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Table of Contents
Forewords 3
8
9
10
11
12
16
18
Conclusion 20
Big data versus fast data size isnt everything
21
23
Forewords
John Brahim
Capgemini CEO Insights & Data
Paul Maritz
Pivotal Chief Executive Officer, EMC Federation
64%
AGREE
STRONGLY
SLIGHTLY
22%
22%
42%
NEITHER AGREE
NOR DISAGREE
2%
7%
9%
DISAGREE
5%
STRONGLY
SLIGHTLY
DONT KNOW
25%
NEITHER AGREE
NOR DISAGREE
53%
AGREE
22%
STRONGLY
SLIGHTLY
31%
7%
10%
17%
DISAGREE
STRONGLY
5%
SLIGHTLY
DONT KNOW
56%
HIGHER
SIGNIFICANTLY
SLIGHTLY
15%
SIMILAR
41%
30%
3%
3%
1%
NOT
ANSWERED
7%
DONT KNOW
6%
LOWER
SIGNIFICANTLY
SLIGHTLY
The quest for cost reduction can take one or both of the
following forms:
Use of insights from big data to help identify potential
operational efficiencies in the business and so reduce
costs. For example, organizations may want to analyze
supply chain, cost to serve, customer churn rates, and so
on. We are also seeing many clients use big data analytics
to reduce risk, better detect fraud, and ensure compliance.
These can be big-ticket items in cost containment.
IT cost reduction through modernization of the information
landscape, with big data technology adoption. Many
of the new big data technologies are open-source and
use commodity hardware, a combination that is often
20-30 times cheaper per terabyte than traditional data
warehousing technology.
10
11
How far have companies got with theirIF WE DO NOT EMBRACE BIG DATA WE RISK
FIGURE 4: IF WE DO NOT EMBRACE BIG DATA WE
IRRELEVANT / UNCOMPETITIVE
initiatives to gain and use insights fromBECOMING
RISK BECOMING IRRELEVANT / UNCOMPETITIVE
big data? Few companies have any
questions left about the if, or even about
the when: Everybody has realized it
65
is time to move. The survey shows that
about 50% of organizations have already
implemented big data technology or are
28%
in the process of doing so, with a further
21% planning to begin implementation
within the next 12 months.
12
37%
20
4%
10
5
6%
DISAGREE
STRONGLY
SLIGHTLY
NEITHER
AGREE NOR
DISAGREE
AGREE
STRONGLY
SLIGHTLY
DONT KNOW
13
5 (Pg 10)
45
14%
26
31%
20
6%
14%
8
1
DISAGREE
STRONGLY
SLIGHTLY
NEITHER
AGREE NOR
DISAGREE
AGREE
STRONGLY
DONT
KNOW
NOT ANSWERED
SLIGHTLY
THE COMPANYS
IT COMPANYS
SYSTEM IS NOT
OPTIMIZED
TO ENABLE FIGURE 7: THE CONSTRAINTS TO DEVELOPING
FIGURE 5: THE
IT SYSTEM
IS NOT
BUSINESS DECISION MAKERS IN ALL DEPARTMENTS TO
OPTIMIZED TO ENABLE BUSINESS DECISION
INSIGHTS MORE QUICKLY ARE DUE TO THE IT
EFFECTIVELY DO THEIR JOBS
MAKERS IN ALL DEPARTMENTS TO EFFECTIVELY
DEVELOPMENT PROCESS
THE CONSTRAINTS TO DEVELOPING INSIGHTS MORE
DO THEIR JOBS
QUICKLY ARE DUE TO THE IT DEVELOPMENT PROCESS
21%
52
NEITHER AGREE
NOR DISAGREE
47%
14%
AGREE
16%
STRONGLY
SLIGHTLY
31%
38%
10%
26
16%
26%
DISAGREE
6%
5%
14
STRONGLY
SLIGHTLY
DONT KNOW
9%
DISAGREE
STRONGLY
SLIGHTLY
14
NEITHER
AGREE NOR
DISAGREE
AGREE
STRONGLY
SLIGHTLY
DONT
KNOW
2
NOT ANSWERED
Recognizing business
transformation is as important as
technology implementation
In our work with MIT on digital transformation, one of the clear
findings was that organization, governance and leadership are
at least as important as technology . As Leading Digital puts
it, Digital Masters excel in two critical dimensions: the what
of technologyand the how of leading change. Leadership
is vital in overcoming the complex business challenges that
digital transformation presents.
What is interesting is that we saw a significant proportion
of our survey respondents doing just this. Around 43% of
organizations say they are already engaged in organizational
restructuring in order to exploit data opportunities, and a third
are appointing senior big data roles, reflecting their recognition
that the data opportunities span the whole business.
15
People
The fact that big data was not being viewed strategically was
identified as the top barrier to success by many respondents.
