Dasas

11/24/2016
Data assets and analytics | Deloitte University Press
Article
Industrialized analytics
Data is the new oil. Where are the reneries?
Rajeev Ronanki, Ashish Verma, David Pierce, Mark Shilling
February 24, 2016
To realize datas full potential takes more than talent, platforms, and
processes. It requires creating a structure for data assets and their use in
analytics that can enable repeatable results and scale.
Data is a foundational component of digital transformation. Yet, few organizations
have invested in the dedicated talent, platforms, and processes needed to turn
information into insights. To realize datas full potential, some businesses are
adopting new governance approaches, multitiered data usage and management
le:///Users/neel/Pictures/Data%20assets%20and%20analytics%20_%20Deloitte%20University%20Press.html
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models, and innovative delivery methods to enable repeatable results and scale.
Indeed, they are treating data analysis as a strategic discipline and investing in
industrial-grade analytics.
EXPLORE
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ver the past 10 years, data has risen from an operational byproduct to a strategic
boardroom concern. Harnessing analytics has led to new approaches to
customer engagement;1 the ability to amplify employee skills and intelligence;2 new
products, services, and offerings; and even opportunities to explore new business
models. In these times of talent scarcity, data scientists continue to be particularly
prizedeven more today than in 2012, when HarvardBusinessReview declared the
data scientist role the sexiest of the 21st century.3
Analytics now dominates IT agendas and spend. In Deloittes 2015globalCIOsurvey,
which polled 1,200 IT executives, respondents identified analytics as both a top
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investment priority and the IT investment that would deliver the greatest business
TurningInvalue
into revenue
impact.
a similar
survey of a broader executive audience, 59 percent of participants
either
Readincluded data and analytics among the top five issues or considered it the single
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most important way to achieve a competitive advantage.4 Advances in distributed data

architecture, in-memory processing, machine learning, visualization, natural language
Services and cognitive analytics have unleashed powerful tools that can answer
processing,
questions and identify valuable patterns and insights that would have seemed
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unimaginable only a few years ago. Perhaps Ann Winblad, senior partner at technology
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venture capital firm Hummer-Winblad, said it best: Data is the new oil.5
Against this backdrop, it seems almost illogical that few companies are currently making
the investments needed to harness data and analytics at scale. Where we should be
seeing systemic capabilities, sustained programs, and focused innovation efforts, we see
instead one-off studies, toe-in-the-water projects, and exploratory investments. While
they may serve as starting points, such circumscribed efforts will likely not help
companies effectively confront daunting challenges around master data, stewardship,
and governance.
Its time to take a new approach to data, one in which CIOs and business leaders deploy
the talent, data usage and management models, and infrastructure required to enable
repeatable results and scale. By industrializing analytics in this way, companies can
finally lay the foundation for an insight-driven organization6 that has the vision,
underlying technology capabilities, and operating scale necessary to take advantage of
datas full potential.
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Turning value into revenue
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THINKING BOLDLY
Beyond
enabling scale and predictability of outcome, industrializing analytics can also
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help companies develop a greater understanding of datas possibilities and how to
achieve them. Many data efforts are descriptive and diagnostic in nature, focusing
Read on what happened and why things happened the way they did. These are
primarily
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important points, but they only tell part of the story. Predictive analytics broadens the
approach by answering the next obvious questionwhat is going to happen? Likewise,
Services analytics takes it one step further by helping decision makers answer the
prescriptive
ultimate strategic question: What should I do? Business executives have been trained
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to limit their expectations to the descriptive analytics realm. Education and
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engagement may help inspire these leaders to think more boldly about data and their
potential. It could lead them to embrace the advanced visualization tools and cognitive
techniques theyll need to identify useful patterns, relationships, and insights within
data. Most importantly, it could help them identify how those insights can be used to
drive impact and real business outcomes.
Any effort to industrialize analytics should set forth the data agenda and delineate its
strategic aspirations. This agenda can help define a companys vision for data usage and
governance and anchor efforts around key performance indicators that matter to the
business. Moreover, it can help line up stakeholder support by clearly describing how an
overarching analytics strategy might benefit individual groups within the enterprise.
Demos and proofs of concepts that illuminate how analytics, dashboards, and advanced
data analysis techniques can help drive strategy and communicate intent can be
especially powerful here.
THE TIMES THEY

ARE A-CHANGIN
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In addition to thinking more boldly about analytics and datas potential, companies
should rethink their current approaches for deploying and managing analytics. Many
data
efforts follow a well-worn path: Identify what you want to know. Build a data
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model. Put the data into a data warehouse. Cleanse, normalize, and then, finally, analyze
the data. This approach has long been sufficient to generate passive historical reports
Read
from batch-driven feeds of company-owned, structured, transactional data.

