It seems the world is all fascinated with amazing insight from Big Data... but we all know what really matters is the VALUE unlocked from those insights...
Too often we assume that smart people will know what to do if the Masters of Data Science unloads new wisdom on the business. The reality is we have to empower the ultimate people who have to act on these new insights with processes and business levers that also smarter.
In this presentation, we explore what is the difference between insight and value... the difference between a finding that is interesting, and a finding that has impact.
The presentation captures a career of learnings in Big Data and Advanced Analytics as the Lead Partner who established and led Deloitte's Advanced Analytics practice in WA
1. Moving Big Data to Big Value
Crossing the last mile
May 2015
+61406313111 / @coertdup
UWA – Institute of Advanced Studies
Presented by
Coert du Plessis, Advanced Analytics Lead Partner (WA) Deloitte
2. The average Big Data talk in 30 seconds
… and the effort curve (x-axis)
27. Because somehow we expect smart people “will just know”
what to do with the new, uncommon insights….
… yet, the new custodians of these insights are only armed
with the same old processes and the usual “levers” they
had before… stuck!
…unless we also “inside-out” redesign the levers and
processes to act and empower the new insight custodians.
28. How do you become and Insight Driven
Organisation?
29. • What are the analysis options?
• Which options should we select and why? How Many iterations?
• What data and analytics tools and technologies are currently in-use?
• What platforms can be shared or scaled? What can we rent aaS?
• Who are the teams currently delivering insights?
• What kinds of skillsets are required? Do we have a purple person?
• What datasets linked to value are readily available?
• How can we iterative build the foundational data stores?
• What services are required / available to solve problems?
• How do people access and use these services?
• What are the pressing business questions for Research,, Corporate and Execs?
• What is the link to value?
• What are the myths?
Supporting Capabilities
• What visualisations and user interfaces are required to enable the end user to perform
their own analysis and access the data and insights in an intuitive manner?
Services
Visualisation and
Reporting
Technology
Data
People
Processes
BusinessValue
Insight Platform
Insight Centre
Decision Makers
You need a service and operating model
30. You need Insights centre
Centralised,
De-centralised and
Center led models all work
33. You need to change Mind-Set
Creating the shift from “gut feel” to insight driven decision
making is critical to embedding the change
Democratization of access and action on data
Culture of crunchy questions
Do you think or do you know?
34. A personal example of Big Data impact …
Project 67
A personal side-project
Project 67 is a “Stream Analytics” decision engine with an
embedded annealing intelligence with deep error identification
algorithms, performance optimisation engine, impact simulation
engine and decision making system that automatically updates the
network for low risk items; flags high risk items for human review.
35. Project 67 is about making human work meaningful
Moore’s law “applies” to
communications network
management…
Exponential complexity growth.
36. A current example of impact… Project 67
• ~100,000+ Cells
• ~7000 Counters / Cell/ 15 min
• Millions of user events / min
• Thousands of alarms / day
• Thousands of configuration changes / day
BOTTOM LINE:
>15TB of data every hour and growing. Only a fraction processed, mostly by Humans
41. … so what?
Moving Big Data to Big Value means…
1. Plan for the whole journey – aim for impact, not just insight
2. Uncommon wisdom and insight cannot be managed with the same processes as the
“old’ knowledge; Think Inside-Out data driven transformation
3. Be ready to be proven wrong… by yourself. Knowing is a double edged sword as you
measure each step, and being wrong is part of the journey to an insight driven
organisation
4. … and the move to value can only flourish with courageous leadership from the top