Using Data to Find Innovative Solutions to New Problems | 1

USING DATA TO
FIND INNOVATIVE
SOLUTIONS TO
NEW PROBLEMS

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 Using Data to Find Innovative Solutions to New Problems | 3

Contents
Introduction .....................................................................................................................................4
Executive summary........................................................................................................................5
Evolving to a data-driven enterprise........................................................................................6
Cloud, automation, IoT and AI – top investments to drive analytics............................7
Using AI and ML to automate complex processes .............................................................9
Challenges of building a customer-centric business model........................................ 10
Build analytics and automation in house or by partnering?........................................ 12
Conclusion...................................................................................................................................... 14
Survey methodology.................................................................................................................. 17

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4 | Using Data to Find Innovative Solutions to New Problems

Introduction
Investment in emerging analytical manufacturing industry, predictive leader from the automotive industry.
technologies is growing fast, dominated maintenance is a hot topic, brought “We are then able to enhance our own
by digital giants such as Google and about by new forms of data gathered processes internally and also reach out
Baidu, with companies spending more from connected, smart equipment across proactively to customers, often before
on R&D and deployment than ever the value chain. Managing downtime and they may even realize there’s an issue. We
before. Global revenue from the artificial predicting capacity are critical activities can be the ones to alert them about the
intelligence (AI) software market alone here; insight into these numbers can situation and let them know how we’re
is predicted to grow from $9.5 billion in translate into millions of dollars saved already fixing it for them. It takes a lot of
2018 to US $118 billion in 20251. and new revenues generated. coordination and collaboration around
Against this backdrop, ambitious young Many enterprises also understand that data within the organization.”
enterprises in every industry are seizing they need to adopt data management So how are firms using these insights to
opportunities on the strength of agile capabilities to stay ahead of the transform their business and operating
operating models, innovative ways of competition. Everything from data model? What is their appetite for
working, and the use of nimble solutions quality to master data management and automation and AI? What are the biggest
such as augmented analytics, continuous data governance is crucial in this digital values to be realized from retooling the
intelligence and graph analytics. era. Firms must first focus on managing enterprise to become an AI thinker? If
Industries from e-commerce to data that is most relevant to business partnering is the way forward, what is
manufacturing are producing and outcomes, before putting it to work. the viability for complementing this
analyzing data at a rate once unthinkable. New technologies such as robotic process expertise with in-house data science
automation (RPA) and deep learning and commercial off-the-shelf solutions
With the advent of the smartphone, smart such as RPA and deep learning? Is it more
spaces and internet of things (IoT), firms enable users to uncover what the data
is saying, make it useful, and ensure important for a partner to have expertise
are quite literally drowning in data; in 2018, in emerging tech, or is the ability to
businesses produced over 1.5 quintillion that it’s available to support enterprise
decision-making at the point of insight. instigate cultural change more favored
bytes of data every day2. by incumbent organizations?
These technologies enable companies
Collecting, synthesizing and analyzing to anticipate demand, improve sourcing, Infosys is a leading digital consulting
this data comprise a new science. The optimize R&D and hence produce higher- and services firm. In March 2019, it
analytics function enables enterprises quality goods at lower cost. Analytical commissioned independent research
to become more intelligent, connected prowess and robotic intelligence, that surveyed 154 senior leaders from
and insightful about what partners, including virtual agents, allow customer- seven industries, including financial
employees and customers are thinking facing firms to provide personal, rich and services, high tech and manufacturing.
and doing. As data output increases, convenient experiences for both users Respondents hailed from Australia,
organizations can gain more accurate and clients. Canada, Europe, New Zealand and the
insights as algorithms are exposed United States.
to more training examples, learning, “The ability to both understand and
for example, to reject false positives predict circumstances allows us to The key findings are presented in
and identify correct answers. In the move forward proactively,” said one this report.

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 Using Data to Find Innovative Solutions to New Problems | 5

Executive summary
Operational excellence and cost efficiencies,
rather than new opportunities, are the two
biggest values to be realized from retooling the
enterprise from a rule-based enterprise to an AI
thinker.

Eighty-one percent of the respondents believe

that insight is important and aids in automating
core systems or processes by applying cognitive
and machine learning (ML) technologies.

Respondents cited high levels of investment in

cloud (44%), automation (35%), IoT (29%), and
AI or ML (29%) to drive advanced analytics and
big data efforts.