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Today, analyzing exploding volumes of unstructured data from across the value chain
requires a different approachand a different architecture. The way businesses should
Services
operate
in todays data-rich world is to acquire the data first, and then figure out what
they may be able to do with it. Reordering the process in this way can lead to new
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approaches to data storage and acquisition, including distributed data solutions,
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unstructured data repositories, and data lakes. It also lends itself to applying advanced
visualization, machine learning, and cognitive techniques to unearth hidden patterns
and relationships. Or, in extreme cases, it makes it possible for decisions to be made and
actions taken without human interventionor even without human comprehension.7
This doesnt mean that traditional extract, transform, load techniques are no longer
valid. Data warehouses, business intelligence, and performance management tools still
have a role to play. Only now, they can be more effective when complemented with new
capabilities and managed with an eye toward creating repeatable enterprise platforms
with high potential reuse.
Especially important are several long-standing best practice concepts that have
become mandates. Master data managementestablishing a common language for
customers, products, and other essential domains as the foundation for analytics efforts
is more critical than ever. Likewise, because anarchy doesnt scale,8 data
governance controls that guide consistency and adoption of evolved platforms,
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operating models, and visions remain essential. Finally, data security and privacy
considerations are becoming more important than ever as companies share and expose
information, not just across organizational boundaries, but with customers and business
Relatedas well.
partners
WHO, WHERE, AND HOW

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The way a company organizes and executes around analytics is a big part of the
industrialized analytics journey. The analytics functions size, scale, and influence will
Services
evolve
over time as the business view of analytics matures and the thirst for insight
grows. Consider how the following operating models, tailored to accommodate industry,
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company, and individual executive dynamics could support your analytics initiatives:
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Centralized:Analysts reside in one central group where they serve a variety of

functions and business units and work on diverse projects.
Consulting:Analysts work together in a central group, but are deployed against
projects and initiatives that are funded and owned by business units.
Centerofexcellence:A central entity coordinates the activities of analysts
across units throughout the organization and builds a community to share
knowledge and best practices.
Functional:Analysts are located in functions like marketing and supply chain
where most analytical activity occurs.
Dispersed:Analysts are scattered across the organization in different functions
and business units with little coordination.
Regardless of organizational structure, an explicit talent and development model is
essential. Look to retool your existing workforce. Modern skill sets around R
programming and machine learning routines require scripting and Java development
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expertise. Recruit advocates from the line of business to provide much-needed

operational and macro insights, and train them to use tools for aggregating, exploring,
and analyzing.
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Challenge consultant and contractor relationships to redirect tactical spend into

building
a foundation for institutional, industrialized analytics capabilities. Likewise,
partner
Read with local universities to help shape their curricula, seeding long-term
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workforce development channels while potentially also immediately tapping into eager
would-be experts through externships or one-off data hackathons.
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Developing creative approaches to sourcing can help with short-term skill shortages. For
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Consulting
example,
established and start-up vendors may be willing to provide talent as part
of aLearn
partnership
arrangement. This may include sharing proofs of concept, supporting
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business case and planning initiatives, or even dedicating talent to help jump-start an
initiative. Also, look at crowdsourcing platforms to tap into experts or budding
apprentices willing to dig into real problems on your roadmap. This approach can not
only yield fresh perspectives and, potentially, breakthrough thinking, but can also help
establish a reliable talent pipeline. Data science platform Kaggle alone has more than
400,000 data scientists in its network.9
The final piece of the puzzle involves deploying talent and new organizational models.
Leading companies are adopting Six Sigma and agile principles to guide their analytics
ambitions. Their goal is to identify, vet, and experiment rapidly with opportunities in a
repeatable but nimble process designed to minimize work in progress and foster
continuous improvement. This tactic helps create the organizational memory muscle
needed to sustain industrialized analytics that can scale and evolve while driving
predictable, repeatable results.
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Lessons from the front lines

