digital as a state of mind - fernando alvarez presents at #cdosummitnyc

Transform to the power of digital

Digital as a State of Mind

Unlocking Big Data Potential and Tackling Digital Disruption

Fernando Alvarez, CDO Summit, NYC, April 2015

Copyright © 2015 Capgemini Consulting. All rights reserved.

Times change. Businesses evolve. It’s time for us to make a shift.

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What we have traditionally done

What we need to do to be more relevant to our customers as we move forward


My own CDO experience, Client Engagements, and our Big Data Research

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Capgemini Consulting has conducted a research study on Big Data

Today, there is a lot of talk about Big Data, but very few success stories to match it

Our study sought to find out how companies are implementing their Big Data initiatives

It examined various aspects like Organizational structure, Approach adopted, Data Management, Tools and Technology


Big Data: Much Debate, But Success Eludes Most Organizations

despite the buzz...

Nearly 60% of executives agree that Big Data will

Disrupt their industry in the next three years

of initiatives are “successful”,

are “very successful”

However, Onlyof organizations have their initiatives in full-scale production

Only And

Most initiatives are yet to take off,

13% 27% 8%


So What’s Holding Up Implementations?

Most organizations are not doing it right...

No planned approachLack of a defined organizational

structure

No well-defined criteria

do not have a well-defined roadmap, with milestones and timelines, in place

either have scattered pockets of resources or follow a decentralized model for analytics initiatives

Do not have well-defined criteria to identify, qualify and select use-cases

Do not have well-defined success criteria (KPIs) to measure the success of their big data initiatives

55% 47%

74% 67%


Some Companies are Doing it Right and Tasting Success

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Comparison of Big Data initiative success rate

Criteria for use-case selection

Well-defined success criteria

Well-definedroadmap

Business UnitAnalytics team as a distinct profit-making division

Centralizes Central team acting as a competence center for Big Data, and coordinating initiatives for all business units

DecentralizedSeparate analytics

teams for separate departments

Scattered Pockets Ad-hoc, isolated analytics teams

53%

43%

27%

20%

Yes

No

51%

22%

Yes

No

53%

29%

Yes

No

51%28%


Big Data Success Rates Improve with Systematic and Holistic Approaches

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Security

Customer

Experience

Supply Chain and Fulfillment Management


Different Companies Follow Different Organizational Structures….

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Scattered pockets

Ad-hoc, isolated analytics teams

Decentralized

Separate analytics teams for separate departments

Centralized

Single team catering to all analytics needs of the organization

BU

Analytics team as a profit-making body

20%

27%

43%

53%

However, success rates show a clear trend in favor of centralization


One Company. One Platform.

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Transforming How Caixa Operates

Promote creativity and innovation targeted at customer’s service and efficiency

Leadership in retail banking, diversity

of operations in business banking

B2C B2B

Mobile as the face to serve the client

with the highest level of quality

Experience & Design to Engage Varied Customers

Outsourced, Industrialized Processes

Mobile Factory

Application Development with Focus on Security

mCoE

End-to-End Mobile Transformation

B2E


Do you have the right operating model?

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Effective Governance Model

Truly Managed Data

Robust Security and Privacy

Advanced & Integrated Big Data & Analytics Tools

Strategy for Developing Analytics Skill Sets.


Thank You

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Fernando Alvarez

Global Chief Digital Officer,

Corporate Vice President

Capgemini Consulting

[email protected]

mailto:[email protected]