Citizen analysts – non-data scientists who can

do sophisticated data analysis – are in short
supply. Only 13% say their employees have the
skills, with a further 49% saying they have the
tools but not the expertise.

Seventy-two percent say that AI and ML are used

to some extent to automate complex processes
that currently require human judgment.
Automation of more complex processes to
some extent is most prevalent in manufacturing
(87%), telecom (80%) and high tech (78%).

Only 35% of organizations use the exhaust – the

trail of data left by activities of internet users from
various systems – to discover new opportunities,
innovate and improve the business.

For generating insights, the preferred approach

is to use a combination of in-house efforts
(developing data science and data governance);
readymade tools, solutions and platforms;
and external partners (31%). In total, 68% use
external partners in some way.

When generating insights, enterprises expect

their IT partners to help across the full spectrum
of people, processes and technology. Assistance
in driving cultural change, innovating the
business and developing capabilities around
emerging technologies factored high for
partner preference.

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6 | Using Data to Find Innovative Solutions to New Problems

Evolving to a data-driven enterprise

In any digital transformation initiative, a will ultimately win the war of digital Cost efficiencies received 19% of the
modernized core is foundational: Once disruption – quickly appropriate vote. Only a tenth expect to realize value
armed with a modern, scalable and the opportunities that cognitive from innovative ideas and technologies.
flexible core, the enterprise can build the technologies offer. They “think, move As the vice president of a New Zealand-
analytical capabilities it needs around and act like digital natives”, transforming based large utilities firm said, “With AI,
that digital footprint, accelerating the both culture and business model in automation and analytics, we are looking
move toward customer, partner and the process. Instead of merely cutting to automate processes in order to be
employee centricity. As an organization costs and thinking about the bottom more efficient.”
matures in this core transformation, it line, these incumbents bring innovative The transformation journey needn’t be
becomes more confident and ready to ideas and emerging technologies to just about cutting costs and improving
face disruption head-on. New challenges scale. They keep in step with customer efficiency. With the right systems and
arise as more initiatives are scaled out, aspirations and market forces, including processes in place and a focus on
but addressing them becomes easier as the threat of new entrants and obsolete generating talent within the enterprise,
the workforce matures and agile ways of operating models. better customer experience, innovative
working are instilled. However, most firms surveyed for this ideas and a paradigm shift in the
Additionally, as the enterprise becomes report haven’t taken this bold step business and operating model will
more data-driven, new thought yet; more often than not, they explore emerge, preparing the enterprise for the
leadership within the enterprise different avenues that impact the future of work.
accelerates growth. This knowledge, bottom line and win immediate return For this to occur, a solid road map must
built internally through data science, on investment (ROI). first be outlined. This strategy must have
design thinking and innovative practices, When asked the value of retooling the support from business leaders, and must
or externally with partners, fosters enterprise to become an AI thinker, amplify core parts of the business while
new use cases to deliver products and 45% of leaders were interested mainly enabling partners to take the lead on
implement processes faster, better and in “keeping the lights on,” naming forefront digital initiatives.
more cheaply. “operational excellence” as the main driver
A recent Infosys report3 found that of transformation (Figure 1).
visionary organizations – those that

Figure 1. Firms are more interested in operational excellence and cutting costs than innovating, as they become AI thinkers

Value realized from re-tooling the enterprise to become an AI-thinker

50

40
Percent

30

20

10

0
Operational Cost Innovative ideas Project Continuous Resource Customer Communication
excellence efficiencies and new tech management improvements management experience

Source: Infosys Knowledge Institute, 2019

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 Using Data to Find Innovative Solutions to New Problems | 7

Cloud, automation, IoT and AI – top investments to drive analytics

With data, and the technologies that use Augmented analytics, a third major wave (29%), and AI or ML (also 29%) as the
it intelligently, any small advancement is for analytics capabilities, is one of Gartner’s top investments to drive analytics and
a ripple that permeates outward, rapidly top strategic trends for 20194. big data efforts (Figure 3). For cloud, the
influencing the whole enterprise. In the AI space, Amazon is proactively numbers are even higher in the IT space,
In this research, 81% of the firms reported working on speech recognition and with 62% of CIOs rating cloud as a high
they believe it’s at least somewhat robotics, BMW and Tesla are committed investment. DevOps is further down
important to glean insights by applying to delivering driverless cars in the next the list, with 26% of the vote, though
cognitive technologies and analytics five years, and IBM has invested US $3 companies in Australia and New Zealand
(Figure 2). billion in IoT, making its Watson cognitive see the solution as more critical to digital
computing service a force in the sector. success (both scoring 37%) than their
Studies and industry practitioners who counterparts in the United States.
tout AI, advanced analytics and big In this research, senior leaders name
data as major trends across sectors back cloud (44%), automation (35%), IoT
this finding.

