had
finished and delivered the solution. As my team and I were
still working on it, we were able to continually monitor and
measure its success. Bringing people in at the start of the
process and understanding the right measures, enables us to
measure in the long-term and makes far more sense.
It’s all about the people
Fanni: Who would you categorise as a ‘buy-in’ i.e. the
business decision makers?
Daniel: It varies, depending on what the project is and
where the project lies within the business.
There are two elements; firstly those people who are directly
affected by new solutions, such as BI because they actually
use the reports and the tools that you’re building.
As a result, they need to know key issues such as; how it
affects them, how you’re impacting their day-to-day work,
areas of support and what communications are available.
Continued…

The other element concerns senior
stakeholders and supporters. They’re
not directly affected by the tools, but
by the outcomes which affect their
teams or areas, so they need to
support in order to drive the business
through the change.
Fanni: How important is education
in the process?
Daniel: In terms of education, it
needs to be uncomplicated. I always
say communication is extremely
important and I personally believe this
is one of the most powerful ways to
gain support and buy-in. It’s easy to
forget how many people need to be
aware of what’s going on and see the
activity, but in parallel remember that
communication is two-way. Providing
channels for receiving feedback,
questions and queries are a
fundamental part to refine the
messaging.
In the past, I’ve been on a journey
where the organisation has changed.
It’s done well because they have taken
the time to understand the change
from your point of view. The saying
“walk a mile in my shoes and you’ll
understand” comes to mind. Once you
truly understand, you’ll find the
appropriate education and language
that suits everyone; this way you’re
more likely to succeed.
BI is all about
transforming data
into meaningful
information so for
me the trigger is all
about ensuring data
is understood and
defined.
Fanni: Does that mean you’ve hired
an expert on change management
in your team?
Daniel: Yes I’ve hired an
Engagement Manager. Part of their
role is project and change
management. Our analysts manage
the larger changes through our
process, but we operate in a very
collaborative approach.
Embrace change
and always strive to
be better. You can
always discover a
better way to do
something.
Driving efficiency and
innovation
Fanni: Would you say cost is an
issue when making decisions?
Daniel: Yes absolutely, cost is part
of the decision making process, along
with a whole host of other
considerations. We need to make
people aware of where you can take
things, what the opportunities are, and
the costs involved, so that we can
make the best decisions for the
business.
Fanni: How actively are you looking
into new technology?
Daniel: Personally, I’m keen to see
new technologies. In our business, we
work closely with colleagues in
Information Services, our business
stakeholders and customers to ensure
we have the right balance of
technology, process and people
development to drive improvements in
our BI and ultimately business.
Fanni: Do you have an internal
forum or think-tank where IT teams
can make decisions alongside other
members of the business?
Daniel: In smaller businesses, I’ve
experienced the same set of people
making the big business decisions.
But this is not always necessarily the
case for larger organisations as it may
depend on the department.
Within Finance and Shared Services,
we have established and taken part in
a number of forums from strategic to
operational levels engaging with a
number of stakeholders from across
various parts of the business.
Fanni: What will revolutionise data
and affect how you utilise BI?
Daniel: The biggest challenge is
maintaining governance around how
we utilise that information. The
exciting part is the speed at which we
empower people within the business
to use it. Traditionally, projects would
take sometimes months and even
years to deliver. Now products can be
built in a more agile way, with the use
of self-service data discovery tools
and be more flexible in-memory and/
or with cloud-based technology.
And finally…
Fanni: What advice would you give
to somebody in a similar position to
yours?
Daniel: I would say to embrace
change and always strive to be better.
You can always discover a better way
to do something.
Fanni: If you could have one
request, what would it be?
Daniel: To get everybody in the
same place, sharing the vision and
looking for ways on improving it—and
with enthusiasm!
Alejandra
Dos Santos
For more information on
consolidating data set
please contact us