ANTHEMS RX FOR THE CUSTOMER EXPERIENCE
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With an enrollment of 38.6 million members and growing, Anthem Inc. is one of the
United States leading health insurers and the largest for-profit managed health care
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company in the Blue Cross and Blue Shield association.10

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The company is currently exploring new ways of using analytics to transform how it
interacts with these members and with health care providers across the country. We
Services
want
to leverage new sources of data to improve the customer experience and create
better relationships with providers than we have in the past, says Patrick McIntyre,
Deloitte Consulting
Anthems senior vice president of health care analytics. Our goal is to drive to a new
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business model that produces meaningful results.

From the projects earliest planning stages, Anthem understood that it must approach
big data in the right way if it hoped to generate useful insightsafter all, incomplete
analysis adds no value. Therefore, beginning in 2013, the company worked methodically
to cleanse its data, a task that continued for 18 months. During this time, project leaders
also worked to develop an in-depth understanding of the business needs that would
drive the transformation initiative, and to identify the technologies that could deliver
the kind of insights the company needed and wanted.
Those 18 months were time well-spent. In 2015, Anthem began piloting several
differentiating analytics capabilities. Applied to medical, claim, customer service, and
other master data, these tools are already delivering insights into members behaviors
and attitudes. For example, predictive analytics capabilities drive consumer-focused
analytics. Anthem is working to understand its members not as renewals and claims, but
as individuals seeking personalized health care experiences. To this end, the company
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has built a number of insight markers to bring together claim and case-related
information with other descriptors of behavior and attitudes, including signals from
social and quantified self personal care management sources. This information helps
Relatedsupport individualized wellness programs and develop more meaningful
Anthem
relationships with health care providers.

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Meanwhile, Anthem is piloting a bidirectional exchange to guide consumers through the

companys call centers to the appropriate level of service. Data from the exchange and
Services
other
call center functions have been used to build out predictive models around
member dissatisfaction. Running in near-real time, these models, working in tandem

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with text mining and natural language processing applications, will make it possible for
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the company to identify members with high levels of dissatisfaction, and proactively
reach out to those members to resolve their issues.
Another pilot project uses analytics to identify members with multiple health care
providers who have contacted Anthems call center several times. These calls trigger an
automated process in which medical data from providers is aggregated and made
available to call center reps, who can use this comprehensive information to answer
these members questions.
To maximize its analytics investments and to leverage big data more effectively, Anthem
recently recruited talent from outside the health care industry, including data scientists
with a background in retail. These analysts are helping the company think about
consumers in different ways. Having them ask the right questions about how
consumers make health care choiceschoices made traditionally by employershas
helped tremendously, says McIntyre. We are now creating a pattern-recognition and
micro-segmentation model for use on our website that will help us understand the
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decision-making process that like-minded consumers use to make choices and

decisions.
McIntyre says Anthems analytics initiatives will continue to gain momentum in the
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coming months, and will likely hit full stride some time in 2017.11
SINGING
OFF THE SAME SHEET OF DATA
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In 2014, Eaton Corp., a global provider of power management solutions, began laying
the groundwork for an industrial-scale initiative to extend analytics capabilities across
theServices
enterprise and reimagine the way the company utilizes transaction, sales, and
customer data.
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AsLearn
Tom more
Black, Eatons vice president of enterprise information management and
business intelligence, surveyed the potential risks and rewards of this undertaking, he
realized the key to success lay in building and maintaining a master data set that could
serve as a single source of truth for analytics tools enterprise-wide. Without a solid
master data plan, we would have ended up with lot of disjointed hypotheses and
conjectures, he says. In order to make analytics really sing, we needed an enterprise
view of master data.
Yet creating a master data set in a company this sizeEaton employs 97,000 workers
and sells its products in 175 countries12would likely be no small task. Trying to
aggregate 20 years of transaction data across hundreds of ERP systems is not easy,
Black says. But once we got our hands around it, we realized we had something
powerful.
Powerful indeed. Eatons IT team has consolidated many data silos and access portals
into centralized data hubs that provide access to current and historic customer and
product data, forecasting,
The hubs also maintain
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links to information that may be useful, but is not feasible or necessary to centrally
aggregate, store, and maintain. This framework supports large strategic and operational
analytics initiatives while at the same time powering smaller, more innovative efforts.
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For example, a major industrial organization could be an original equipment

