Copyright © 2012, SAS Institute Inc. All rights reserved.
ANALYTICS MANAGEMENT SERIESPRESENTED BY SAS CANADA
Copyright © 2012, SAS Institute Inc. All rights reserved.
WHY? GROWTH IN ANALYTICAL ENVIRONMENTS
•
Complex to develop, support, sustain and manage
•
Challenging to realize maximum value from investment
Copyright © 2012, SAS Institute Inc. All rights reserved.
SERIES OVERVIEW ANALYTICS MANAGEMENT SERIES
•
Designed to suggest paths towards effective decision-making in order to help sustain and grow analytical capabilities
•
Thought leaders who actively manage complex analytical environments will share their best practices and engage in discussion by responding to your questions at the end of the presentation
•
Chat functionality is enabled and being monitored
•
Webinars are recorded and will be made available on the SAS Canada Community (http://sascanada.ning.com) ‘On Demand’
Copyright © 2012, SAS Institute Inc. All rights reserved.
UPCOMING WEBINARS
•
June 30th
–
‘How an Internal Consulting Unit Can Support Enterprise Analytics’
(Eugene Wen, VP & Chief Statistician, WSIB)
•
July 15th
–
‘The New Business Intelligence’
(Bernard Blais, Senior Manager, SAS Global Technology Practice)
•
August 26th
–
‘Hosting SAS in the Cloud’
(Robert Tee, Manager, SAS Consulting)
•
September 23rd
–
‘Training Analysts to Meet Today’s Demanding Business Requirements’
(Marje Fecht, Senior Partner, Prowerk Consulting)
Copyright © 2012, SAS Institute Inc. All rights reserved.
WELCOME EPISODE 1: SUSTAINING ANALYTICAL CAPABILITIES WITHIN AN ORGANIZATION
•
Daymond Ling, Senior Director, Modelling & Analytics (CIBC)
Copyright © 2012, SAS Institute Inc. All rights reserved.
1.
Deliver value
2.
Analytics Process and Maturity
3.
Elements of Analytics Capability
4.
People
5.
Culture
6.
Organization
Agenda
Copyright © 2012, SAS Institute Inc. All rights reserved.
Organizations want better performance.
Organizations need to have problems identified and solved.
Organizations don’t want analytics for its own sake.
Sustainability is all about continuous value delivery.
Analytics done right creates value. It is an enabler.
1. Deliver Value
Copyright © 2012, SAS Institute Inc. All rights reserved.
Drive Results
Governance
Origination
Vetting
Prioritization
DeployDeployAnalyticsAnalyticsTopicsTopics
Discovery
Framework
Analysis
Knowledge Management
Action
Communication
Recommendation
Implementation
Copyright © 2012, SAS Institute Inc. All rights reserved.
Relevance
Origination
Where ideas come from
Stay connected
Vetting / Prioritization
Answer what you know, find out what you don’t
Alignment to strategy
Prioritization
Origination
Sources of questions arise from all major divisions of an organization. Understand major issues facing organization to solve important problems is crucial to focus and value.
Mechanism to continuously stay connected to collect and inventory the questions / answers
Vetting / Prioritization
Key issues of an organization evolve slowly. Use available knowledge to answer questions where possible.
New discovery projects aligned to strategy and have significant potential payback. Vet, prioritize, and stream strategic, tactical
and operational
work.
Advanced analytics discovery results in improved processes and corporate knowledge. As knowledge is gained, they form the corpus of knowledge that the organization should maintain and leverage.
Do The Right WorkDo The Right Work
TopicsTopics
Copyright © 2012, SAS Institute Inc. All rights reserved.
Different Workstreams
# of Projects Impact of workEffort of work
Strategic
Tactical
OperationalDif
fere
nt
Str
eam
Dif
fere
nt
Str
eam
Strategic Tactical Operational
Nature of work Fuzzy Bounded Precisely defined
Subject Area Many Single area Single process
Questions Many Several Single
Approach Investigate Probe Diagnose & tune
Example New way of doing business Grow a line of business A well defined Fraud Detection model within a particular system
Dif
fere
nt
Valu
eD
iffe
ren
t V
alu
e
Engagement spectrumEngagement spectrum
Copyright © 2012, SAS Institute Inc. All rights reserved.
Analytics
Framework
Business issues
Analytic approach
Analysis
Quantitative analysis
Iterative discovery process
Knowledge Management
Corporate knowledge
Framework
The business framework deals with the “what”. It describes the issues, the set of questions and considerations, the relevant business metrics, what the desired outcome look like, and success criteria if applicable.
The analytical framework is about the “how”. It translates the business framework into mathematical formulation and technical analysis processes that effectively answer the business framework concisely, accurately, and efficiently.
Analysis
Broad range of activities from simple reporting, in-depth drill-down, mapping process flows and metrics, predictive analytics, up to systems simulation and mathematical optimization of systems.
Analysis is only successful if the business framework is relevant and correct.
Knowledge Management
Manage the corpus of corporate knowledge to ensure it is easily retrievable
Do The Work Right Do The Work Right
AnalyticsAnalytics
Copyright © 2012, SAS Institute Inc. All rights reserved.
Deploy
Communication
Business insights
Recommendation
Action plan
Implementation
Change management
Post change review
Communication
Share findings with stakeholders and partners
What’s working, what’s not working
Recommendation
Craft action plans
What to start, what to stop
Implementation
Delivering against action plan
Monitor actual results against expectation to realize benefits
No action creates no (immediate) value?