Watching Dr Hannah Fry talking through the work they are
doing using mathematical models to visualise transport flows
in London (http://simulacra.blogs.casa.ucl.ac.uk/2011/03/
visualising-public-transport-networks/ ) was fascinating and
aside from the inherent beauty in the visualisation, what was
most interesting was the value that was obtained by
Transport from London in applying these to identify
bottlenecks and areas of maximum risk.
When data can be brought together in creative ways to deliver
new insight which can change behaviour then real business
value can be found and this showed it perfectly.
This was a continuing theme of the conference with many of
the breakout sessions highlighting organisations who were
building a data driven culture and having to balance the need
of the business to easily discover and monetise the value in
the data while allowing IT to maintain governance of those
data assets.
It was interesting to see that in most cases the main
challenges were not with the technology being used but rather
with the culture, people and processes that were in place.
For many knowing how to begin this transformation was still
problematic and for those that had begun being able to
demonstrate tangible benefits from the investment was
critical.
In the Tableau keynote a number of new features were
announced that addressed some of the following themes:
Data Preparation – Improving the data preparation to
make it easier to source and blend data.
Visualisation – Enrichment of maps and geo-spatial
with enhanced visuals.
Analytics – Ability to deliver simple analytics.
Self Service – Enhancement to the server web interface
to improve user experience and management.
Dashboards – Ability to design dashboards using web
authoring tool.
Mobile – Further enhancements to mobile experience.
Vizable – Launch of new application for free visualisation
of data stored on iPad.
When data can be brought together in
creative ways to deliver new insight
which can change behaviour then real
business value can be found
These new features will certainly allow the business to have a
greater level of agility with data discovery and the server level
features, specifically enhanced permissions, will allow for a
greater level of governance from IT. It was clear though that
an organisation will still need to implement an information
strategy that will support the adoption of this data driven
culture. Leveraging traditional data warehouse technology
along with integration with Hadoop to support larger and more
varied data sources formed part of many of the case studies
on show.
When data can be brought together in creative ways to deliver
new insight which can change behaviour then real business
value can be found.
These platforms allowed the organisation to identify and store
new sources of data, both machine and human generated
which may have been ignored or deleted previously. In many
cases though it was the agility in data discovery, enabled by
Tableau that was allowing the value in new data sources to
be identified and the business outcomes proven which then
supported the further investment in the data driven culture. So
Tableau can provide a platform to drive tangible value from
your data assets, however, if those assets are not managed
and governed in the right way that value is much harder to
realise. As Neil De Grasse tweeted as part of his keynote
session and I’ve been singing ever since: ‘Because you know
I’m all about that data, ‘bout that data. No trouble. I’m all
about that data, ‘bout that data. No trouble. (Sung to ‘All about
the base’ by Meghan Trainor ).
The conference this year was bigger than ever with over 10,000
delegates attending which was double the number from the previous
year. The first thing that struck me was the level of enthusiasm and
passion the delegates had for the product and the amazing level of
creativity on show from a wide range of individuals and organisations.
Richard Simmons
We sent Richard Simmons CTO to Las Vegas:
Tableau Conference 2015
For more information please
contact Richard on:
Richard.simmons@uk.logicalis.com

Legal Analytics
Look left: The machines are coming
Lawyers like nothing more than a good argument. That's one of the attractions of the job for us.
The arguments are raging over the
role of technology in law and driving
some of us into two camps:
What I might call the Canutes,
who are looking at the rising tide
and saying that it will stop
before it gets to them; and
The Chicken Lickens, who are
racing around telling all who hear
them, that the sky is falling in.
The Canutes reason like this:
law is a cerebral
process, but it is
not just process.
The best lawyers
use intuition,
innovation and
imagination to
solve client
problems.
What’s more, clients don’t just buy
lawyers on the basis of cold, hard
reason. There’s an emotional,
irrational element to buying decisions,
whether it be simply getting on better
with the person pitching to you, or
simply trusting the person whom you
know better than the one you don’t.
On the other hand, the sky-falling-in
Chickens (like me) say that there are
a number of factors at play here. First,
the machines are getting undeniably
brighter, with human level machine
intelligence (HMLI) inevitable. The
overall predictions currently show a
10% chance that this will be achieved
by 2022, a 50% chance by 2040 and
90% by 2075. (That was in the context
of machines presenting an existential
threat to all human life, and not just
lawyers. One for another time maybe.
Let’s just try to save the lawyers first.)
The Chickens say that:
The proportion of
creative thinking
and intuition
needed in law is
relatively small. Not
many minutes of
creative thinking
are really needed
in matters taking
many days or
weeks of time to
complete.
And isn’t it the case, really, that these
activities are seen as ‘creative’ simply
because we are having to reason on
likely outcomes in the absence of
quantifiable data? Once law firm data
analytics progress to the level where
lawyers are able to mine past
transactions and case outcomes to
access risk more effectively, then the
space left for hunches and creativity is
reduced to virtually nothing.
If courts start to take decision driven
on data (including data as to the likely
truthfulness of witnesses, based on
observed physiological reactions
when giving evidence), the days of
judges giving bad decisions because
they are hungry as some studies have
shown will be a distant, painful
memory.
Last, but by no means least, is the
fact that more buying decisions are
already being based on value maybe
not absolute price, but overall cost
(although many are already purely on
price). The rise of the procurement
function in corporates is undeniable,
and law is increasingly seen as a
commodity to be scored, rated and
ranked like any other. When
combined with data driven, quantified
risk assessment, buying on sentiment
will seem curiously quaint and
quasi-astrological pretty soon.
David Halliwell
Director of Knowledge, Risk
and Legal Services
Continued…
Guest Article