manufacturer
providing parts to Eatons product development group while at the same
time
purchasing Eaton products for use in its own operations. Advanced analysis of
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master data can reconcile these views, which might help sales reps identify unexplored
opportunities.
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To maintain its mission-critical master data set and to improve data quality, Eaton has
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established
a top-down data governance function in which business line owners, data
leads,
and
data stewards oversee the vetting and validation of data. They also
Learn
more
collaborate to facilitate data security and to provide needed tool sets (for example,
visualization and click view). At the user level, technology solution engagement
managers help individuals and teams get more out of Eatons analytics capabilities and
coordinate their analytics initiatives with others across the company.
Eaton recognizes the need to balance centralized analytics efforts with empowering the
organization. In this way, the company harnesses industrialized analytics not only for
efficiencies and new ways of working, but to also help fuel new products, services, and
offerings.13
PUMPING ANALYTICS IRON

Describing the variation in analytics capabilities across the industries in which he has
worked, Adam Braff, Zurich Insurance Groups global head of enterprise data, analytics,
and architecture, invokes the image of the humble fiddler crab, a semi-terrestrial marine
creature whose male
version has one outsized claw. Every industry
has one mature,
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heavily muscled limb that informs the dominant way the organization uses analytics. In
insurance, analytics has traditionally been about pricing, underwriting, and their
underlying actuarial models, he says.
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Because his industry has this mature analytics arm, Braff sees opportunities to look to
underdeveloped analytics spaces that include indirect channels, customer life-cycle

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valuation, and operations excellence, among other areas. In the latter, The challenge is
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identifying outliers and taking action, says Braff. Once you put data together and
prioritize use cases, thats where you can find success.
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Zurich is on a journey to identify analytics opportunities and then put the data
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Consulting
resources,
and skill sets in place to pursue them. The first step is a listening
tourengaging
leaders from the business side to understand the challenges they face
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and to explore ways that analytics might remedy those challenges. A dedicated offense
team will then translate those needs into rapid data and analytics sprints, starting small,
proving the solutions value, and scaling soon after.
The defense side, meanwhile, focuses on foundational elements such as data quality.
Today, Zurich has decentralized analytics organizations and data stores. By performing
a comprehensive data maturity assessment, the company is developing a better
understanding of the quality and potential usefulness of its data assets. Meanwhile,
Zurich is assessing how effectively different groups use data to generate value. It will
also increase data quality measurement and accountability across all data-intake
channels so data used downstream is of consistently high quality.
A third major step involves developing the organization and talent needed to
industrialize analytics. In this environment, IT workers will need three things: sufficient
business sense to ask the right questions; a background in analytical techniques and
statistical modeling
to guide approaches and vet the validity of conclusions;
and the
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technical knowledge to build solutions themselves, not simply dictate requirements for
others to build. Working with the business side to develop these solutions and taking
their feedback is a great way to learn how to apply analytics to business problems, says
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Braff. That iterative process can really help people build their skillsand the companys
analytics
muscles.14
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My take
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Justin Kershaw Corporate vice president and CIO,Cargill, Inc.

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For Cargill Inc., a leading global food processing and agricultural commodity
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vendor and the largest privately held company in the United States, industrializing
analytics is not an exploratory project in big data usage. Rather, it is a broadly
scoped, strategically grounded effort to continue transforming the way we collect,
manage, and analyze dataand to use the insights we glean from this analysis
to improve our business outcomes. At Cargill, we are striving to have a more
numerically curious culture, to utilize analytics in more and more of our decisions,
and to create different and better outcomes for customers.
Cargills commodity trading and risk management analytics capabilities have
always been strong, but that strength had not spread throughout all company
operations. As we continue to digitize more of our operations, the opportunity to
achieve a higher level of analytical capability operationally is front and center.
This is not only in our production but also in all our supporting functions. The IT
team has been transformed over the last two years, and much of this change was
made possible by outcomes and targets derived from analytics. Our performance
is now drivenDownload
more numerically. Cargill is creating a more fully
integrated way of
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operating by transitioning from a holding entity structurecomprising 68
business units operating on individual platformsto a new organizational
structure (and mind-set) in which ve business divisions operate in integrated
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groups. This is giving rise to different ways of operating and new strategies for
Turning
into revenue
drivingvalue
productivity
and
from
Read
performancemore numerically, and with more capability
analytics.
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As CIO, one of my jobs is to put the tools and processes in place to help both the
company and IT better understand how they perform, or in some cases could
Services
perform, with integrated systems. To generate the performance insights and

