2. The Global CxO Studies are part of our C-suite study series encompassing interviews with over 13,000 C-suite executives IBM Institute for Business Value ’ 04- ’ 05 ’ 08- ’ 09 ’ 06- ’ 07 ’ 10- ’ 11 Late 2011 Release CSCO CEO CFO CHRO CMO CIO
3. Standout CEOs understand the need to capitalize on complexity in 3 ways Embrace ambiguity Take risks that disrupt legacy business models Leapfrog beyond “tried-and-true” management styles Honor your customers above all else Use two-way communications to sync with customers Profit from the information explosion Simplify whenever possible Manage systemic complexity Promote a mindset of being fast and flexible Be “glocal” Source: IBM CEO Study 2010 1,541 CEO interviews
4. CEO focus over the next 5 years Source: 2010 CEO Study Q13: “Which of the following dimensions will you focus on more to realize your strategy in the new economic environment over the next 5 years?” (n=1,523); 2011 CIO Study, Q13: “Where will you focus IT to help your organization ’s strategy over the next 3 to 5 years?” (n=3,018) CIO focus over the next 5 years IBM Institute for Business Value CEOs and CIOs are both highly focused on insights, clients and people skills “ Business Intelligence will provide information to the company that no one in the industry has ever seen, and will open up opportunities that were not previously considered. ” Utilities CIO, USA 3000+ CIO interviews
5. According to the 2010 CFO Study: Capabilities required to be successful while addressing the Broader Enterprise Focused Role of Finance are… Source: IBM Institute for Business Value, The Global CFO Study 2010 Finance Efficiency Business Insight Demands on Finance Help drive enterprise cost reduction Support risk management Partner in strategy and value creation Improve access to and reduce cost of capital Provide performance insight and anticipate Finance Capabilities Needed 1,917 CFO interviews
6. What are CMOs saying... Innovators. This minority of CMOs will be championing a fully integrated approach to marketing that leverages cross-functional relationships and insights to engage customers, create perceived value, and generate a positive response to the brand and its proposition. Recognizing that dynamics such as social media have both a direct and an indirect impact on many of their marketing decisions, these CMOs will aggressively track and evaluate data from digital means to inform their “4P” decisions. The initial results of the survey suggest CMOs are following two distinct paths: Source: 2011, Today’s CMO: Innovating or following? IBM Institute for Business Value in cooperation with The Economist Intelligence Unit Adopters These CMOs (a majority) are not yet on the leading edge to leverage new dynamics in marketing strategy. While well aware of new market dynamics in a broad sense, they could struggle with issues of execution. Lacking data, insights or other resources available to Innovators, Adopters may find it more difficult to craft proactively a fully integrated marketing approach. In the process, Adopters could gravitate (or be pushed) toward an increasingly narrow sphere of influence—most likely focusing primarily on only two of the 4Ps: Promotion and Product.
7. We have heard the voice of the CxO… … now let’s hear the voice of the customer
8. The fundamental rules of doing business are changing because of the disruptions caused by new consumer realities
9. The consumer reality has created an EXPECTATION economy characterized by instantaneity, the ‘AGE Of NOW’ FREE AlwaysON Networked Share of Time Loyalty is Dead Transparency Tyranny Less is More
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11. FREE is the future of business Consumers increasingly expect and want complimentary” services for giving business to firms Banks needs to have clarity on their business model by adopting innovative cross-subsidized business models Advertising, sale of info, eyeballs, fees from new services Premium users pay more not less for true transparent differentiation Standard users provide mass base Beyond just lock-ins Quantify continuous value delivered Shift in Burden Shift in Level of Service/Access Shift in Time
12. … will make most of its money from innovative cross-subsidized pricing models that deliver key services for free The Marketeers of the future…
13. TRANSPARENCY TYRANNY Consumers are more informed than ever before and able to evaluate every aspect of their purchase decision… Firms are turning transparency into an advantage – by being transparent about their offers v/s competition, cutting down evaluation time and saving time. Today’s consumers have more info at their fingertip Data is available on anything & everything Progressive, a key player in the insurance industry, openly compares its rates against other insurers mySupermarket, a neutral service provider, provides price comparisons across major supermarkets
14. TRANSPARENCY TYRANNY When data is available on anything & everything, it is futile to keep info hidden Transparency will become the competitive differentiator that drives trust … consumers will perceive such businesses to be transparent in other areas as well SingTel, has become the first Telco in Asia to unveil the average access speeds of its mobile broadband services vs its own claims CSL Telecom , engages its customers effectively online with the One2free Facebook page