The crux of the issue is the obverse of
David Maister’s classic Rocket
Science to Commodity progression for
professional services. His argument
Figure 1 is that an innovative service
that is initially seen as complex and
unique will become ubiquitous and
commoditised over time as it is
replicated and ‘drifts to the left’ down
the complexity scale.
Figure 2 shows the reality today, that
machines are driving fast from the left
to the right, moving up the value scale
from commodity onwards and taking
over large volumes of work previously
carried out by qualified lawyers. First,
they are allowing those qualified
lawyers to be replaced by less or
unqualified staff. Second, they will
start to replace humans entirely for
those tasks, processes and decisions.
Already at Pinsent Masons, we are
going beyond the theory and are
mixing AI with our core technologies
to assist on real matters, by the
following:
We are using our own AI legal
rules engine to map and control
matter processes, and are proving
how this technology can be
extended to read and categorise
contractual clauses (indemnity,
assignment of IP etc.) to be
analysed and reported against by
RAG matrices.
We are looking at the data we
hold, through bespoke matter
management systems, and
highlighting for clients the trends
we can see in the reasons why
they are coming to us, so that we
can work with them to prevent
those issues arising in the first
place.
And we are looking at how we can
analyse data across our disputes
practices to identify which factors
applied to particular cases and
what patterns there are in the
outcomes achieved, so that we
can provide early
assessments of likely results when
similar factors are present.
The more we look, the more
opportunity we can see, to use
machines to help solve or avoid
problems for clients.
And the space left for real-life human
lawyers risks being increasingly
squeezed and competitive as a result.
Legal Analytics
Figure 1
Figure 2
Fanni Vig
For more information on
consolidating data set
please contact us
Fanni.vig@uk.logicalis.com

Lack of upfront definition and understanding of all the touch points in customer journeys.
Lack of ownership of ‘data’ within the organisation.
Raising investments are difficult due to the lack of business alignment.
Effective CRM systems are not just about the technology but about a process and the culture
within your organisation.
Legal Analytics
Gartner predicts CRM will be a $36B market by 2017. However, the Gartner study also shows that
70% of the customers churn because they think that the organisation does not care about them.
that there are gaps when it comes to an effective implementation of a CRM system.
CRM is not just about technology
Effective CRM systems are not just about the technology but about a process and the culture within your organisation.
Based on our experience with some leading brands, we found their key challenges include:
CRM Strategy: Plan your journey
Continued…
The fact that organisations are investing more and more in CRM, but their customers still think, they are not ‘cared about’ shows

Legal Analytics
Top 3 Challenges
85% of the organisations we work with
have a CRM system in place, however,
most organisations would admit that
they do not have a culture in place that
enables the organisation to maximise
the benefits of its CRM system. See
the top 3 challenges in the image on
the right.
CRM strategy—the
journey
To address these challenges, we found
the following process supports a step
by step approach that enables a
successful CRM implementation. See
the image below:
Lindsay Shaw

People will be taking holidays on 17th
December so that they can watch the
new Star Wars movie on its launch
day.
It is hard to argue that there is any
connection between Data Analytics
and Star Wars, but to show respect
for such a success story, in this issue
we thought we would share some
facts behind this global phenomenon.
Global Top 10 movies
Interestingly, Star Wars does not
feature, in the top 10 movies
internationally based on box office
revenue.
However, looking at inflation adjusted
figures purely in the US market, Star
Wars do take the first spot and a few
others in the top 10.
Overall revenue
Big box office movies (James Bond,
Jurassic Park …) do not make most of
their revenue with the actual movie.
Looking at the Star Wars brand, the
biggest chunk of their revenue is
actually coming from toys and video
games.
This business generated circa
$33billion in revenue, (which if we put
it into context is slightly more than a
country like Cyprus’ GDP).
Darth Vader - Lego
Interested in Lego? if somebody
wanted to buy the entire Star Wars
Lego range, you would need to set
aside $14,000 to put your hands on all
the Star Wars bricks.
How Legos Licensed the Universe,
and Ended Up Ruling Us All. The
image below shows the difference in
revenue of different Lego Toys, Star
Wars lego being the most popular.
Find out how we can learn from Star Wars when it comes to making analytics a success story.
“It surrounds us and penetrates us.
It binds the Galaxy together”
Cover Feature
Continued…
Whilst we said there is no link what so ever between Star
Wars and Data Analytics, if we look at what’s behind the
success of this global pop phenomenon, we can certainly
learn a lot when it comes to making data analytics a
success story too.

The image below illustrates the Star Wars revenue throughout our galaxy.
Interesting to see how the data has been visualised using a Star Wars vessel.
Cover Feature
Source: http://www.wired.com/2012/05/tell-jabba-ive-got-his-money-star-
wars-revenue-throughout-our-galaxy/ Continued…

What’s behind the success?
Whilst we said there is no link what so ever between Star Wars and Data
Analytics, if we look at what’s behind the success of this global pop phenomenon,
we can certainly learn a lot when it comes to making data analytics a success
story too.
Creativity – The sequence is very creative: not only the story line but the
invention of galaxies, the characters, the music, the whole execution. If one
Accessibility – The movie has a very wide appeal and therefore captures a very
wide audience. The main characters are young and old, male and female,
humans and machines. For effective ‘data strategies’ thinking about how to
‘consumerise’ the insights generated from information available is the most
important 1st step.
Fun – Last but not least, it is actually funny and memorable. Data and
information provides a huge ‘playground’ for the ones with creative imagination. It
is their duty to ensure that the ‘stories’ coming out of data are sometimes fun too.
How Legos Licensed the Universe, and Ended Up Ruling Us All. The image below shows the
difference in revenue of different Lego Toys, Star Wars Lego being the most popular.
Source: http://www.wired.com/2014/02/infoporn-legos/
Fanni Vig
For more information on this
topic please contact us:
fanni.vig@uk.logicalis.com
Cover Feature
wants to make ‘data’ work, creativity is a critical factor for that.