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Consulting
outcomes
we want, we took a fresh approach to data management and analysis,
starting
with
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more
IT.
Cargills IT operation can be described as a billion-dollar business within a $135

billion operation. We run IT like a business, tracking income, expenses, and
return on assets. We strive to set an example for the entire organization of how
this business group uses analytics to generate critical insights and improve
performance. To this end, we boosted our analytics capabilities, created
scorecards and key performance indicators, and deployed dashboards to put
numbers to how we are delivering.
In using analytics to build a more numerically driven culture, it is important to
remember that bad data yields bad insights. Improving data quality where the
work actually happens requires that leaders drive a comprehensive cultural shift
in the way employees think about and use data and how they take responsibility
for data. Companies often address the challenge of data quality from the other
end by spending tons of money to clean messy data after it gets in their systems.
What if you didnt
have to do that? What if you could transform
your own data
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culture into one that rewards quality, tidiness, and disciplined data management
approaches? Thats where rules help; they can support an outcome that gets
rewarded. You can hire data scientists to help you better understand your data,
Related
but lightening their load by cleaning the data before they begin working with it can
Turning
revenue
make value
a biginto
difference.
culture
Read
Then you can double down on your efforts to create a
that prizes individuals who are mathematically curious and more
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numerically driven, who frame and satisfy their questions with data rather than
anecdotes, and who care about accuracy at the root, making sure they know
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where the
data enters the systems and where the work is done.
Deloitte
When I Consulting
talk to business executives about the acquisitions or investments they are
considering,
Learn
more
I often share this advice: Before moving forward, spend a little
money to train the individuals operating your systems and share steps they can
take to improve data quality. Reward data excellence at the root. In the end, the
investment pays off: Better data quality leads to better planning, which, in turn,
leads to better execution.
Cyber implications
As companies create the governance, data usage, and management models needed to
industrialize their analytics capabilities, they should factor cyber security and data
privacy considerations into every aspect of planning and execution. Keeping these issues
top of mind every step of the way can help heighten a companys awareness of potential
risks to the business, technology infrastructure, and customers.
It may also help an organization remain focused on the entire threat picture, which
includes both external and internal threats. Effective cyber vigilance is not just about
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building a moat to keep out the bad guys; in some cases there are bad guys already
inside the moat who are acting deliberately to compromise security and avoid detection.
Then there are legions of otherwise innocent players who carelessly click on an
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unidentified
link and end up infecting their computers and your companys entire
system. Cyber analytics plays an important role on these and other fronts. Analytics can
help organizations establish baselines within networks for normal, which then makes
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it possible to identify behavior that is anomalous.

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Until recently, companies conducted analysis on harmonized platforms of data. These

existed in physical data repositories that would be built and maintained over time. In
theServices
new model, data no longer exists in these repositories, but in massive data lakes that
offer virtualized views of both internal and external information.
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The
datamore
lake model empowers organizations and their data scientists to conduct more
Learn
in-depth analysis using considerably larger data sets. However, it may also give rise to
several new cyber and privacy considerations:
Inavirtualenvironment,notallsourcesarecreatedequal. Companies
transitioning to a data lake model should determine how best to stratify trust, given
that some sources live within the companys firewall and can be considered safe,
while external sources may not be. As part of this process, companies should also
develop different approaches for handling data that have been willfully
manipulated versus those which may just be generally unclean.
Deriveddatacomewithuniquerisk,security,andprivacyissues. By
mining customer transaction data generated over the prior three months, an online
retailer determines that one of its customers has a medical condition often treated
with an array of products it sells. The company then sends this customer coupons
for the products it believes she might need. In the best-case scenario, the customer
uses the coupons and appreciates the companys targeted offerings. In the worst
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case, the company may have violated federal privacy regulations for medical data.
It is impossible to know what information analytics programs will ultimately infer. As
such, companies need strong data governance policies to help manage negative risk to
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their brand and to their customers. These policies could set strict limits on the life cycle
of data
to help prevent inaccuracies in inferences gleaned from out-of-date information.
They
might also mandate analyzing derived data for potential risks and flagging any
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suspicious data to be reviewed. Just as organizations may need an industrialized

