The document discusses how businesses can leverage information and data analytics to gain insights and make better decisions. It notes that uncertainty is the new normal due to increased volatility and complexity. To capitalize on this complexity, organizations need creative leadership, reinvented customer relationships, and improved operating dexterity. The document advocates that businesses get closer to customers through collaboration and information sharing to better understand needs. It also promotes exploiting big data through analytics to deliver unprecedented customer service. Finally, the document outlines IBM's information and analytics solutions that can help organizations optimize decisions, forecast trends, and gain predictive insights.

1. CEO Forum: Lead Through Creativity
Pravin Patel
IBM Software Group BA ASEAN
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2. Uncertainty – The New Normal
Velocity and Volatility
The world has been transformed from a “Over 60% of Executives believe that when
series of loosely connected economies
with reasonably predictable flows the recovery takes hold, the heightened
between them to a complex web of uncertainty in the business will remain.”
relationships where the global impact
of local events is felt almost Duke University Business Outlook, September
instantaneously. 2009
Sense that volatility, uncertainty and risk are
going to be part of the new economic
landscape.
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3. Information is exploding.
In volume.
15 petabytes 200 billion 988 exabytes
Amount of new information being More than 200 billion emails Amount of digital information that will
generated every day, 8x more than the are sent every day. exist in 2010—equivalent to a stack
information in all U.S. libraries. of books from the sun to Pluto and
back.
30 billion $5.7 million
By 2010, up to 30 billion RFID tags For every 1,000 knowledge workers it
will be produced globally, embedded employs, a company loses $5.7 million
into products, pass-ports, buildings— annually in time wasted reformatting
even animals. information between applications.
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4. Standout organizations capitalize on complexity in three
ways
2010
Capitalizing on Complexity
Key Findings
Rapid escalation of complexity creates
need to:
Embody creative leadership
Reinvent customer relationships
Build operating dexterity
Business Imperative
• “Getting closer to customers” is the
single most important theme.
• Better understand customer needs
through collaboration and info sharing.
• Exploit the information explosion to
deliver unprecedented customer
service.
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5. Customer Analysis: Current State
Business Driver: The need to further understand the behavior,
Increase Revenue activities, location, affinities, (and more) of
your customers.
• Who are our customers?
• What’s their buying behavior?
• What are their product/channel/pricing affinities?
• When do customers respond to promotions?
• Which customer group offers the highest total and average revenue and
margin contribution?
• Which customers are most profitable?
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6. Customer Analysis: Current State
Increase Revenue
Channel Analysis
Business Driver: Customer Churn Analysis
Decrease Costs Marketing Program Analysis
Response Analysis
Cost to Serve Analysis
• What are our best performing channels?
• What is our customer churn?
– Product/service
– Geography
– Channel
– Demographics/psychographics
• What are our most effective promotions/programs?
• When and in what channel do customers respond to promotions?
• What are our service costs per channel? Per customer group?
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7. Less and less information is being effectively captured,
analyzed and made available to the people who need it
85% of CIOs do not
believe that their
information is well
managed
59% do not have
access to
information
across the value 70% do not get
chain that would predictions on
be most useful to future
them opportunities and
problems
Source: Information Management Online
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8. Customer Information lacking to support consistent &
shared view
42% of respondents did not share common view of the customer.
Yes through reports
Yes through manager/analyst
dashboards
Survey Response %
Yes through spreadsheets
No Common Shared Visibility is
Available
0 10 20 30 40 50
Source: Business Analytics Product Marketing global survey June 2010 with Marketing Line of Business
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9. Many of the key priorities for businesses
today are dependent on the ability to
deliver timely, trusted information.
Business challenges
Improve business processes
Respond quickly to business
change
Attract and retain new Be fast to market
customers with products
customers want
Expand current
customer
relationships Target markets
more effectively
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10. CIOs face a range of obstacles to delivering value from
business information.
Information pain points
Redundant data,
applications and Information locked in
No single view
infrastructure business silos and
of the customer
applications
Lack of trusted
information for
decision-making
High cost – up to
40% of IT budget
Can't deliver
information users
need in real time
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11. Three Questions that Drive Performance
FINANCE
MARKETING PRODUCT
DEVELOPMENT
How are we doing? Why?