Legal Analytics
It was inspiring to see clients like Ben
Gardner, Data and Information
Architect from Linklaters, Bruce Braude,
Head of Strategic Client Technology
from BLP and Vince Neicho , Litigation
Support Senior Manager from A&O, all
speaking in my track ahead of me. That
said, it’s always daunting to find
yourself fourth in a list of speakers, all
broadly focusing on the same topic – AI
and advanced analytics within the legal
sector. Ben, Bruce and Vince, all rich
with experience of applying advanced
analytics into their respective firms,
gave the audience case study after
case study to support their observations
around what technology is doing to
inspire true revolution across the
sector.
That left me with only one place to go,
to spend my hour looking at our
experiences, warts and all, on what we
have learned about how to apply the
output of these amazing technologies
and to support users to adopt and get
value.
In summary what we shared:
1. Choose your technology carefully.
There are so many technologies on the
market today.
It is important to
understand what you
want to achieve and
then apply the right
tool for the job.
ILTA (International Legal Technology Association):
Insight 2015
I was delighted to be asked to join the ranks of speakers for this year’s ILTA Insight 2015
conference in London, which was another wonderful event for those focused on the important
topics within the world of legal technologies.
Edward Charvet
Continued…

Legal Analytics
It is important to understand what you want to achieve and
then apply the right tool for the job. If you want to create
reports, historic statements of what has been achieved, and
share these with key decision makers, then you are looking at
light touch,
in-memory reporting tools. If you want to share real time
reporting with every fee earner across the firm then you need
a centralised BI platform with the capability to distribute
intelligence. If you want to build a model to understand the
future, you would need an analytics engine with statistical
capability. No one tool can do it all.
2. Dashboards are not the end of the story.
We’ve heard too many people say “We want some
dashboards”, believing that simply rolling out a two
dimensional screen with pictures will somehow transform the
behaviour of all key people across the firm. Dashboards are
no more than a communication media, important if they lack
the clarity to communicate clearly, but only a communication
media.
3. Know your firms needs and therefore know the outputs
you want
If the technology is just the tool and the dashboard just the
communication media, be clear that the definition of the need,
translation into a requirement and the articulation of what the
output needs to be, is by far the most important exercise
within the process of preparing the firm to extract value from
its data.
4. Remember it all comes to nothing if you don’t change
behaviours. Find the connector.
But for all this preparation, never lose sight of the most
important, and arguable the only relevant aspects of
deploying business analytics within a firm – adoption by staff
to change behaviour and improve outcomes.
Behaviour change unlocks the value and the role of the BI
professional is to help understand how to connect the output
from the technology to the person with the responsibility to
affect change. How to do that…well that is a longer story and
we’d be delighted to share that with you. Please do get in
touch.
edward.charvet@uk.logicalis.com
Top 4 takeaways for if your firm is considering or is on a journey to embrace data
analytics as a business tool:
If you want to build a model to
understand the future, you
would need an analytics
engine with statistical
capability.

Forbes Magazine claims that Facebook
not only knows you better than your
therapist but better than your family
and friends, and is even able to predict
which relationships are likely to last
and which may fail. That may be a
frightening thought for some, but a
world in which our every move is
tracked is fast becoming a reality. In
the case of Facebook, this is
information that we willingly give up
ourselves. We’re keen to document the
intricacies of our lives to our friends
and acquaintances. So for information
that is perhaps not so transparently
collected, stored or analysed, where do
we draw the line between providing a
better service and causing an
infringement on privacy?
At a Gartner Insurance briefing I spoke
at earlier this year, I highlighted the
significant advances we have made at
Markerstudy with big data insight but
also discussed the issues around
consumer consent and the ethics of
how this data is applied to our
business. We have so much
information on an individual, it is
possible to make accurate behavioural
predictions and market a product that
suits that specific person. This in itself
can be an advantage to customers,
brokers and intermediary partners,
giving our customers cheaper products
which are better aligned to their
lifestyle.
However, could there be room for error
when incorrect assumptions might be
made or, worse still, individuals find
themselves uninsurable or with
overpriced, inappropriate products?
With more and more connected
devices and manufacturers looking to
monetise the newly acquired data sets
they have, it will become harder for an
individual to know what they have
given consent to share and in-turn how
this information will ultimately be used.
It is up to us to
ensure that in
exchange for their
data we are
providing a superior
service and
genuinely giving
something back.
A data privacy commodity with full
transparency on what data is out there,
consent given, who is using it and
when, is a must in this digital
age. Insurance is based on a doctrine
of utmost good faith. If a customer has
confidence that their data is being used
appropriately to offer better, more cost
effective products, I believe this will
become less of an issue. It is up to us
to ensure that in exchange for their
data we are providing a superior
service and genuinely giving something
back.
Finance/Insurance
The newly connected world, the Internet of Things, will undoubtedly have a huge impact on our
privacy. I recently read that 90% of the entire world’s data has been generated in the last three
years alone, and this trend is set to rocket.
The new connected world
Dan Fiehn
Group IT Director
Markerstudy Group
My role as Group IT Director at
Markerstudy Group puts me at
the cutting edge of driving
significant technological
changes, ensuring a positive
future and underpinning the
rapid growth
of the business.
Guest Feature by Dan Fiehn