Figure 2. 81% of the firms say that gleaning insights by applying cognitive technologies is important
How important is it for an organization to glean insights by applying cognitive technologies?
Not at all Important, 1 Not Important, 2 Somewhat Not Important, 3 Neutral, 4 Somewhat Important, 5 Important, 6 Very Important, 7
3% 3% 2% 11% 24% 34% 23%
Not Important – 6% Important – 57%

Business vs. IT Region

Ratings Overall Insights
Business IT EU US ANZ Canada
Base 154 94 60 54 50 30 20
5.44 5.27 5.72 5.30 5.62 5.87 4.75

Industry
Ratings Overall Insights
FSI H&LS RCL Mfg. E&U Telecom Hi-Tech
Base 154 33 30 30 21 19 11 10
5.44 5.45 5.00 5.57 5.67 5.26 5.09 6.60
ANZ = Australia and New Zealand, FSI = Financial Services and Insurance, H&LS = Health and Life Sciences, RCL = Retail, Consumer and Logistics, Mfg. = Manufacturing, E&U = Energy and Utilities

Source: Infosys Knowledge Institute, 2019

Figure 3. To drive advanced analytics and big data efforts, cloud, automation and AI get the lion’s share of investment
What is the level of investment in the following technologies to drive advanced analytics and big data efforts?
Percentage of respondents Business vs. IT Region
Technology indicating priority Business IT EU US ANZ Canada
Base 154 94 60 54 50 30 20
Cloud 44 32 62 46 38 47 45

Automation 35 33 38 31 30 53 30

Internet of things (IoT) 29 23 38 22 30 37 35

Artificial intelligence/machine learning 29 28 30 24 20 50 30

Agile/DevOps capabilities 26 24 28 17 30 37 25

Open source software 25 26 25 19 22 40 30

Development of cognitive platforms 23 21 27 15 24 37 25

APIs, microservices 23 20 27 17 24 33 20

Source: Infosys Knowledge Institute, 2019

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8 | Using Data to Find Innovative Solutions to New Problems

In the report “Core Modernization as searching for patterns that data scientists As the open economy and sharing of
a Catalyst”5, cloud also received the often don’t have time to analyze. This data throughout the partner ecosystem
highest priority for core modernization capability also gives rise to a new model of gathers steam, these analysts will use
investment, with a similar 44% of the citizen analysts, a business environment AI-powered augmented analytics tools
respondents naming it as their top where many different people within that automate the data science function,
modernization initiative. This turn to the an enterprise can collaborate on data identify patterns in data and develop
cloud will become more prescient as analytics and share ideas that work well. new hypotheses that may be missed by
firms are now inundated with data from “This process of letting people more experienced professionals.
sensors, social media and unstructured collaborate on data freely, with checks Our data, however, reveals that incumbent
data sets generated by AI. The cloud offers and balances from hard-core analysts, firms have a good way to go before
more powerful processing capabilities so creates a system where data’s value and information sharing and data analytics
that AI can train and execute algorithms context become clear,” says Mohanbir are scaled up across business processes,
at scale. Sawhney, marketing professor and co- with employees acting as levers for
Donald Feinberg, vice president at author of The Sentient Enterprise: The more effective business strategy. As the
Gartner, says, “The size, complexity, Evolution of Business Decision Making6. authors of The Sentient Enterprise: The
distributed nature of data, speed of In our research, these citizen analysts are Evolution of Business Decision Making
action and the continuous intelligence in short supply. Only 13% of organizations point out, a good system for analytics
required by digital business means that say their employees have the necessary might recommend other people in the
rigid and centralized architectures and data analysis skills and are actively company working on similar projects,
tools break down. The continued survival working with data scientists in the just like Facebook and LinkedIn might
of any business will depend upon an enterprise, with their numbers highest in recommend friends, or Amazon might
agile, data-centric cloud architecture that telecom (20%) and manufacturing (20%). recommend products based on user
responds to the constant rate of change.” A further 49% say they have the tools history. This sort of platform then creates
Some cloud analytics packages, like but not the expertise, and 24% say that a community within the enterprise,
Adobe, Oracle and Salesforce, are a they rely only on qualified data scientists and employees can ask advice around
good business solution for enterprises (Figure 4). analytics and can like, share and up-vote
looking to bolster their digital marketing the most effective insights.
According to Gartner, through 2020,
and customer-facing capabilities. With the number of citizen analysts will grow
processing carried out in the cloud, ML five times faster than the number of
and advanced statistical models dig professional data scientists7.
automatically through business data,

