Moving Big Data Solutions from Concept to Culture€¦ · Moving Big Data Solutions from Concept to...

Moving Big Data Solutions from Concept to Culture Paula Tolliver Corporate Vice President, Information Systems, Procurement, and Business Services Operations

The Dow Chemical Company

2

What is Big Data?

That amount of data

or complexity

Which puts you

out of your Comfort Zone

Big Data (Noun)

3

VOLUME

VARIETY

VELOCITY

VALUE

TODAY THE FUTURE

DA

TA

SIZ

E

THE CHALLENGE?

4

The Surge in Predictive Analytics

Predictive

Retrospective

Both Equally

Don’t Know

12%

33%

31%

29%

50%

28%

10%

1%

2009

2012

Source: Analytics in Action: Breakthroughs and Barriers on the Journey to ROI. Prepared by

Accenture Analytics, with Findings from a Survey of Analytics Practitioners, 2013 Base: Total Respondents

5

Data as a Source of Inspiration

To a great extent

25%

Not at all really

13%

To only a minor extent

18%

To a moderate extent

44%

12% in 2009

Source: Analytics in Action: Breakthroughs and Barriers on the Journey to ROI. Prepared by

Accenture Analytics, with Findings from a Survey of Analytics Practitioners, 2013 Base: Total Respondents

Dow.com

Moving Big Data Solutions from a Concept to a Culture

Paula Tolliver

Corporate Vice President Information Systems, Procurement

And Business Services Operations

The Dow Chemical Company

Topics

• Introduction to Dow

• A New Reality – What we believe about insight and analytics

• The NEXT BIG THING that will help us to achieve BIG THINGS

• The journey ahead requires transformational leadership

• A Case Study

• Catalyzing a culture of analytical decision-making

• Organizing for success – Making analytics foundational

• Lessons Learned

7 DOW CONFIDENTIAL - Do not share without permission

The Dow Chemical Company – Who are we?

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2012 data; dollars in millions

2008 2012

Developed

Emerging

28% Emerging

35%

Developed

52,000 Employees

DOW CONFIDENTIAL - Do not share without permission

• Founded in 1897 in Midland, Michigan

• Combine the power of science and technology to passionately innovate what is essential to human progress

• Manufacture more than 5,000 products at 197 sites in 36 countries

• Customers in approximately 160 countries

North America

Sales: $20,294

Latin America

Sales: $7,060 Europe, Middle East & Africa

Sales: $19,185

Asia Pacific

Sales: $10,247

A Diverse Product Portfolio & Customer Base

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Data… Data… DATA

Complex Global Supply Chain


Topics





• A Case Study



• Lessons Learned


A New Reality – for EVERYONE

“Beware of geeks bearing formulas.” – Warren Buffett, 2008

“Big Data – Why Warren Buffett Invested $10 Billion In This High-Tech Trend”

– Andy Batts

Seeking Alpha headline

September 2012


A New Reality – What is Big Data?

• Volume, variety and velocity of information increasing exponentially

• Originating from internal / external sources

• Structured, semi-structured, unstructured

What can Big Data do?

• Inform better decisions…

… AT THE RIGHT TIME

• Provide deeper context and comparison

in the midst of complexity and uncertainty

• Enable competitive advantage


A New Reality: Uncertainty Is a Certainty!

“The sustained uncertainty in the world economy continues

to present an incredibly challenging operating environment…

We have to take action.”

– Andrew Liveris, Dow CEO

August 1, 2012


A New Reality: A Need for Better Information

Are you capitalizing on Big Data?

1 in 3 53% Business leaders make critical

decisions without the information

they need.

Of business leaders don’t have access

to information from across their

organizations required to do their jobs

If not, here’s what you’re missing:

Organizations applying analytics to data for

competitive advantage are

more likely to substantially outperform their

industry peers

2.2x

Organizations adept at analytics enjoy…

1.6x more revenue growth,

2.0x more profit growth, and

2.5x More stock price appreciation than

their peers

† Big Data: The New Natural Resource, IBM; Presented at IBM Information on Demand Conference, October 2012


http://www.flickr.com/photos/ibm_media/6997862447/

Topics





• A Case Study



• Lessons Learned


Harnessing the Power of Analytics: A Transformational Approach

Catalyze a Culture of Analytics

• Anticipate and build capabilities

• Cultivate executive understanding

and support

• Put points on the board NOW (credibility)