Introduction
Over the past 75 years, Atkins has
gone from post-war regeneration and
the advent of nuclear engineering to
high speed rail and the integrated
sustainable cities of the future. As a
result, the breadth and depth of
expertise and drive to ask why, has
allowed Atkins to plan, design and
enable some of the world’s most
complex projects.
Ben Dunlop is Director, Digital
Railways at Atkins and responsible for
leading the development of strategy
and value propositions that will enable
the business to capitalise on the
transition towards a digital railway. In
this interview, Fanni Vig, Chief
Operating Officer of Trovus A
Logicalis company, asks Ben about
the role of data in driving this radical
and far-reaching transformation to the
established operating model of
railways.
A little background
Fanni: Before we jump into the
details, can you give us a bit of
background about the UK Railway?
Ben: The UK railway has been a
real success story. It was privatised in
the early 1990s at a time when it
didn’t have a good reputation with the
public or within the industry, and as a
result it was in slow decline.
After privatisation, the influx of more
innovative, customer-focused train
operators such as National Express
and Virgin produced a slight change
in perception. Unfortunately the focus
on certain drivers of growth were
slightly skewed.
The view is that they started to
concentrate more on profit and so
they started to sweat their
infrastructure a lot more, which
resulted in a number of very
high-profile accidents.
Statistics show that
UK Railway has
become Europe’s
fastest growing
railway
The industry then went through a
tough period during the late 1990s
and early 2000s, when once again
confidence was lost. Rail Track was
put into early administration and the
outcome was Network Rail; which
although government controlled,
acted like a private company.
As a result, the industry saw
improvements across areas such as:
performance, growth, passenger
ridership (journeys), freight and
subsequently many issues were
addressed.
Fanni: How many journeys are we
talking about?
Ben: Statistics show that UK
Railway has become Europe’s fastest
growing railway; measured mainly by
passenger ridership (the number of
journeys completed every year).
We are now at record numbers and
will soon be approaching the 2 billion
passenger a year journey mark,
compared with 600 – 700 million in
1994 prior to privatisation.
Construction
Ben Dunlop
Director Digital Railways at Atkins
Ben Dunlop is responsible for leading
the development of strategy and
value propositions that will enable the
business to capitalise on transition
towards a digital railway.
Put yourself in the shoes of Network Rail. How
would you cope with a year on year increase of 4%
if you cannot physically put more trains on the rail?
Atkins is one of the world’s leading design, engineering and project management consultancies,
employing some 18,000 people across the UK, North America, the Middle East and Asia Pacific.
Continued…

in 2012 the Railway
Technology
Strategist
document was
written which
stated that four
critical areas
needed to be
addressed: cost,
capacity, customer
and carbon. The 4
Cs.
Fanni: How has the industry
responded to this increase in
demand?
Ben: The industry recognised that
it needed to change its strategy. As a
direct result, in 2012 the Railway
Technology Strategist document was
written which stated that four critical
areas needed to be addressed: cost,
capacity, customer and carbon. The 4
Cs.
One of the main objectives is to
reduce the carbon footprint in order to
meet national and environmental
targets. With customers in mind, we
are seeking to create more enjoyable
travel experiences. Furthermore the
rail industry is expensive so there is a
need to reduce costs, in particular
with regards to the government’s
subsidised contributions. With £38
billion from the government allocated
as a funding package for the Network
Rail, the industry now has to prove its
efficiency. There is also the challenge
of capacity, as more and more people
travel and the amount of freight being
transported continues to increase.
Dealing with demand
Fanni: How are you coping with
ever-increasing demand?
Ben: This is definitely a problem.
The number of people using trains is
continually increasing due to more
leisure activities, flexible-working
hours, sporting events etc. which
unfortunately has resulted in people
having to stand.
If you think about it, over the past 180
years, there hasn’t really been a
dramatic change with regard to how
the Railway System is operated.
There has always been somebody
who is looking out in front of the train,
controlling the speed via visual
indications (signals). This puts huge
limitations on a system that relies so
heavily on reaction speeds.
There is now a new method of train
control, the European Train Control
System (ETCS) where the person
driving the train is simply there to
supervise. With ETCS, the train itself
knows when to slow down or
accelerate and does so based on the
level of data it receives. This will
substantially increase efficiency from
20% to 40%.
Fanni: What measures are you
taking to implement new control
systems?
Ben: In the UK, we are currently
running trial lines using newer
technology which enables trains to
run with just a driver operating as a
supervisor, as opposed to literally
driving the train. These trial lines run
between Kings Cross to Edinburgh
and Paddington to Swansea.
Eurostar have 4 different signalling
systems which means the trains need
to be fitted with 4 different systems.
Unfortunately this has led to an
increase in the risk of failure.
Fanni: What about future demand?
Ben: The problem we face today, is
nothing compared to what we will face
in 20 years’ time due to a projected
3% per annum growth rate.
The 4 Cs need to be achieved with
minimal disruption. The traditional
approach to solving this problem is by
improving the tracks to allow more
trains, or the more radical approach of
building a whole new track such as
HS2. This has proven to be expensive
and disruptive.
There’s only so much more you can
do with traditional methods, data is
enabling thought leaders in the
industry to tackle the problem of
ever-growing demand.
There is now a new
method of
traincontrol…
(ETCS)…This will
substantially
increase efficiency
from 20% to 40%
The birth of the digital
railway
Fanni: So how does data help you
get more out of your existing
network?
Ben: As an example, with trains
operating remotely, the information
fed back to the train will dictate when
to change the speed and direction.
Since the trains will know their exact
location and their position in relation
to other trains and their destination;
trains will be able to run closer
together and reduce the stopping
distance. This ultimately improves
efficiency by allowing more trains on
the tracks.
For the High Speed Rail, a 1.5 mile
distance between trains is needed for
safety reasons, here computers are
far more predictable than humans and
have a much smaller margin of error.
(As a point of interest, whenever there
is an announcement made about
‘signalling problems’ this is largely
down to the signal indicators used by
train drivers being stuck on red).
Construction
Continued…