Figure 4. Citizen analysts are in short supply, with most respondents saying they have the tools but not the necessary experience
What is your organization’s position on using citizen analysts?

We only rely on qualified

data scientists

24%
13% Many of our employees are already
acting as citizen analysts
14%
We don’t have the tools (user interface or AI)
or talent/skillsets to leverage this
49%

We have access to latest tools (user interface or AI)

but not the required skills
Source: Infosys Knowledge Institute, 2019

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 Using Data to Find Innovative Solutions to New Problems | 9

Using AI and ML to automate complex processes

Using cognitive technologies or ML to at the user end of the supply chain. rapidly and in ways that suit their needs.
automate core systems and processes is The Netflix algorithm that personalizes Automation and particularly intelligent
crucial if incumbent firms are to keep up recommendations to over 130 million algorithms driven by deep learning are
with digital natives. subscribers worldwide is a critical part of the way forward.
Every 11.7 seconds, Amazon deploys code the company’s success. Through better In this research, automation of more
to production. Netflix employs thousands search, Netflix estimates that it saves complex processes (to some extent) is
of software updates every day using US $1 billion every year in lost revenue most prevalent in manufacturing (87%),
DevOps. On the other hand, those without from users who might otherwise cancel telecom (80%) and high tech (78%), with
a high dose of cognitive technology in their subscriptions due to flawed video financial services further behind (69%). In
DNA struggle to release software even once recommendations10. retail, 73% automate complex processes
a month8. Additionally, rapidly changing to some extent, while the health industry
In the banking sector, there are clear expectations around data mean that is one of the laggards in this context, with
benefits from improved speed and with these new technologies woven into 65% of the vote. Use cases in retail are
accuracy in AI-optimized fraud-detection front- and back-office processes, firms numerous, though there are compelling
processes, which is forecast to be a $3 can also match customer expectations benefits from automated customer
billion market in 20209. of “real-time interaction.” Customers now operations, improved inventory forecasts
demand low latency. Google found that and targeted promotional campaigns,
Performance in certain industries, it takes only 250 milliseconds for a user segmenting customers based on a whole
including high tech, manufacturing to get upset with a faulty website11. Such catalog of attributes. In health care, AI-
and telecom, is driven by automated stories are driving a new self-service ethic powered treatment systems can deliver
forecasting, fast and accurate processes, where users, and increasingly employees optimized outcomes for patients, save
and personalized customer connections and other partners, expect to access data costs and deliver substantial ROI.

Figure 5. Most firms automate complex processes to some extent, with a fifth automating simple processes to a large extent

To what extent does your organization use AI/ML for the following processes?
Base: 158 % Not applicable Not at all To some extent To a large extent

Automating simple and repetitive rule-based processes 15 65 20

Automating parts of complex processes that are repetitive 11 13 55 20

and rule-based
Automating complex processes, which currently require 11 17 72
human judgment, by using sophisticated algorithms

Source: Infosys Knowledge Institute, 2019

Case study

Infosys assisted a leading global bank in transforming its operating model with automation
Infosys assisted a global bank in introducing a new operating model to its South American operations, creating small teams
of cross-functional experts working together in sprints.
The bank implemented a tooling framework featuring agile DevOps teams to ensure continuous integration of the code.
Automated quality checks were then carried out. Sophisticated test management tools performed unit, system and
nonfunctional testing. To increase release frequency, the technical solution was deployed automatically to production. Rigor
and speed were integrated into the DevOps process based on principles such as “no manual deployments” and “minimum
operating standards” for all code released into production.
The result: significant cost optimization through direct savings and absorbing headwinds, a sizable improvement in IT
quality and service stability, and greater than 10% improvement in key performance indicators.