15. … will try to build an emotional quotient with the customer for being transparent with the customer on the competitive value delivered The Marketeers of the future…
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17. … will define loyalty as something they create – by delivering a series of supremely differentiated customer experiences at every moment of truth The Marketeers of the future…
18. NETWORKED Consumers are embracing social networks as part of their digital lifestyle, and increasingly, trust networks and not brands While firms are starting to use ‘social media’ tactically as yet another vehicle to reach customers... … there are those who are building businesses around social networks, in the way they want to be engaged… 770K + Gap Facebook fans 100K tweets make Gap revert the logo back Collaborative Consumption A web-based swap meet for books, CDs, DVDs and video games Yet larger % of marketing dollars are still spent on advertising Social Insurance company leverages on communities to reduce premiums by up to 70% less than competitors … which make a big difference. 70% That trust extends to product preferences… 92% They trust other consumers like themselves. 90% People don’t trust advertising. 86% Source: GFK,/Roper, 2006 Source: The Nielson Company, 2009 Source: The Nielson Company, 2009 Source: The Nielson Company, 2009
19. NETWORKED Each day, offers for sale a deep-discount coupon from a business in your town. The coupons aren’t actually distributed until a critical mass of people (say 50) have clicked “Buy.” The Gripe app lets consumers post complaints about a business and warns businesses of each complainer's social media influence. Collaborative consumption… Reactive community engagement…. … proactive models New business models are emerging, focusing on…
20. … will have a marketing strategy driven almost entirely around a true community based engagement model focused on collaborative consumption The Marketeers of the future…
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22. ALWAYS ON Technology has transformed consumers’ digital lifestyle... they are plugged in 24/7 ! Firms need to find a way to become more instant than their customers are, by offering real-time products, services and experiences. --- I want it ‘HERE & NOW’ --- INSTANT is the name of the game Hindsight …. so yesterday! Insight …. need of the hour! Foresight …. leads to impacting results! Perpetual beta…. Being 80% right and getting it done!
23. … will shift its customer emphasis from understanding the past to predicting the future and reacting in the present to deliver real-time products, services and experiences The Marketeers of the future…
24. SHARE OF TIME 1998 2005 TODAY What is the most valuable piece of real estate in the world? Window to the world…
25. Facebook ad Revenue jumps by 1000% and is estimated to be $1.8 Bn, targeted to touch $2 Bn in 2011 and is fast poised to catch up with SHARE OF TIME The marketer who owns the customer’s time , owns the customer and hence his wallet ! Marketers need to shift their focus from share of wallet to share of time Today consumers have more money but less time; Today’s currency is time Apple uses the APP Store to get share of time of customers, and then share of wallet The 3rd largest populated ‘territory’ Mastered the art of creating an emotional asset through friends, their photos, status messages, emotional wall posts and relationship status. Research findings predict that Apple's app-related revenue in 2011 will be $2.9 billion vs. $1.8 billion last year.
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27. … will value share of time more than share of wallet… and use every opportunity to translate share of time to monetized opportunities and happily engaged customers The Marketeers of the future…
28. LESS IS MORE Consumers seek simplicity and want firms to remove barriers between them and what they want Choice is exploding for all consumers; Paradox of Choice : consumers are moving from ‘not enough’ to ‘too many’ More choices More is actually less… … and less is MORE. ? Postponement of decision making escalation of expectations for the perfect products more dissatisfaction from making the wrong choice
29. LESS IS MORE Consumers seek simplicity and want firms to remove barriers between them and what they want Choice is exploding for all consumers; Paradox of Choice : consumers are moving from ‘not enough’ to ‘too many ’ More choices Postponement of decision making escalation of expectations for the perfect products more dissatisfaction from making the wrong choice From more choices to… less choices that each make more sense
30. … will spend inordinate amount of time on making things simple for their customers and removing the barriers between them and what they want The Marketeers of the future…
31. As Consumers , it is easy to relate to these trends and react positively… As Business Managers , how can we stop going back to our old ways of doing things?
32. … will need to leverage the data it already has in each of these areas! The Marketeers of the future…
33. Volume Every day, 15 petabytes of new information are being generated. Data volume are expected to double every 2 years. Velocity CEOs are emphasizing the need to make faster and smarter decisions to reducing risk and enhance competitive advantages Variety 80% of new data growth is from non-relational and non traditional data types like emails, documents, RFID feeds, multimedia etc In fact, there’s been an explosion of data!