Fanni: So how does data help you get more out of your
existing network?
Ben: At the moment, we run trains when we want to, and
customers have to fit this around their scheduled time. It
would be better if we had trains when people wanted to use
them, rather than when we dictate. Trains that allow both
work and play will put the industry in a unique position and
disruptive technologies, such as driverless cars, will
encourage the rail industry to put the main focus on the
customer.
Furthermore, at the moment timetables are written 2 years in
advance, and in the world of data, 2 years is an eternity. This
makes it extremely difficult when responding to customers’
needs. I want to reach a stage where there are paperless
tickets across the board. Also I would like to provide
customers with informed choices, i.e. letting customers know
of a train that has more capacity and if they decide to use a
certain train they will receive a 20% discount.
Also, there’s no reason why we can’t gauge the weight of
every carriage to estimate their capacity and then send push
notifications to inform customers of where the train is busiest
along the platform. By notifying customers of any delays, or
by customers inputting their preferred means of transport
using software, the railway can create bespoke travel
itineraries for individual customers to help plan their journeys.
We should always aspire to improve customer travel
experiences, because it will forever change the way in which
they perceive the service.
Trains that allow both work and play
will put the industry in a unique
position
The future is digital
Fanni: What needs to happen to implement these
changes?
Ben: We aren’t currently implementing all of these
changes, simply because we do not have the extra revenue.
Hopefully with disruptive substitute solutions (like driverless
cars), it will force us to evolve; but funding for this still needs
to be generated.
With regard to the cost element, removing the need for
people to maintain the infrastructure manually can be quite
emotive. I don’t see why we can’t eventually employ self
monitoring technology that can report back. assets can’t
eventually do this.
Fanni: It seems that everybody is looking at how they can
make better usage of asset generated data. What’s your
view on this?
Ben: With asset generated data you can have a bridge
that can feed data back on whether the bridge is performing
well. But this is retrospective, I want to be able to go further
than that. If you can equip a bridge with sensors telling you
when a bridge is not doing well, there is no reason why you
cannot apply self-healing material.
To summarise, data and the digital railway is the answer to
the 4 Cs question. While trying to safeguard its future, you
can also enable technology to provide a much better
customer experience, at less cost and also address the
capacity challenge.
Hopefully this will encourage a mobile shift, ultimately getting
more people travelling in a more carbon-light environment.
This is what digital rail is all about and where it can end up.
With customers in mind, we are
seeking to create more enjoyable
travel experiences.
Construction
Lindsay Shaw

Context
Following the roundtable event we have put together a
summary and our interpretation of what was shared on the day.
We explored; cultural change and the need for FM and
Construction companies to educate their client base. We also
explored data discover and insight mining.
Findings
Dropped productivity: Britain is ranked #6 for having the
lowest level of productivity in the G7. (7 industrial
countries).
Race to the bottom: Margins are reduced. FM needs to be
more proactive rather than reactive, which will help to get
away from the “race to the bottom.”
Data rich insight poor: Data within the Industry is not used
efficiently.
Challenges
Clients are unsure what they want.
Cultural change: It is not about technology but behaviour.
There is a real need to change behaviours. This is a slow
process.
Lack of data experts: There is not enough data skills in the
organisation.
The use of BIM can be misleading. People involved with
BIM are not necessarily data experts.
Competition: We are entering a time of digital disruption
from big technology companies entering the industry, e.g.
Apple or Goggle as well as competitors from overseas
moving to the UK.
Construction
Roundtable findings: The
impact of data in Construction and FM
Using data from buildings, processes and people to
control costs, increase profit and gain insight in
Construction and Facilities Management
Figure 1: What are the driving forces with your organisation?
Trovus A Logicalis Company in collaboration with SAS, chaired an event in May 2015, inviting
COOs, CEOs, IT Directors, Finance Directors, BIM Specialists and Strategy Directors from leading
Construction and FM firms, such as Balfour Beatty, Morgan Sindall and Kier Group.
We conducted a survey with the attendees prior to the roundtable, asking a series of questions. The results are
presented in Figure 1, 2 and 3.
Continued…
Roundtable findings