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10 | Using Data to Find Innovative Solutions to New Problems

Challenges of building a customer-centric business model

Another finding from our research Within the firm, silos are broken down According to a report from Indeed.
is that organizations generally use as this intelligence is made more com, job postings for “machine learning
“data exhausts” to improve system transparent (through technologies engineer” had the highest three-year
performance and “keep the lights on” such as virtual data marts), and new growth rate of any job, increasing more
(Figure 6). Only 35% use the exhaust perspectives, both internal and external, than four times from 2015 to 201812. In
to discover new opportunities for are born. Knowledge is shared faster response, firms are adding people to
innovating the customer experience through the enterprise, including their AI and data science teams with
and improving the business, though the through predictive analytics targeting broader skill sets, such as knowledge
numbers in manufacturing (47%), high customers and employees. These insights of linguistics and politics, and training
tech (44%) and telecom (40%) are higher – the “lifeblood” of the enterprise – then them. Of course, it’s important to have
on this metric. inform a host of important decisions: for AI and data analytics “rock stars,” but
This tallies with the findings mentioned example, how to find new opportunities, not every person needs to be one.
earlier that operational excellence and uncover hidden threats, discover new When enterprises build a more diverse
cost cutting are the main drivers behind needs, identify unknown problems, knowledge economy (which they can
retooling the enterprise to become a create better experiences, save resources also do by finding the right partners),
data-driven AI thinker. and amplify talent. surprising results emerge, such as when
Amplifying talent in house can expedite a data-science employee without a
When used correctly, however, data traditional analytics background adds
intelligence gives rise to a self-service the move to customer-centric business and
operating models while mitigating the AI depth and color to an analytics problem.
culture, wherein both customers and
employees solve new problems at the talent shortage around the world.
point of insight (known as “proximity”).

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 Using Data to Find Innovative Solutions to New Problems | 11

Figure 6. Data exhaust is used primarily to improve system performance, rather than innovate the business

What is your organization’s position on using citizen analysts?

To monitor, diagnose and improve system performance 63%

To predict future system performance 58%

To discover new opportunities to innovate or improve business

35%
parameters

Base: 158 0 10 20 30 40 50 60 70

(%) Overall FSI H&LS RCL Hi-Tech E&U Telecom Mfg. Business IT EU US ANZ Canada

Base 158 32 31 30 18 17 15 15 106 52 55 52 30 21

To monitor, diagnose and improve system 63 53 52 67 72 59 60 93 58 71 60 56 73 71
performance

To predict future system performance 58 59 55 67 44 65 53 53 58 56 64 54 60 48

To discover new opportunities to innovate 35 34 29 30 44 29 40 47 32 40 29 38 33 43

or improve business parameters

Source: Infosys Knowledge Institute, 2019

Case study

How Infosys transformed insights into forecasts for a retail client

Reverse-engineering historical data to arrive at the present reality was easy for one large retailer. More difficult was the
ability to identify patterns that would repeat in the future, enabling the retailer to automate demand forecast accurately.
Parameters for this forecast included both historical and evolving sales, and channel and market ecosystem data. Infosys
introduced an automated demand-forecasting platform that harvested demand intelligence in real-time. Using the most
suitable statistical method and time horizon, the new platform gave the retailer a holistic view of channel-wise traffic and
demand with minimal forecast error.
The impact of this new platform was powerful. The retailer was able to predict sales by channel and product category with
an 85% success rate. The retailer now has better visibility into short-term order volumes and best-selling products, along
with higher revenue growth and improved seasonal planning.

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12 | Using Data to Find Innovative Solutions to New Problems

Build analytics and automation in house or by partnering?