Inappropriate work?
Analysis paralysis / fulfill curiosity?
Work incomplete / incorrect?
Controversial findings?
Organizational willingness to act?
Lack of funding / capability gap
No action creates no (immediate) value?
Inappropriate work?
Analysis paralysis / fulfill curiosity?
Work incomplete / incorrect?
Controversial findings?
Organizational willingness to act?
Lack of funding / capability gap
Insight into ActionInsight into Action
DeployDeploy
Copyright © 2012, SAS Institute Inc. All rights reserved.
2. Analytics process
Domain knowledge Don’t care
Understand processes Don’t care
Know what data is relevant Leave out important data
Know how data relate to process Data are just numbers
Solve right problem Solve wrong problem
Flawless and efficient Wrong technique done wrong
Articulate findings Can’t relate to domain or process
Solutions Talk math
Generating insight is more than doing mathGenerating insight is more than doing math
Domain
Process
Data
Analytics
Story
Copyright © 2012, SAS Institute Inc. All rights reserved.
Analytics Maturity
Data
Management
Data
ManagementAdvanced Analytics:
Statistics & Optimization
Advanced Analytics:
Statistics & OptimizationBusiness
Analytics
Business
AnalyticsReporting and
Trending
Reporting and
Trending
Master Data Management
360 view
Dashboard
Standard reports
Report specification
Opportunity sizing
Root cause analysis
Problem solving
Explanatory effects
Prediction
Time series analysis
Optimal decision under competing conditions or constraints
Reporting software
SQL
Entity relationship
Warehouse
Hadoop
Reporting software
Data Visualization
Statistics
Time series
Optimization
Simulation
Typ
e o
f w
ork
Typ
e o
f w
ork
Meth
od
Meth
od
Where are you, where do you want to beWhere are you, where do you want to be
Copyright © 2012, SAS Institute Inc. All rights reserved.
Analytics Maturity
Demand is uneven across this spectrum.
Enable the organization to run efficiently now.
Lead the organization on the Art of the Possible.
Demand is uneven across this spectrum.
Enable the organization to run efficiently now.
Lead the organization on the Art of the Possible.
Current and Now
Future and Possible
Lead The WayLead The Way
Copyright © 2012, SAS Institute Inc. All rights reserved.
3. Capability
PeoplePeople
ToolsTools ProcessProcessDataData + +
Analytics is an intellectually intensive knowledge discovery process.
It is human thought enabled
and amplified
by powerful machine learning techniques and tools.
Quality of outcome is predominantly determined by the pilot, not
the machineQuality of outcome is predominantly determined by the pilot, not
the machine
SynergySynergy
Copyright © 2012, SAS Institute Inc. All rights reserved.
Synergy
PeoplePeople
ToolsTools ProcessProcessDataData + +
The view of “dump data into the machine and answers pop out”
is an incomplete portrayal of the analytics process.
People bring experience, creativity and judgment to the discovery journey. People decide the direction and make decisions along the way.
Tools handle well specified (very powerful) computational tasks.
They discover nuggets of information, pieces of the puzzle, but it can’t “know”.
World class analytics requires firing on all four cylinders.
✘
People exercise intuition and judgment, machine crunch numbersPeople exercise intuition and judgment, machine crunch numbers
Copyright © 2012, SAS Institute Inc. All rights reserved.
4. People
AnalyticsAnalytics PeoplePeople ProcessProcess ToolsTools DataData+ + +
Business Driver
Business Driver
Analytics Engine
Analytics Engine
Origination
Vetting / Prioritization
Framework
Analysis
Communicate
Change
Business Change Agent
Know business issues well
Know what are important
Know where analytics can be used
Know what’s possible conceptually
Communicate business impact
Craft and drive change management
Technical Excellence
Has business domain knowledge
Understands business processes
Knows how to structure analytics
Technical expert in advanced analytics
Present technical finding in business terms
Assess success of process changes
Two complementary skills
Technical Excellence and Business SavvyTechnical Excellence and Business Savvy
Copyright © 2012, SAS Institute Inc. All rights reserved.
Talent Attribute
Quantitative skills
Problem solver
Keen learner
Objectivity
Communication
Team player
PASSIONPASSION
Large scale analytics is a team sportLarge scale analytics is a team sport
Copyright © 2012, SAS Institute Inc. All rights reserved.
5. Culture
Clarity of purpose Unclear objectives, impossible tasks
Involve Dictate
Work is valued Ignored or lack implementation
Open to explore Rigid project management
Open to experimentation Mistakes not allowed
Supportive team Working alone
Learning & SolvingLearning & Solving
Copyright © 2012, SAS Institute Inc. All rights reserved.
6. Organization
Domain Expertise
Familiarity with business and processes
Familiarity with systems and data
Ease of mobilization
Quality of work
Speed of delivery
Cost
Knowledge management
Copyright © 2012, SAS Institute Inc. All rights reserved.
Large Organization
Analytics Centre of Excellence
Distributed Analytics Function
Centralized Analytics
Analytics islands
Analytics individuals
Scale MattersScale Matters
Copyright © 2012, SAS Institute Inc. All rights reserved.
Engage. Just Do It. Start Now. Don’t Wait. Learn & adjust along the way.Start Now. Don’t Wait. Learn & adjust along the way.
Copyright © 2012, SAS Institute Inc. All rights reserved.
Thank You
You can find me (Daymond Ling) on Linkedin
Top Related