Learn how you can translate your Big Data insights into action by leveraging a "Crosshairs" solution, powered by ClearPoint Strategy. This solution can help you focus on the objective at hand so you can effectively hit your target without having to wait for long IT development cycles or complex technical implementation projects.

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Translating Big Data Insight into Action
Managing Innovation in Your Enterprise
Stephen Stone
Vice President
Financial Management

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© 2015 Method360, Inc. All rights reserved.2
Method360COMPANY OVERVIEWAbout Us
Leading Information Technology Consulting
Services Company
• Headquartered in San Francisco, CA
Local offices in San Diego, Chicago, Dallas,
Pittsburgh, and Calgary
• Celebrating Our 15th Year of Operations
• 100+ Employees Throughout the US
• Focus on Data, Analytics and Quality
Assurance
• Strong Emphasis on Consultant Quality and
Client Relationship
• Onsite, Offsite and Nearshore Capabilities
• Certified SAP Services Partner

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Method360TRANSLATING INSIGHT TO ACTIONAbout the Presenter
Steve Stone
VP, Financial Management
Method360 Inc.
Connect with me on LinkedIn:
linkedin.com/in/stephenstoneusna89
Steve is responsible for driving Method360’s Financial Management
practice. He has over 25-years of operational experience in a diverse
set of public and private sector organizations.
Prior to Method360, Steve held several positions with Capgemini,
Column5 Consulting, and PwC.

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Method360Session Overview
We will focus on the following:
• Discuss ‘competitive advantage’ and its focus within Big Data programs
• Review key stakeholders and their concerns
• Place Big Data programs within the context of a ‘change cycle’
• Identify key challenges impacting value creation and innovation
• Introduce our ‘Crosshairs’ offering framework and its application
• Live walkthrough of key features within ClearPoint Strategy solution
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Method360
Customer Circle
What value
does the
customer
SEEK?
Company Circle
What value does
the customer
perceive in OUR
offering?
TRANSLATING INSIGHT TO ACTIONFocusing on Creating
Competitive Advantage
A
Competition Circle
What value does the
customer perceive in
THEIR offering?
Source: Professor Joe Urbany, University of Notre Dame
CB
E
FD
G

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Method360TRANSLATING INSIGHT TO ACTION

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Method360TRANSLATING INSIGHT TO ACTIONKey Stakeholders &
Their Concerns
Finance
• 50% of CFOs recognize that Big
Data could have as huge an
impact as the ‘Internet’ *
• The Balance Sheet is enough
• How can Finance be relevant?
• When will this initiative impact
the bottom-line?
• View IT as a service or utility
which clearly positions CIO as
someone who ensures such a
service is always available *
Can we see a clear
ROI?
Can we meet Business
User needs?
IT
• 50% of CIOs recognize that Big
Data could have as huge an
impact as the ‘Internet’ *
• 23% of CIOs say that IT grows
the business and only 18% think
that’s how their CFO sees it –
Actually 2X CFOs agree *
• Is IT fully engaged in the
strategic direction of the
organization?
• Will stored data be utilized?
Business Leaders
• We need it to remain
competitive in the marketplace
• Need greater access to
relevant information
• Require experimentation to
discover needs, expose
variability, and improve
performance
• Metrics are inconsistent across
divisions & product lines – Hard
to understand ‘big picture’
Are my competitors
outpacing me?
* Source: 2013 Computer Sciences Corporation

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Method360State of Business Analytics
Time, Effort, Integrity
0% 20% 40% 60% 80% 100%
Takes too long
Labor-intensive
Data integrity/accuracy/reliability issues
Calculations are difficult to audit
Limited communication/collaboration
Functionality doesn't meet enough of my…
Difficult to make changes
Limited ownership/accountability
End result is often already out of date
Not integrated with performance reporting…
All other responses
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Method360Historical Enterprise Landscape
Manual, Siloed, Error Prone
Executives Finance Sales Ops
Plans Models Dashboards ReportsForecast
s
TRANSLATING INSIGHT TO ACTION

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Method360TRANSLATING INSIGHT TO ACTION

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Method360TRANSLATING INSIGHT TO ACTIONAn ‘Infospace’ – Defining
Information as an Asset
Financial & Regulatory
Customer
Market Channels
Products & Services
Processes
Assets
Macro & Micro Drivers
Geospatial (Infospace)
Brand
When speaking of YOUR
Company, how do you
conceptually visualize the
organizational entity as an
informational construct?
Layers or elements required to
describe the InfoSpace
<or>
To support its analysis and
understanding
Infospace