Big data and the new analytics capabilities solutions (RPA, ML and deep learning organization must begin its transition to
that accompany it change the nature of products and platforms), and external an intelligent enterprise with the culture
the enterprise: everything from the way partners (31%). In total, 68% use before moving on to the technology.”
it is structured and finances operations external partners in some way. Pure in- Finding the right partner is a decision
to how it engages the workforce and house efforts around developing data that should be made carefully. By sharing
pursues opportunities. Organizations governance, data democratization and internal data with a partner fully, at
make decisions in near real-time as they data science capabilities received 14% of scale, cyber risk increases; the partner’s
listen to data sources and use advanced the vote (Figure 7). data governance and business process
analytics, including natural language When partnering, however, enterprises in policies must also be taken into account.
processing, to understand what the our research expect these relationships A company must ask the question
data is saying. So how can firms actually to boost capabilities across the full “Does this partner provide access to
procure and use advanced analytics tools spectrum of people, processes and complementary skills and resources
to deliver insights, strengthen the core of technology (Figure 8). that will amplify existing projects, while
their business model and provide value leaving us room to work on more long-
to customers? Driving the required cultural change to
deliver insight across the enterprise was the term assignments?”
In the report “Customer experience: An highest-ranked capability looked for in a In general, partnering increases chances
Imperative for Digital Transformation”13, partner, scoring 5.32 on a scale of 1 (not at of success and benefits from much
research found that seven out of 10 all critical) to 7 (very critical). quicker implementation (Figure 9).
respondents were keen to partner
with external solution providers to Assistance in innovating the business For firms further along on their data-
build customer journeys. Only 10% of and providing thought leadership (5.3) driven transformation, effective
business and IT leaders were developing as well as capabilities around emerging partnering is easier to achieve, as
everything in house. technologies (5.3) also factored highly processes and governance within the
for CXOs. enterprise are more mature.
For generating insights using advanced
analytics and big data, the preferred As the CXO from a large manufacturing
approach is to use a combination of in- firm in Europe said, “To survive in the
house efforts, ready-made tools and era of new digital competition, an

Figure 7. For generating insights, firms prefer a combination of developing efforts in house, partnering, and adopting sophisticated AI technologies
and platforms
What is your organization’s approach to generating insights using advanced analytics and big data?

10% 1-Invest in developing data governance, data

democratization, and data science capabilities
16% 16%
2-Engage with external IT solution providers to
leverage their experience and expertise
3-Increase adoption of RPA, Machine and Deep
8% Learning products and platforms
14% Combination of 1 and 2
5% Combination of 1 and 3
Combination of 2 and 3

31% Combination of all three (1, 2 and 3)

Source: Infosys Knowledge Institute, 2019

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 Using Data to Find Innovative Solutions to New Problems | 13

Figure 8. Insight partners should drive the expected cultural change within the organization, along with innovation and thought leadership capabilities
How critical are these capabilities in an external solution provider to deliver insights across an enterprise?
Base: 158 Not at All Critical, 1 2 3 4 5 6 Very Critical, 7 Ratings

Ability to drive culture change within the organization 13 6 14 27 28 21 5.32

Innovation and thought leadership capabilities 13 8 14 21 32 21 5.30

Capabilities around emerging and digital 1 4 6 11 30 29 19 5.30
technologies
Industry- and domain-specific expertise, 11 6 20 26 27 19 5.22
solutions and offerings
Design thinking and systems approach 2 3 3 20 26 31 15 5.17

Data maturity capabilities 3 4 6 14 29 29 15 5.11

AI-powered solutions 3 3 4 19 28 28 15 5.11

Large-scale and complex program management 3 2 9 15 30 26 15 5.07
capabilities
Agile and DevOps capabilities 3 4 3 20 32 24 14 5.03

Partnerships across the ecosystem 2 3 5 21 30 29 10 5.00

Multi-industry expertise to cross-pollinate 2 5 11 16 24 31 11 4.94
insights

Source: Infosys Knowledge Institute, 2019

Figure 9. Higher chances of success and quicker implementation are the top two considerations for partnering
Why do firms partner?
80%

40%

40%

20%

0%
Higher Quicker Skills Possibility
chances of implementation transfer of acquiring
success the service
Source: Infosys Knowledge Institute, 2019
provider

Case study

How Infosys transformed insights into forecasts for a retail client

Organizers of the French Open 2019 believed that a new raft of digital innovations, including the use of analytics, augmented
reality and virtual reality, could elevate the importance of the tournament in the public consciousness.

Infosys helped event organizers deliver the tournament’s digital transformation objectives – enabling it to remain at the
cutting edge of technology and to provide tennis fans with an even richer experience.

A new easy-to-use tool for the official Roland Garros website delivered live insights and scores generated from data analytics,
augmented reality and virtual reality applications. This tool allowed fans to experience what it’s like to play a game on Court
Philippe-Chatrier. Players and coaches also had access to AI-powered data and video analytics throughout the tournament,
helping players improve serves and movement around the court.

