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PWC presentation at the Chief Analytics Officer Forum East Coast USA

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Welcome to the Chief Analytics Officer Forum East Coast

In partnership with the global Chief Data Officer Forum series, The Chief Analytics Officer Forum is the premier event for CAOs and senior analytics professionals, providing top-level strategic advice and discussion. The CAO Forum brings the senior analytics community together to discuss the most critical data and analytics challenges faced by their organisations and the wider industry as a whole.

As businesses expand their executive teams with new C-level titles and place data at the centre of their strategic journey, the desire to change that data in to a strategic asset is growing – enter the Chief Analytics Officer. It is the CAO’s role to create real business value through data analytics and promote the company’s data-driven culture and it is predicted that within 5 years the Chief Analytics Officer will be one of the most strategic roles within any organisation. At the CAO Forum, we bring together CAOs and analytics thought leaders to address challenges and solutions specific to their unique and evolving role.

300 CAOs and VP-Level analytics executives from all over the region will meet in New York to examine the role of the CAO in more detail than ever before and discuss strategies for deriving real actionable and strategic benefits through analytics.

http://www.chiefanalyticsofficerforum.com/

http://coriniumintelligence.com/


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PWC presentation at the Chief Analytics Officer Forum East Coast USA

  1. 1. Unlock data possibilities Data and Analytics: Creating or Destroying Shareholder Value? Paul Blase Global & US Consulting Data and Analytics Leader
  2. 2. PwC Do you have any regrets about Big Decisions you’ve made? 2
  3. 3. PwC Big decision … 3 “Guitar groups are on the way out.” Dick Rowe, Decca Records executive, 1962
  4. 4. PwC Really? 4
  5. 5. PwC Decision redemption 5
  6. 6. PwC What will you do differently? 7 4 V’s of Data 10,000 Brains Anywhere, Anytime Show Me a Picture, Please To Trust or Not to Trust
  7. 7. PwC Big ambivalence … 7 Science: Analytics & Data “We are now able to get responses back from the technologies in a fraction of the time, and over a large dataset.” Executive from Western Union Art: Experience & Advice “… Another part is management intuition based on market insight, feet on the street, which the data may not tell you.” Executive from Western Union Is there a better way to combine Art & Science in Decision Making?
  8. 8. PwC Data-driven decision making is still a new frontier of competitive advantage… PwC’s Global Data & Analytics Survey 2014: Big Decisions™ ® • Big decisions have a big impact on future profitability; the majority of respondents (59%) in our survey pegged their next big decision at a value of $100 million or more • More big decisions are made opportunistically (67%) than deliberately (33%) • Almost 50% of companies expect to make Big Decisions monthly or more frequently in the next 12 months • The majority of executives 62% rely more on experience and advice than data to make business-defining choices. • 4 of the top 5 barriers to getting more value from data and analytics are behavior and skill related (limited benefit to role, senior management lacks skills, assessing which data is useful, communicating insights) 1,135 senior executives interviewed from across the world representing a total of 18 industries where majority (74%) of companies reported annual revenues last year of at least $1bn Highly data-driven companies are three times more likely to report significant improvement in decision making, but only 1 in 3 executives say their organization is highly data-driven. Source: PwC’s Global Data & Analytics Survey: Big Decisions™ ®
  9. 9. PwC The technology is advancing rapidly and is ready… 10 Machine Learning IoT/Sensors Simulation/ Gaming Advanced Visualization When will you be ready? Man + Machine New Value
  10. 10. PwC Machine Learning 13 83% - Sports Car 12% - Sedan 5% - Coupe 1. Image Source: Lee, Grosse, Ranganath, and Ng. "Convolutional Deep Belief Networks for Scalable Unsupervised Learning of Hierarchical Representations." (2009) 1 How would you benefit from better informed design choices?
  11. 11. PwC IoT/Sensors What would you connect with instant access to millions of sensors?
  12. 12. PwC Simulation/Gaming 13 How should you alter your strategy to more effectively align with market demographics and exploit new opportunities?
  13. 13. PwC Advanced Visualization 13 Is there a better way to see how your business is performing?
  14. 14. PwC Framework for unlocking data possibilities 16 @ Discovery: Discover value in your internal and external data Insights: Apply analytic techniques on internal and external data for tailored, value-creating insights that you can trust Actions: Make decisions; deliver quick wins; build operational capabilities to enhance products and services Outcomes: Test and learn; link insights and actions to financial and operational metrics; enhance shareholder value
  15. 15. PwC 13 What is the group’s role in creating value? Centralized vs. Decentralized? Basic vs. Advanced Applications? Business vs. IT? Performance Metrics & Incentives? Data and Analytics Operating Models
  16. 16. PwC 13 The operating model leaders choose can determine whether shareholder value is created or destroyed • The Information Enabler Model • The Functional Model • The Performance Optimizer Model • The New Value Creator Model Data and Analytics Operating Models
  17. 17. PwC Key takeaways 17 Are you targeting value at the right level? Adopt mindset of shareholder value creation. What changes are needed to convert insights to outcomes? For your organization to win … What is the risk of delay? Decisions have a big impact on future profitability. What operating model will deliver on your objectives? A robust operating model is critical.
  18. 18. Thank you Paul Blase Global and US Data and Analytics Consulting Leader, PwC paul.blase@pwc.com © 2015 PwC. All rights reserved. PwC refers to the US member firm or one of its subsidiaries or affiliates, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details.

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