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Method360TRANSLATING INSIGHT TO ACTIONAn ‘Infospace’ – Applying
Information as an Asset
Financial & Regulatory
Customer
Market Channels
Products & Services
Processes
Assets
Macro & Micro Drivers
Geospatial (Infospace)
Brand
Infospace
Observing, Orienting, Analyzing,
and Deciding how to respond to
business challenges…
 Risks related to resource allocation decisions
 Material adverse impact due to a decline in the
Semiconductor industry or overall World economic
conditions
 Changes affecting key Customers
 Risks associated with rapid technological change
 Product concentration or lack of Product revenue
diversification
 Negative effects of strategic alliances or Customer
consolidations
 Dependence on a limited number of key Suppliers
and Outsource Providers
 Covenant restrictions associated with credit
agreements limiting business operations
 Determining impairments to goodwill or long-lived
assets
… and executing as an Enterprise

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Method360
Infospace Awareness
• Strategy/Roadmap
• Definition
• Governance
• Stewardship
• Security
• Construct
• Effective Employment
• User Ecosystem
• The Grid
• Change Management
• Training/Learning
Infospace Dominance
• Collaborative situation
assessment
• Defined scenario plays
• Situation projection
• Distributed, collaborative
processing
• Response projection
• Shared, distributed
collaborative planning
• Enterprise status &
execution management
• Automatic adaptive
information conditioning
• Knowledge-based access &
retrieval
• Massive, distributed
information management
• Automated Grid
management & service
extension
Infospace Knowledge
• Assess Progress/Refine
• Tailor to Business Model
• Governance integrated into
strategic planning
• Stewardship integrated into
functional missions
• Security – Flexible,
adaptive access controls
• Effective Employment –
Common understanding &
representation
• User Ecosystem – Support
simultaneous coordinated
operations
• The Grid – Universal
services, distributed support,
assurance of service
• Scenario definition &
embedded training
TRANSLATING INSIGHT TO ACTIONAn ‘Infospace’ – Creating
Competitive Advantage
Developing Maturity as a ‘Learning’ Organization

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Method360TRANSLATING INSIGHT TO ACTIONAn ‘Infospace’ – Foundation
for Creating Value
Effective Employment
Strategy Policy Scenarios
Planning Execution Review
Grid
Architecture
Governance / Stewardship
Quality Controls & Assurance
Security
Acquisition & Retention
Cleansing/
Enrichment
Characterization/
Attribution
Provision/
Integration
Infospace ‘Awareness’
Definition Access Integration
Directional Automated Tailored
How to enable New Capabilities to respond
to opportunities in Marketplace?
How to create Competitive Differentiation?

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Method360TRANSLATING INSIGHT TO ACTIONChange within Your Infospace -
Business Cadence Cycles
Board HQ PlantSupplier Market
Note: Manufacturing Plants – Weekly operations planning based upon orders.
New & Evolving Practice

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Method360External Global Market
Complexities
800 million
smart meters
by 2020
(200 million in
2015)
Apple Users
Download
48,000 apps
every minute
1015M units
of GPS
enabled
devices sold
annually
4.55 billion
camera
phones
world wide
$8.89B
RFID global
market
($6.96B in
2012)
Twitter
Users tweet
277,000
times
Facebook
Users share
2.60B pieces
of content
per minute
Amazon
makes
$83,000 in
online sales
per minute
90%
Of world’s data
created in last two
years
The propensity for getting caught in ‘analysis paralysis’ mode only
increases as organizations mature in their ability to analyze greater
volumes and types of information available.
TRANSLATING INSIGHT TO ACTION

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Method360Big Data Challenges
Right ActionAll Relevant Data Quick Insight
ERP
Scenario 1
Scenario 2
Scenario 3
CRM
MES
• Cost to store vs. cost to
process data considerations
• Diversity of data formats
makes it difficult to analyze
• Data quality, classification,
and stewardship required to
manage information as an
enterprise asset
• Pressure to gain insight
quickly from data
• Need to have disparate
technologies interoperate
across enterprise
• Requires analysis skills
usually specialized or gain
through experience
• Determine the right action
among many valuable
insights across three V’s
and technology is difficult
• Identifying decision owner
• Ability to monitor and
differentiate results from
background of driver noise
Challenges
TRANSLATING INSIGHT TO ACTION

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Method360TRANSLATING INSIGHT TO ACTIONThe ‘Unknown’ – a New
Paradigm in Decision Making
In considering John Boyd’s decision model, how does the organization achieve an
‘aligned’ and ‘consistent’ perspective when responding to new events or insights? How
efficient and effective is the enterprise’s orientation to secure new opportunities?