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14 | Using Data to Find Innovative Solutions to New Problems

Conclusion
Higher ROI, new revenue streams and of back-end processes, predicting supply A trusted partner that can change
significant competitive advantage will go chain performance, optimizing the the working culture of the enterprise
to those firms that use data analytics and customer journey, among others - will is important here, as is the ability to
cognitive technologies as part of their then light the touch paper for deploying cultivate thought leadership and procure
business strategy. In fact, enterprises that more use cases at scale. technologies in step with business
focus on data-driven decision making Some digitally-advanced enterprises strategy. Firms should also partner to
have an average of four percentage in this research are investing at scale develop talent and build up infrastructure
points higher productivity and six in related analytical technologies such as early on as possible. Only then will
percentage points higher profits than as business intelligence and cloud they catch up with the adoption curves
those that don’t 14. computing. of these advanced corporates.

In this research, most are using analytics These firms, often found in manufacturing, The ultimate goal is to create a business
and adjacent technologies mainly to telecom and high tech industries, are environment where many different
improve efficiencies and “keep the lights advanced enough to address multiple use people within the enterprise can
on”. Instead, firms must concentrate on cases in parallel. They are more likely to collaborate on data analytics and share
quick-win use cases where insights lead adopt direct-to-consumer models and use ideas that work well. Here, a system
to new capabilities that fundamentally artificial intelligence to automate complex is constructed where data’s value and
change the way the business makes processes that once required human context becomes clear. The result?
money. Operating the business can then judgement. Business-wide change across the value
be based on data-driven decision making, chain and a corporate culture that frees
To follow suit, digital laggards must employees and partners to concentrate
and predicting the next big thing will
make careful yet definite changes across on more interesting and productive work.
be based on facts rather than hunches.
all people, processes and technologies.
Confidence in one initiative - automation

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 Using Data to Find Innovative Solutions to New Problems | 15

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16 | Using Data to Find Innovative Solutions to New Problems

References
1. Revenues from the AI software market worldwide from 2018 to 2025, Statista
2. Data never sleeps, Domo
3. Digital Radar 2019: Enabling Transformation through Salesforce
4. Gartner Top 10 Strategic Technology Trends for 2019, Gartner
5. Core Modernization as a Catalyst, IKI
6. The Sentient Enterprise: The Evolution of Business Decision Making, Oliver Ratzesberger and Mohanbir Sawhney, Wiley
7. Gartner Top 10 Strategic Technology Trends for 2019, Gartner
8. 10 companies killing it at DevOps, TechBeacon
9. McKinsey Global Institute – Artificial Intelligence: The Next Digital Frontier
10. Nathan McAlone, “Why Netflix thinks its personalized recommendation engine is worth $1 billion per year,” Business Insider, June
14, 2016
11. “For Impatient Web Users, an Eye Blink Is Just Too Long to Wait,” The New York Times
12. Businesses Build AI, Data Science Teams with Nontech Talent, WSJ Pro
13. Customer experience: An Imperative for Digital Transformation, IKI
14. What Makes a Company Good at IT?, Wall Street Journal, 2011

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 Using Data to Find Innovative Solutions to New Problems | 17

Survey methodology
In March 2019, Infosys commissioned
independent research, attracting
6% 7% 12% 14% 20% 20% 21% 13% 34% 34% 19%
responses from 154 senior leaders from
seven industries, including financial
services, high tech and manufacturing.
Respondents hailed from Australia, 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
Canada, Europe, New Zealand and the Health Care and
High Tech Canada
United States. Lifesciences USA
Telecom Retail, Consumer and Europe Australia and New Zealand
Energy and Utilities Logistics
Financial Services
Manufacturing and Insurance

Coverage by industry Coverage by region

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18 | Using Data to Find Innovative Solutions to New Problems

Author
Harry Keir Hughes
Senior Consultant – Infosys Knowledge Institute
[email protected]

About Infosys Knowledge Institute

The Infosys Knowledge Institute helps industry leaders develop a deeper understanding of business and technology trends through
compelling thought leadership. Our researchers and subject matter experts provide a fact base that aids decision making on critical
business and technology issues.
To view our research, visit Infosys Knowledge Institute at infosys.com/IKI

External Document © 2019 Infosys Limited

For more information, contact [email protected]

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