analytics solution that is scalable and repeatable, they may also need an analytics
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program
operating on an enterprise level that takes into account new approaches to
governance, multitiered data usage and management models, and innovative delivery
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methods.
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Where do you start?

The expansive reach of data and analytics potential makes them a challenging domain.
Ghosts abound in the machinein legacy data and ops, as well as in some stakeholders
dearly held convictions about the relative importance of data across the business.
Perhaps even more challenging, the C-suite and other decision makers may lack
confidence in ITs ability to deliver crunchy, actionable business insights. But although
the deck may seem stacked against success, the very act of attempting to industrialize
analytics can help frame these issues, building support for streamlining delivery and
tapping analytics full potential. To get the ball rolling, consider taking the following
steps:
Airgrievances:Though it may be uncomfortable, it is important to get the state
of the state out in the open before launching any transformation effort. Solicit
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constructiveDownload
feedback from all quarters on how well existing
analytics and data
needs are being met and how these needs may change as business evolves. Address
issues and perceptions, including those that are fact-based and those driven by
misunderstandings and bias. Learn where inaccurate metrics or expectations are
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creating challenges and where redundant or outdated activities no longer add

value. Likewise, examine instances in which overly simplistic models,
overconfident analysts, lack of clarity on outcomes, or inaccurate assumptions have

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led to incorrect results. The emphasis should be on lighting candles versus cursing
the darkness. Work to build the analytics agenda while setting a vivid baseline
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against which progress can be measured.
Communicateclearlyandpurposefully: Dont let analytics efforts get bogged

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down in a swamp of jargon, complicated tables, and overly indexed statistics. More
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often than not, the results with the greatest impact are those that are
communicated clearly and concisely.
Revitalizethedatacore: Many organizations have made long-standing

investments in multiple areas across the industrialized analytics charter. Using
those areas to industrialize analytics can accelerate the journey, but such an
approach can also be risky. Legacy design choices can color your vision of the road
ahead. Likewise, the technical debt and poor organizational constructs that
accompany legacy systems can stifle progress and undermine project value.
Educateandlead:The bigger and older the organization, the more difficult it is
to drive a cultural change for analytic transformation. Dont underestimate the
need for education, communication, learning, and reinforcement, both within and
beyond the direct analytics team. Moreover, becoming an insights-driven
organization requires some level of buy-in across departments and hierarchies. To
this end, senior leadership support is crucial, but no more so than clearly
articulating the journey. Providing concrete details of what the transformation
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means at an individual level, along with examples of how early adoption can drive
tangible results, can also help overcome wariness among staff. Finally, though it
may not be necessary to have one executive explicitly own the initiative, some
organizations have created chief data officer and chief analytics officer
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positions as a means to galvanizeand hold themselves accountable fortheir
analytics ambitions.
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Tailoryourefforts:The results of industrialized analytics initiatives will vary by

organization. With this in mind, project leaders should tailor their aspirations and
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roadmaps to reflect the specific DNA of their own organizationtaking into
account executive personalities and passions as much as operational and

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organizational dynamics.
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Rethinkyourtalentstrategies:Respect the scarcity of talent in the data

science and analytics fields, but dont let it be an excuse for lack of progress.
Explore vendors, start-ups, service providers, academia, and the crowd to bolster a
nontraditional sourcing strategyespecially as you formalize your analytics vision
and overarching strategies.
Blazenewtrails: Optimizing current spend levels around the data and
information space should definitely be a part of planning. But industrialized
analytics should be about more than just cost containment and efficiency gains.
Discovering new ways to harness data and activate insights could lead to
breakthroughs across domains and functions.
Bottom line
Data is the only resource were getting more of every day, said Christina Ho,
deputy assistant secretary at the US Department of the Treasury recently.15
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Indeed, this resource is growing in both volume and value. Properly managed, it
can drive competitive advantage, separating organizations that treat analytics as
a collection of good intentions from those that industrialize it by committing to
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disciplined, deliberate platforms, governance, and delivery models.
Deloitte Consulting LLPs Technology Consulting practice is dedicated to helping
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our clients
build tomorrow by solving todays complex business problems
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involving strategy, procurement, design, delivery, and assurance of technology

solutions. Our service areas include analytics and information management,
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delivery,
cyber risk services, and technical strategy and architecture, as well as
the spectrum of digital strategy, design, and development services offered by