34. … . will have learnt to profit from the explosion in data The Marketeers of the future…
35. New technologies are emerging... … changing the way we handle the explosion of data … changing the way we handle the dynamic consumer landscape
36. Extreme Innovations in Technology Stream Computing / Data in Motion Massively Parallel Processing driven by appliances Unstructured Data
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38. Continuous Ingestion Continuous Queries /Analytics on data in motion Stream Computing: A new paradigm for ultra low latency and high throughput in-motion analytics
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42. WATSON is IBM’s next generation computing system designed to rival a human’s ability to answer questions posed in natural language with speed, accuracy and confidence DeepQA is the technology behind Watson: Massively Parallel Probabilistic Evidence-Based Architecture DeepQA generates and scores many hypotheses using an extensible collection of Natural Language Processing , Machine Learning and Reasoning Algorithms. These gather and weigh evidence over both unstructured and structured content to determine the answer with the best confidence.
43. WATSON is more than a search engine – it provides high confidence expert answers to natural queries In using a search engine, the decision maker is still required to parse through the search results to find his answers On the other hand, WATSON operates like an expert: it works to understand the question, and provides an exact answer with some level of confidence attached Using a Search Engine Talking to an ‘Expert’ Decision Maker Search Engine Finds Documents containing Keywords Delivers Documents based on Popularity Has Question Distills to 2-3 Keywords Reads Documents, Finds Answers Finds & Analyzes Evidence Expert Understands Question Produces Possible Answers & Evidence Delivers Response, Evidence & Confidence Analyzes Evidence, Computes Confidence Asks NL Question Considers Answer & Evidence Decision Maker
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45. From battling humans at Jeopardy! to transforming business To compete at Jeopardy!, humans and computers need to: Tap into a broad, open domain of clues Do all of that in under three seconds Be highly precise at finding the answer and put a confidence behind that answer Parse complex human language Watson-like capabilities can now be applied to your business: Manage massive amounts of data from business operations and an instrumented world Do it at the speed of business, in real time Have a high level of confidence in analytics to make key business decisions Deal with structured and unstructured data to gain meaningful insight into your business
46. The core technologies behind WATSON are already available and can help enterprises in many different ways Natural language recognition to understand the original customer questions and answers Voice Recognition to allow a non text interface Ability to provide “reasoning” when feeding back recommendations Optimized workload to allow massively parallel searches to be handled quickly & efficiently Free text Analysis of structured and unstructured data to aggregate the available social media and review sites Location services to narrow down customer feedback to like customer segments Machine learning to continuously improve the accuracy and relevance of recommendations from customer to customer Social Media Analytics and semantic frameworks to extract the meaningful reviews and feedback from the vast arrays of available information
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Hinweis der Redaktion
A key question to ask is … If Core Finance itself is not running effectively… how can Finance possibly be expected to meet the demands, and help the rest of the enterprise anticipate and respond with accuracy ,speed and agility to an uncertain, volatile and rapidly changing environment? How can finance help the enterprise shape it’s environment – a key factor in creating a competitive advantage? Finance needs to have strong capabilities in two areas in order to support a broader enterprise focused role for Finance. 1. Finance Efficiency – internal finance operations running well, with strong adherence to process and data standards, good governance, controls - optimized, not inhibited day by day by the tactical tasks of paying the bills, closing the books and producing financial results.. Instead, Finance should be running these functions optimally, and producing business insights on a daily basis through: operational reporting, such as DSO, aging reports, monitoring the supply chain to flag potential spend and fraud issues, monitoring T&E reimbursements for employee fraud 2. Business Insight – mature business analytical skills from the very basic, - such as operational planning and reporting capabilities needed to prepare, execute and adjust the financial performance goals of the company. To the more sophisticated - multi-dimensional profitability analysis, scenario planning, and even event, behavioral and risk based predictive analytics Finance is uniquely positioned as a hub, where the convergence of financial, operational and risk information come together. Finance is in the position, therefore, to be able to put all this together, analyze it and work with the business to interpret and take action on it. <<END>>
Key findings
My Super Market with Syntel Example broadband speed – Firms try to ration the information available CSL has a great facebook page – one to free allows cusomer to openly say something 3 boxes and syntel examples - competitve examples - great source of feedbacks; regular ; great sources for FAQs; tranparency driving trust - so banks for future try to build Transparency
Replace shopkick & Checkpoint examples When everybody gives you a loyalty card, its become a mechanism of gratification Coalition comes in, its simplifies, wider range of choice, better view of the customer, cheaper, easier Even coalition loyalty has its limits, - you have to deliver a series of supreme customer experience at every point of customer contact
Social Insurance company leverages on communities to reduce premiums by up to 70% less than competitors German friendsurance enables its users to create communities of up to 15 people who can help cover an insurance claim in the case of an accident. These friends can be pulled in from a user’s Facebook account, and, once they have become a member, they can then provide between EUR 30–50 to help cover a fellow member’s claim. When a claim exceeds the amount the group can provide, friendsurance will then cover the rest of the claim. The “social insurance” model means that many small claims can be handled without the need for involvement from friendsurance itself, which reduces administration costs and thus enables the company to provide cheaper policies What’s more, because the insurance claim is handled by a trusted group of friends, it is also hoped that the model will lead to a reduction in the number of fraudulent claims. Currently offering home, liability and legal insurance, friendsurance claim that that by using this model their policies are up to 70 percent cheaper than their competitors.