Opportunities
The output should be focused on
data discovery and insight mining: It
is important to identify what you
want to achieve and you will need
to see the consequences. The
basic forms of looking at data to
make decisions are:
1. What do I need to see to run the
business?
2. What does the client need to run
the business?
FM and Construction companies
should educate clients about
opportunities with data.
Soft landings show the need for
everyone involved in the process,
see figure 4.
Sensor technology is the next big
thing.
Working remotely: buildings can be
monitored using self-healing
technology. For example, it is not
efficient to send people to manually
visit a site. Unfortunately, despite
using self-healing technology to
work remotely, customers prefer to
visibly see somebody physically
working on a particular job.
Regulation needs to catch up with
the fast pace of the industry and
there is a need to be asset centric.
Starting points and
conclusions
Leadership: FM and Construction
companies should be educating the
client base to trigger change.
Corporate contracts are probably
the easiest to influence. Public
contracts will be slower to change.
BIM should only be one data
source that can be augmented with
other types of data to extract
commercial value.
Displaying information in an
engaging way will change
behaviour.
Figure 2: Obstacles to changing approach
Figure 3: Ownership
Dropped productivity: Britain is ranked #6 for
having the lowest level of productivity in the
G7. (7 industrial countries)
Continued…
Construction
Roundtable findings

Figure 4: Ecosystem
Alejandra Dos Santos
Construction
Cultural change: it is not about technology but
behaviour. There is a real need to change
behaviours. This is a slow process.
Race to the bottom: Margins are reduced. FM
needs to be more proactive rather than reactive
which will help to get away from the “race to the
bottom.”
Roundtable findings

We have recently been running
bespoke training sessions to a few of
our customers, we wanted to make you
aware of the benefits of this training for
you and your team. Each session is
tailored to you and your team’s specific
needs however, we have previously
covered the following:
How to maximise the benefit from
your current installation – TM1, BI,
Controller.
How to reduce manual work in the
data prep and reporting process.
How to automate data feeds
coming into the reporting
environment.
What features could make your life
easier.
Customised to your
needs
Please note, these sessions are
customised to your needs so we will be
seeking to better understand what your
biggest pain points are and focus on
those. Get in touch, I’d like to arrange
your session.
Cognos
How training can improve ROI on your
Cognos investment
A lot of our customers are keen to maximise the value they get from their current Cognos
installations. Dominic Piner, Client Account Manager at Trovus A Logicalis Company shares
more information about our onsite bespoke training options.
Windows Server Upgrades: how to keep Cognos
Running Effectively
Are you upgrading your Windows Server 2003?
Most of our customers have been going through a Windows Server 2003 upgrade which can
potentially impact your IBM Cognos Environment.
Are you planning to upgrade any of
your Windows Servers?
Minimise the disruption:
our experience
The sort of pre-cautionary measures we
put in place for other organisations
included:
Auditing your current set up.
Understanding what features might be
affected.
Advising on the best ways forward.
Kevin Gough
Dominic Piner
For more information
please contact:
dominic.piner@uk.logicalis.com
To discuss your upgrade or to find out more information
please contact: kevin.gough@uk.logicalis.com

The Impact of IBM Analytics
This a complete front-end redesign and also a re-branding of the IBM Cognos BI product. It is now
IBM Cognos Analytics (in line with Watson Analytics).
There will also be a new major release of TM1 coming up. The
software will be released towards the end of the year but will be
available via www.analyticszone.com shortly as a pre-release
public demo.
Benefits:
Single Interface (Consolidation of reporting studios into one
common interface).
Smart search.
Intent-driven modelling interprets intent and proposes a data
module to preview, use or augment.
Guided report creation using built in intelligence.
Lower skills required for dashboards and reports.
Same user experience across mobile and desktop.
Dashboarding using drag and drop from a mobile device.
On-demand menus.
Dashboard visualisations automatically recommend.
What to do next:
If you would like to know more about this release, do let me
know and I would be happy to arrange a free demo or call to
discuss how you can get value from this upgrade.
Cognos
Kevin Gough
kevin.gough@uk.logicalis.com
Continued…

we generate insight
to highlight
improvements in
existing processes
or source where new
processes are
required.
Following this roundtable event we
put together a summary and our
interpretation of what was shared in
the room, exploring; how to
operationally work efficiently using
IBM Accelerator tools within the
business and the benefits of doing
so.
Opportunities
Operational Efficiency:•
•
•
•
•
•
•
•
we
generate insight to highlight
improvements in existing
processes or source where
new processes are required.
Customer Insight: we help
attract, acquire, engage and
retain customers.
Risk management: we
support regulatory
compliance, operational risk or
credit risk management.
Monetise the data: by
developing real insight, enables
a business to monetise and drive
value from internal data they hold
and external data they can
access.
Challenges
Building a data driven culture is
as much about the people and
processes as it is about the
technology.
The skills required to deliver
pervasive insight can sit within
many teams or not exist at all.
The value of data and the
information it provides may not
be understood. Instinct and gut
feel are seen as preferable.
The opportunities are large, so
finding a path to engage quickly
and begin to build momentum
and support, can be challenging.
The impact of IBM Analytics within business:
DB2 Blu to improve speed and performance
of reporting
Trovus A Logicalis Company in collaboration with IBM, chaired an event in November 2015,
inviting; IT Directors, Directors of Knowledge, Risk and Legal Services, Marketing Directors,
Heads of Enterprise Architecture and Heads of Bid for Construction from leading organisation,
such as Osborne, Carillion Southern Housing Group, Pinsent Masons and Mace Group to name
a few.
The diagram below shows how we generate value from The diagram below demonstrates the benefits of using data
Cognos
Roundtable findings
Continued…

