The nexus of forces (Social, Mobile, Information and Cloud) is dramatically changing our business environment. The availability of data provides organisations with exciting new options. This presentation explore the following questions: - What is the role of the IT function in turning this data into relevant information? - How can this development become an opportunity for the CIO or IT Director to play a more influential role rather than being a threat of losing control?

1. All Things Data: Opportunity or
Threat?
Frits de Vroet
C-Insight Australia
www.c-insight.com.au
Twitter: @FritsdeVroet

2. Introduction
Business management  Strategy & Quality  Information Technology (CIO) 
Business Process Optimisation (CPO)  Executive Advisory
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14 September, 2014

3. Contents
• The nexus of forces (Social, Mobile, Information and Cloud) is dramatically
changing our business environment
• The availability of data provides organisations with exciting new options
• What is the role of the IT function in turning this data into relevant
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information?
• How can this development become an opportunity for the CIO or IT Director
to play a more influential role rather than being a threat of losing control?
14 September, 2014

4. Nexus of Forces:
Converging
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Consumerisation driving
enterprise IT practices
“Never alone, never lost
and never bored”
Subscription-based services
allows convergence
©Gartner

5. Big Data Analytics
 Big data analytics refers to the process of collecting, organizing and analysing large
sets of data ("big data") to discover patterns and other useful information
 Big data is characterised by the following dimensions: Volume, Velocity and Variety
 With the right big data analytics platforms in place, an enterprise can boost sales,
increase efficiency, and improve operations, customer service and risk management
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6. Big Data Sources
 Sensor
 Machine Log
 Location
 Internet of Things
 Data Storage
 Public Web
 Social Media
 Business Apps
 Media
 Documents
 Archives
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7. Who will succeed?
Leading companies
 Understand relationships between behaviour, sentiment, history,
location and intention
 Create innovative products and services reaching new customers in new
ways
 Embrace digitisation of their business processes and utilise that to drive
business transformation
 Create new roles like data scientists, customer experience experts and
master data managers
 Adjust without uprooting business models and system architectures(?)
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8. Threats for IT
 Losing control – ability of functions and employees to go at it alone
 Rogue IT (top CIOs control about 65% of total IT spend)
 Diminishing value of traditional IT organisation
 Big legacy systems that require IT (and business) transformation – this
nowadays includes SAP, Oracle and MSFT ERP platforms…
 25% of CIOs is perceived as a true business peer; 48% is seen as a cost
centre or service provider and primarily manage IT crises…
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9. Changing Role of IT
Traditional
 Gather business requirements
 Build or source an application
and required infrastructure
 Educate ‘the business’ on how
to use the tool
 Ensure availability,
performance, etc.
 Manage IT crises
Future = Now
 Adapt and Absorb technologies
 Align and Facilitate within the
organisation
 Combine and Integrate
Applications, Data and Vendors
 Manage business and vendor
relationships
 Avoid IT crises?
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10. Adapt and Absorb
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CIO as a Business Leader
 Enable transformational change
 Drive business optimisation through process redesign (supported by IT
applications)
 Establish necessary Governance structures to manage risk
 Control cost to serve
 Ensure the basics are in place
 Finalise Application Rationalisation
 Update IT Strategy and Application Roadmaps
 Establish an Enterprise Architecture including Process and Data Architecture
with associated process and data owners (positioned in operations and
functions)
 Recruit for new roles such as data scientists, master data managers, etc.

11. Align and Facilitate
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CIO as a Venture Capitalist
 Seek new ideas that will challenge the business’ status quo
 Build an innovation pipeline (of big data projects)
 Create incubators and help fund new initiatives
 Identify a business champion
 Communicate the potential and success of new initiatives
 Help other executives seize opportunities
 Talk to them!
 Provide easy access to skilled staff so that they don’t have to go to other
vendors
 Create transparency through cross functional forums (IT council, project board,
innovation board, etc.)

12. Combine and Integrate
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CIO as an Information Broker
 Establish the new IT Landscape
 Develop a cloud strategy
 Establish appropriate middleware –
become the data broker/cloud
intermediary
 Facilitate absorption of new
applications and data sources
 Time to Market and Agility are key
success factors

13. Manage Business and Vendors
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CIO as a Product Manager
 Develop an efficient data architecture
 Manage both production and non-production data
 Tease out big data requirements of internal customers
 Engineer a solution to absorb and manage fast-changing and voluminous
data from a proliferation of sources (internal and external)
 Productise
 Create a product map of standardised offerings
 Set architectural standards to ensure integration
 Select and maintain strong relationship with vendors
 Understand product profitability -> business impact and total of ownership

14. Getting a seat at the table
 Focus on the customer – be relentlessly customer
centric
 Build credibility through contribution – manage risks
and create business opportunities
 Business acumen – be an equal business peer
 Social acumen – communicate through blogs,
internal social networks, external engagements,
twitter, etc.
 Assume broader responsibilities – Digital Officer,
Data Officer, Business Process Optimisation,
Procurement, Vendor Management, Innovation
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15. Questions?
Frits de Vroet
C-Insight Australia
www.c-insight.com.au
Twitter: @FritsdeVroet
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