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Deloitte Digital. Learn more about our Technology Consulting practice on
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www.deloitte.com.
Credits
Written by: RajeevRonanki, AshishVerma, DavidPierce, MarkShilling
Cover image by: MadebyRadio
Topics in this article

Analytics, BusinessModelTransformation, DigitalTransformation, Emergingtechnologies, Innovation, Strategy,
Technology
Endnotes
1
Deloitte Consulting LLP, TechTrends2015:Dimensionalmarketing, 2015.Viewinarticle
Deloitte Consulting LLP, TechTrends2015:Amplifiedintelligence, 2015.Viewinarticle
Thomas H. Davenport and D.J. Patil, Data scientist: The sexiest job of the 21st century, HarvardBusinessReview,
October 2012, https://hbr.org/2012/10/datascientistthesexiestjobofthe21stcentury/, accessed January
18, 2016.Viewinarticle
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11/24/2016

Data assets and analytics | Deloitte University Press

Data assets and analytics | Deloitte University Press

Data assets and analytics | Deloitte University Press

most important way to achieve a competitive advantage.4 Advances in distributed data

Data assets and analytics | Deloitte University Press

Data assets and analytics | Deloitte University Press

THE TIMES THEY

from batch-driven feeds of company-owned, structured, transactional data.

Data assets and analytics | Deloitte University Press

WHO, WHERE, AND HOW

Data assets and analytics | Deloitte University Press

Centralized:Analysts reside in one central group where they serve a variety of

expertise. Recruit advocates from the line of business to provide much-needed

Challenge consultant and contractor relationships to redirect tactical spend into

Data assets and analytics | Deloitte University Press

Lessons from the front lines

company in the Blue Cross and Blue Shield association.10

Data assets and analytics | Deloitte University Press

business model that produces meaningful results.

relationships with health care providers.

Data assets and analytics | Deloitte University Press

Meanwhile, Anthem is piloting a bidirectional exchange to guide consumers through the

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Data assets and analytics | Deloitte University Press

For example, a major industrial organization could be an original equipment

Data assets and analytics | Deloitte University Press

PUMPING ANALYTICS IRON

underdeveloped analytics spaces that include indirect channels, customer life-cycle

Data assets and analytics | Deloitte University Press

Data assets and analytics | Deloitte University Press

Justin Kershaw Corporate vice president and CIO,Cargill, Inc.

performancemore numerically, and with more capability

Data assets and analytics | Deloitte University Press

perform, with integrated systems. To generate the performance insights and

Cargills IT operation can be described as a billion-dollar business within a $135

Then you can double down on your efforts to create a

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Data assets and analytics | Deloitte University Press

data enters the systems and where the work is done.

I often share this advice: Before moving forward, spend a little

it possible to identify behavior that is anomalous.

Data assets and analytics | Deloitte University Press

Until recently, companies conducted analysis on harmonized platforms of data. These

Data assets and analytics | Deloitte University Press

suspicious data to be reviewed. Just as organizations may need an industrialized

Where do you start?

creating challenges and where redundant or outdated activities no longer add

value. Likewise, examine instances in which overly simplistic models,

overconfident analysts, lack of clarity on outcomes, or inaccurate assumptions have

Data assets and analytics | Deloitte University Press

Communicateclearlyandpurposefully: Dont let analytics efforts get bogged

Revitalizethedatacore: Many organizations have made long-standing

Data assets and analytics | Deloitte University Press

Tailoryourefforts:The results of industrialized analytics initiatives will vary by

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Rethinkyourtalentstrategies:Respect the scarcity of talent in the data

disciplined, deliberate platforms, governance, and delivery models.