Cognos
IBM Power 8 and DB2 Blu
IBM Power 8 is designed for big data.
DB2 Blu is extremely performant.
IBM have 8 highways for data where most have only 2. The ability to get through data is far greater, 4 times faster.
It can compress data. This reduces storage costs, the benefit is that with IBM there is no need to uncompress to run analysis.
Dynamics cube (within Cognos) puts the right data in the correct place.
DB2 Blu can be placed within columnar storage.
This all combined makes phenomenal changes to delivery.
Lindsay Shaw
Below are proof points: Customer stories of increased speed using IBM
The importance of working efficiently
Data is the new natural resource. We increasingly have the need to access data in a timely fashion and need to make prompt
decisions.
There is a need to be more agile in the market place.
Consumers also want answers in real time. Having self-service analytics is a key part of a business’ capabilities to become
agile.
Every business is trying to save costs. By reducing spend, this results in agility.
Roundtable findings

Get to know us
Rugby World Cup 2015: What we initially predicted
Prior to the Rugby World Cup 2015, the Logicalis UK Informations Insights team unveiled its big
data analytics predictions.
We all know that the all blacks made history with
their Victory at this year s world cup. Prior to the
Rugby Wolrd Cup we made some predictions
using data to work out the percentages of a team
winning the competition.
The analytics take into account each of the teams
past performances in the tournament and we
worked out the odds of New Zealand winning.
Before the victory we predicted a 91% probability
of winning.
Using data points from matches in all previous
World Cup tournaments, the information insights
team crunched the numbers and worked out:
91% chance of New Zealand Winning
77% chance of Australia
winning
Chris Gabriel, CTO of Logicalis UK commented,
“Predicting rugby games is just one use of big data
analytics. As a proud Welshman, I am
disappointed my colleagues only gave my home
nation a 23% chance of lifting the trophy.”
New Zealand
91%
Australia 77%
Continued…

Get to know us
Fahrida.benzerrouk@uk.logicalis.com
Fahrida Benzerrouk
Figure 1: Dashboard visualisation of Rugby World Cup predictions

Million base is a database of 2.2 million chess games. Steve Tung, Data Visualiser at
the Exploratorium used diagrams shown below to visualise chess piece journeys. These
visualisations are based on this data for each piece moving on the board. Of course,
because of starting points and game rules, there’s a unique pattern for each piece. We thought
we would share these visuals with readers as it shows how there is data behind so much more
than we realise.
Chess pieces: Moving patterns
Above is the footprint for the white knight. Each thin line
represents 500 moves, and from what looks like a little bit of
random noise to offset each, you see a more prominent path
for more frequent hops.
Above is the black queen, with relatively more board coverage
than others.
The white king above, has relatively more limited
movement.
In contrast, here’s the black pawn that starts in position b7.
Get to know us

Slough, Berkshire, 6th May 2015 – Logicalis has today announced that its UK operation,
Logicalis UK, has acquired a company trading as Trovus, who are a leading provider of
analytics dashboard solutions to business executives.
The transaction is in line with Logicalis’ go to market strategy, and desire to establish itself as
a driving force in the emerging digital markets driven by social, mobile, analytics and cloud
technologies (SMAC).
Arnaud Spirlet, Head of European Markets for Logicalis, commented: “Analytics is a crucial
element of the SMAC model, since it provides line of business managers with the actionable
insight they need to drive business innovation and competitive advantage from disparate
business data. This acquisition strengthens Logicalis’ position as a trusted advisor and
leading provider of consulting and solution services in a market that, according to ABI
Research, could be worth $114 billion globally by 2018.”
The deal sees Ed Charvet, managing director of Trovus, appointed to the role of Director of
Information Insights at Logicalis UK. He will lead the organisation’s business unit strategy,
extending its portfolio of information insight consulting, solutions, and managed service
offerings such as the company’s Spatial Intelligence wireless and behavioural analytics
offering.
Charvet commented: “Trovus and Logicalis have partnered successfully for some time, giving
clients the benefits of both highly focused BI consultancy, and the ability to scale organisation
wide using Logicalis’ deep technical resources and global reach. The fit is a great one and
positions Logicalis perfectly between the pure consultancy firms and the specialist vendors.”
Trovus provides business insight solutions, professional services and managed services, and
helps organisations make available powerful and time-relevant insights for business users
across all major organisational functions - including finance and billing, business operations,
HR, sales and marketing. Its clients range from global businesses to regional market
specialists across a number of verticals, including professional services, financial services,
construction, technology, telecoms, healthcare and the public sector.
Charvet added: “This is a fast-moving market and our clients increasingly need access to
national and international services and expertise. We can now meet those needs, based on
one of the most comprehensive analytics offerings in the market.”
Acquisition
Logicalis UK acquires leading provider of analytics solutions.
Get to know us

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