What should
we be doing?
SALES OPERATIONS
CUSTOMER HR
SERVICE
IT
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12. How Answers are Often Found
INTERNAL DATA
HR
How are we
doing? How are we
doing?
CRM
ERP
Why? Why?
CEO FINANCE
EXTERNAL DATA
RETAIL
What should
What should we be doing? TBS/DLB
we be doing?
AC NEILSON
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13. IBM Information On Demand solutions offer end-to-end
information infrastructure capabilities for executing your
information agenda.
Financial
Workforce Dynamic
Risk Insight
Customer & Product Optimization Supply Chain
Multi-Channel
Profitability Business Optimization Marketing
Better Business
Outcomes
Plan, understand and optimize
business performance
End-to-End Establish and maintain an
accurate, trusted view of
Capabilities information
Flexible Architecture for Leveraging Existing Investments
Other
Manage information over
Information
its lifetime and as part of
Sources
processes
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14. Delivering business objectives with IBM Business Analytics
How are we doing? Why? What should we
be doing?
COMPLETE MANAGEMENT VIEW OF THE BUSINESS
Advanced
Scorecarding Reporting Predictive Planning, Budgeting
& Dashboarding & Analysis Analytics & Forecasting
ONE PLATFORM ALL DATA SOURCES
OPS PLM SALES WMS SCM CRM ERP
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15. IBM Cognos Analytic Applications
Common Decision-Making Model Open, Enterprise Platform Source System
Seamless Business Intelligence Analytics Drill Through Packaged Reporting & Analysis
What’s Included? Financial Analytics Sales Analytics
Ledger Pipeline Performance
Generated Data Repository
Payables Sales force Performance
Over 43,000 Objects including Receivables Sales Segmentation
250+ Dimensions Cash Management Customer Relations
850+ Metrics Customer/Vendor Risk Pricing and Program Analytics
230+ Defined Calculations
1000+ Report Permutations Workforce Analytics Procurement Analytics
Talent Development Spend Analysis
Adaptive Framework
Talent Management Vendor Analysis
Unlimited Extensions
Delivered ERP extraction
Talent Retention Contract Management
Unlimited Data Sources Workforce Strength Operational Efficiency
Compensation
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16. The Final Step in the Customer
Insight Continuum
What is likely to happen?
There are times when only predictive analytics can deliver the
kinds of insights needed to answer key customer-related
questions:
How do I reduce churn and retain my most loyal customers to
maximize profitability?
Which factors are most likely to drive customers to choose my
product vs. the competitor’s?
Which offers will my customers most likely respond to?
Which channels are most effective for my different customer
segments?
Predictive Analytics - IBM SPSS Customer Intimacy
Flu/OJ Beer/Nappy’s
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17. Information led business optimization applies extensive capabilities across the
organisation to turn raw data and information into decision-driving wisdom.
How can we achieve the best outcome including
Stochastic Optimization
the effects of variability?
Degree of impact on organisation performance
Prescriptive
Optimization How can we achieve the best outcome?
Predictive modeling What will happen next if ?
Forecasting What if these trends continue? Predictive
Simulation What could happen…. ?
Alerts What actions are needed?
Query/drill down What exactly is the problem?
Descriptive
Ad hoc reporting How many, how often, where?
Standard Reporting What happened?
Degree of Implementation Complexity
Adopted from: Competing on Analytics, Davenport and Harris, 2007
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18. ASEAN Clients in 2009
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19. ASEAN Clients 1H 2010
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20. How Do you Get Started…………
Industry out-performers are 8
times more likely to pursue
Information Agenda
information-led transformation
BAO Strategy Services
at an enterprise level than
industry under-performers Plan an
information
agenda
Apply business
Establish a analytics to
flexible optimize
information decisions
platform
BI/Performance Management;
IOD Software & Solutions
Advanced Analytic &
Information Infrastructure
Optimization Services
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21. Drive Smarter Business Outcomes With IBM Business
Analytics
Call To Action
Leverage Information for Smarter Business Outcomes
Create Your Information Agenda Now
Let IBM Help Accelerate Your Journey with a 1 Day
“Discovery Workshop”
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