Source for revenue growth in App Store - http://internet2go.net/news/operating-systems/app-stores-become-major-revenue-source-apple-dominates Make the message bigger -
Source for revenue growth in App Store - http://internet2go.net/news/operating-systems/app-stores-become-major-revenue-source-apple-dominates
Source for revenue growth in App Store - http://internet2go.net/news/operating-systems/app-stores-become-major-revenue-source-apple-dominates
Bank examples
Volume -- &quot;Every day, 15 petabytes of new information are being generated. This is 8x more than the information in all U.S. libraries.&quot; -- Source: &quot;Intelligent Information&quot;, Annual review 2008, Thomson Reuters Variety -- &quot;Today, 80% of new data growth is unstructured, generated largely by email, with increasing contribution by documents, images and video and audio.&quot; -- Source: IDC, The Expanding Digital Universe, March 2007 Velocity - - &quot;70% of executives believe that poor decision making has had a degrading impact on their companies' performance&quot; -- Source: Business Traction from Better Decision Action. Driving Decision, Quality, Velocity and ROI in the Enterprise. BPM Forum, 2006. CEOs are emphasizing are emphasizing the need to make faster and smarter decisions to reduce risk,costs and enhance competitive advantages. This means having a means to make decisions by fusing insights from multiple data – stuctured / unstructured - at the speed of data.
Streaming data: Streaming event, data or media: a stream of structured or unstructured data Streaming data arrives when it's ready — irregularly and unpredictably and at high rate*, e.g. stock market feeds arriving at 100Ks-1Ms messages per second, radio astronomy 3D electrical fields at TB/sec, news broadcast, etc Stream Computing: Stream computing performs analytic operations on streaming data in real-time when extremely rapid response to events is required Stream computing often requires complex stream analytic engines and specialized hardware The analytics are performed on diverse and massive amount of streaming data from distributed sources and sensors networks It is geared towards complex computation and condition checking Stream engines are not bothered about actions or execution, what to do with the output stream is left to the application
The is stream processing. Data flowing in, being processed by analytic components, sent along to other analytics – continuously flowing, needing to be processed on the fly, without going to disk. The data that comes in isn’t just tuple data. And the processing goes way beyond relational operations. Could a video stream be feed-adapted into a meaningful tuple? Could a relational operator extract facial images and another do face recognition? Analytics are important, but can’t make this work without scaling. Scale by breaking monolithic analytic applications into individually deployable chunks. Distribute those chunks across potentially large and/or purpose-specific processors. Infrastructure handles spreading of analytic components across appropriately sized processors, handle establishment of data fabric, handles dynamic load balancing before processors become overloaded or become underutilized.
So what exactly do we mean by the term “appliance”? Appliances — or black-box solutions — are commonplace in the IT industry With networking appliances, even the most incompetents when it comes to IT can create a multi-user network in their homes in a matter of minutes The iPod is a great example of an appliance that revolutionized digital entertainment instead of using a PC to do the same function With a PC, you had to install your own software, download music in the correct format, worry about pirated content The iPod made the entire experience completely seamless from accessing to paying for and playing digital content These appliances have some common attributes that make them very attractive compared to the old way of doing things They do only one thing, but do it better than the alternatives They are plug-and-play , with a simple interface that anyone can operate They are generally much cheaper than the alternative Most importantly, through these attributes, these “true” appliances completely transform the user experience
Add extreme innovaiton slides from citi
The Jeopardy! Challenge uniquely provides a palpable, compelling and notable way to drive Watson’s underlying capabilities along four key dimensions. If you are familiar with the quiz show, it asks an incredibly broad range of questions over a huge variety of topics. This is analogous to the environment we operate in today – massive amounts of information that exist within and outside an enterprise as a result of our increasingly instrumented and interconnected world. Jeopardy uses complex and often subtle language to describe what is being asked. The systems and analytics technology behind Watson demonstrates how applying analytics can help businesses gain meaningful insights, and transform those insights into action. To win at Jeopardy, you have to be extraordinarily precise. You must deliver the exact answer. The systems and analytics technology behind Watson shows how businesses can confidently make decisions through ranking answers, and handle structured and unstructured data by running hundreds of different kinds of analytics queries across all different kinds of information. And you have to do this all very quickly – deeply analyze huge volumes of content, consider many possible answers, compute your confidence and buzz in – all in just seconds. And Watson-like capabilities are available today.