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Method360TRANSLATING INSIGHT TO ACTIONDiscovery Takes Time ―
Innovation is a Race
• 1809 > The first successful attempt at creating an electric arc light
• 1850 > British inventor, Joseph Swan, began experimenting with
incandescent lights, using carbonized paper filaments. Obtained a
patent in 1860 and another in 1878
• Late 1870s > Many inventors in the late 1870s tried, and failed, to
develop a bulb that would produce a weaker, but still usable light.
• Edison and his associates tried more than 3,000 different theories
for creating a high-resistance element that would significantly lower
the amount of electrical power required.
• 1879 > He finally succeeded in creating a high-resistance filament,
using platinum, but it only burned for a few hours.
• Late 1880s > he had a marketable 16-watt bulb that would burn for
1,500 hours.
Identified
Use Case
3,000
hypothesis
6,000 practical
tests
1 commercially
viable bulb
“Hell, there are no rules
here – we’re trying to
accomplish something.”

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Method360TRANSLATING INSIGHT TO ACTIONCreating Your ‘Discovery’
Environment
BU LeadersExecutives Functional
Leads
Business
Analyst
Business
Hypothesis
Relevant Data
Analysis Plan
Implementation
Insights &
Process Review
Project
Initiation
Requirement
Definition
Test Construct Design
Solution
Release
Enhancement
Maintenance
Visualization
Layer
Analytical
Engine
Discovery
Note: Assumption that this process is similar to Your SDLC Process
Driving Innovation in
Your ‘Infospace’
Business User Community
Accelerate transformation:
Discovery  Insight  Innovation
1
2
3
4
5
4–6WeekCycle
* Hosted
Environment
Innovation
* Hosted or on premise Infrastructure

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Method360TRANSLATING INSIGHT TO ACTIONEstablishing an ‘Infospace’ &
‘Discovery’ Cycle
Infospace
• Understand & Align with your Company’s current BI
& Analytics Objectives
• Define Vision & Roadmap
Governance
Architecture
Capabilities
• Enable/Refine Data Lineage & Stewardship
• Enable/Refine Data Quality
• Establish/Refine Data Dictionary
• Establish/Refine Data Glossary
• Enable/Refine Infospace layers
Discovery Cycle
• Understand & Align with your Company’s BI &
Analytic Goals
• Design Discovery process to align to IT’s SDLC
intake processes
• Understand your standards
• Work with your team to complete following tasks:
Define business hypothesis
Provision ‘Discovery‘ environment
Identify relevant data sets
Develop analysis plan
Review results for insights
Package results for SDLC intake

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Method360TRANSLATING INSIGHT TO ACTIONMethod360’s “Crosshairs” –
Enabling Visibility & Governance
Traditional Enterprise Performance Management
Enabling Discovery-Innovation Cycle with “Crosshairs”
Scorecard
Objectives
KPIs Initiatives
• Have one version of the truth
• Quickly capture business
insights and track progress
• Capture quantitative and
qualitative data with relevant
analysis
• Communicate cause-and-effect
linkages
Business Hypothesis
Goals
Validation Actions
• Maintain one version of the truth
• Enable Discovery-Innovation cycle
• Create visibility and buy-in to Big
Data program
• Integrate with Company’s existing
EPM programs on one platform
• A business driven solution

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Walkthrough of ClearPoint Strategy Solution
Powering Method360’s Crosshairs Offering
https://app.clearpointstrategy.com/login/

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Method360Key Takeaways/Best Practices
From this session your key takeaways should be:
• Big Data has the potential to help companies improve operations and make faster, more
intelligent decisions.
• The goal is to quickly derive valuable insight to make faster, more intelligent decisions,
providing organizations with a “competitive edge”
• Two obstacles stand in the pathway to success:
Data must be captured, formatted, manipulated, stored, and analyzed to gain useful insight,
as an informational asset
Insights must be put into action through efficient and effective planning, execution, and
monitoring programs – a ‘Discovery-Innovation’ cycle
• Method360’s Crosshairs can help clients capture their Big Data insights, develop change
initiatives and projects, and focus efforts from Discovery through Innovation change
• We can deploy Crosshairs in weeks, putting you in the driver seat within 90-days
TRANSLATING INSIGHT TO ACTION

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Method360Questions TRANSLATING INSIGHT TO ACTION

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Method360More Webinars…
Check out our YouTube channel to view more webinars on-demand
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Method360Contact Information
PR ESEN TER SA LES
SALES & MARKETING
GREG CLARKE
714.380.2753
gclarke@method360.com
FINANCIAL MANAGEMENT
STEPHEN STONE
408.206.2830
sstone@method360.com
TRANSLATING INSIGHT TO ACTION

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Method360TRANSLATING INSIGHT TO ACTIONThank You
E N D - T O - E N D S E R V I C E S . H I G H V A L U E S O L U T I O N S .
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