• Gain ground and build momentum

Organizing for Success…Make it Foundational

• Multiply the analytics community, capabilities and resources

• Connect the right problems with the right solutions


Catalyzing a Culture – Build Capabilities and Credibility

• Modeling for Manufacturing and R&D

• Strategic partnerships

• Build capabilities (expertise & tools)

• Developed growth and hiring strategy

• Delivered $ Millions – Business Operations

• Benchmarked leader – external credibility

2009 began Analytics

interface (embedding)

Differentiated business

performance enabled

by Analytics

Phase 4 Analytics Foundational

Pre-2000 2000-2005 2005-12 2013+

Phase 3 Points Now & Build Momentum

Phase 2 Build & Cultivate Support

Phase 1 Anticipate & Build


Catalyzing a Culture – Phase 3 Projects

Target Priorities / Focus on Core Business Needs

Creating Quick Wins / Engaging Early Adopters • Purchasing / Market Analysis

• Supply Chain Optimization

Advising Core Business Decision Processes • Pricing

• Value Chain Optimization

• Inventory Management

Predictive Forecasting • Predicting the quarter and forecasting the next three years


Reward users by making insight easy and timely to obtain.

Catalyzing a Culture – Gain Ground and Build Momentum…

Continue to anticipate and look for breakthroughs…

Customer Insights • Am I at risk with any customers? Which ones? Why?

• What is the downstream impact of that risk?

Market Insights • What is the marketplace saying about my product?

• How can I improve my product relative to the competition?

• How much value did my customer get from our last

product improvement?

• How can we “share” in that value delivery?


Multiplying the Analytics Community and Connectivity

Corporate and

Business Analysts

Analytical and IT

Application Teams

Data Experts

(IT and Subject)

PhD / Masters

Mathematicians

Commercial

MBAs Finance Analysts

Operations Analysts

Business Services Analysts

IT Architects IT Data & Info Stewards

Data

SMEs

Chief Information Officer

Chief Strategy Officer

Chief Financial Officer


Business

Insight

Competency Center Strategy/ Governance

Portfolio/Priorities

People / Capital

Functional

Organizing for Success – IT Strategy & Architecture

Foundation Layer – Data

Processing Layer – TNF (Key, Key, Key)

Consumption Layer – Views & Tools

SAP BW

& NEA Global

Insights Sysomos

Executive Insight Suite: Tableau, PowerView

Visualization Suite:

(Aster, SAS VA)

Diamond Systems

Reporting

SharePoint

DAS

Genomics

Just in time

Hadoop

True

sources

No Archive

Big Data

Right tools for Operations,

Executive and Data Exploration

SAS SQL Query

Tools

Asset

Utilization

SAS ES Radian 6

EDW

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Extract Transform, Load and Manage Data Quality

In memory Analytics, User Self service table joins


Topics





• A Case Study



• Lessons Learned


Lessons Learned

• CIOs need to innovate and build capabilities before the need is

recognized or articulated

• Executive support and C-suite roles are vital to transformation

• It’s essential to keep the priorities of your businesses top of mind

• To make analytics foundational, you must build: Capabilities, including strong data management

Credibility for those capabilities

Connectivity (connect the right problems with the right solutions)

A prolific, competent analytics Community

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Questions?

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• Planning

• Continuous Process

Improvement

• Project Methodology

• Data Management and

Governance

• Business and IT

Alignment

EXCELLENCE IN ENTERPRISE ANALYTICS

PROCESS

PEOPLE

COMPETITIVE

ADVANTAGE

• Vision and

Leadership

• Team

Composition

• Enterprise

Authority

• Change

Management

• Data Visualization

• Web Portals /

Dashboards

• Problem-specific

Business Solutions

• Predictive Analytics

• Decision

Management

TECHNOLOGY

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Change Management PROCESS

PEOPLE

COMPETITIVE

ADVANTAGE

TECHNOLOGY

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Business Analytics Maturity Assessment PROCESS

PEOPLE

COMPETITIVE

ADVANTAGE

TECHNOLOGY

Overview:

Two-day on-site discovery session focused on understanding the client’s business and IT objectives, key initiatives, existing information management and analytics architecture, top challenges, and priorities.

Process:

• Review current business requirements, timeframes, critical success factors, and key business metrics (e.g. customer retention, customer acquisition).

• Review operational data sources to support business priorities.

• Review analytical priorities, strategy, process, and gaps.

Deliverables:

• Technology roadmap to optimize the client’s current and future IT-enabled analytical process.

• Projected business value resulting from proposed analytical architecture and process improvements.

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