8 (Pg 14)
Experience shows that big data initiatives need to be based on
a clear understanding of what you are trying to achieve. This
may or may not be immediately apparent; if not, it is important
to take the time to explore fully how big data can benefit
12
11
10
12
WHATS
BLOCKING
14
9
11
11
10
11
11
1st
12
2nd
3rd
BIG DATA
IMPLEMENTATION
AND MANIPULATION
E: SHORTAGE OF SPECIALISTS
16
SHORTAGE OF SPECIALISTS
25%
Technology
INACTIVE
Platform
9%
16%
14%
13%
43%
29%
19%
DONT KNOW
TO BE IMPLEMENTED IN
MORE THAN 12 MONTHS
IN THE PROCESS
NO PLANS TO
IMPLEMENT
TO BE IMPLEMENTED IN THE
NEXT 12 MONTHS
DONE
Some organizations are finding it useful to adopt Analytics-asa-Service platforms as a way to accelerate their investment.
These platforms offer a flexible analytical engine that makes
it possible to build solutions rapidly and then provision them
according to business demand.
Organization, collaboration,
governance and leadership
As you evaluate your organization in the dimensions just
described, you are likely to identify various capability gaps
that need to be closed. To tackle these, it is not enough
to look at each gap in isolation. Instead, take a wider
view of what is needed to modernize your business data
landscape. Experience shows that organization, collaboration,
governance and leadership are key aspects to making big
data work for you.
32%
PLANNING
DOING
37%
INACTIVE
12%
25%
12%
33%
DOING
11%
21%
19%
30%
PLANNING
DONT KNOW
TO BE IMPLEMENTED IN
MORE THAN 12 MONTHS
IN THE PROCESS
NO PLANS TO
IMPLEMENT
TO BE IMPLEMENTED IN THE
NEXT 12 MONTHS
DONE
One of the most encouraging findings from the study was that
we are seeing the organizational changes happening. 43%
of organizations are restructuring and a third have appointed
C-level roles in order to exploit data opportunities.
17
18
6 The Digital Advantage: How digital leaders outperform their peers in every
industry, http://www.capgemini.com/resources/the-digital-advantage-howdigital-leaders-outperform-their-peers-in-every-industry
19
Conclusion
Today, big data is about business disruption. Organizations
are embarking on a battle not just for success but for survival.
If you want to survive its time to act. Over two thirds (70%)
of respondents consider their organizations ability to exploit
value from big data to be important to their future success.
It is clear why data is crucial to business. In a world of
connected people and connected things, organizations need
a better view of whats happening on the outside and a faster
view of whats happening on the inside. Data must be the
foundation of every decision.
The real battle, however, is for the data that can create the
most relevant and pertinent insight: the combination of data
sets that allow effective and more rapid monetization of data.
(The range of possible data sets is virtually limitless: internally
held customer data, social media, machine data from the
Internet of Things, weather metrics and predictions and so
on.) Your data could ultimately become more valuable than
your traditional product or services. Big data technologies are
the enabler for developing new business models to make that
happen.
Your ability to compete with new entrants to your industry,
and perhaps to enter new ones yourself, depends heavily
on a business-led approach. You need the technology but
you also need a cohesive, organization-wide strategy that
encompasses everyone. If you want proof of this, its that
today the only organizations seen to be realizing growth
from data are those that combine digital technology with
transformational management .
The other essential is to ensure that you have the
organizational structure and data governance to deliver, which
means taking a view thats based on an ecosystem rather than
silos or sectors.
Clearly, profiting from big data is at least as much about
organizational integration, change and evolution as it is about
the underlying technology. Organizations in our study are
already implementing the technology. Now they need to drive
the organizational changes needed to make it effective7.
7 See the account of Burberrys experience in Leading Digital, chapter 2, for
example
20
42%
35%
15
1%
3%
4
DISAGREE
STRONGLY
SLIGHTLY
NEITHER
AGREE NOR
DISAGREE
AGREE
STRONGLY
DONT KNOW
SLIGHTLY
21
22
23
About Capgemini
With almost 145,000 people in over 40 countries, Capgemini is one of the
worlds foremost providers of consulting, technology and outsourcing
services. The Group reported 2014 global revenues of EUR 10.573 billion.
Together with its clients, Capgemini creates and delivers business and
technology solutions that fit their needs and drive the results they want.
A deeply multicultural organization, Capgemini has developed its own
way of working, the Collaborative Business ExperienceTM, and draws on
Rightshore, its worldwide delivery model.
For further information visit
or contact us at
insights@capgemini.com
The information contained in this document is proprietary. No part of this document may be reproduced or copied in any form
or by any means without written permission from Capgemini. 2015 Capgemini. All Rights Reserved.
Rightshore is a trademark belonging to Capgemini.
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