wellington analytics forum ben copsey, managing consultant digital transformation lead 8 th december...

Wellington Analytics ForumBen Copsey, Managing ConsultantDigital Transformation Lead8th December 2015

@benjamincopsey

Innovation comes from great partnerships

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Today’s Discussion

RISK & UNCERTAINTY

INTELLIGENCE

DECISION MAKING Applying insights for best outcome

Actively managing uncertainty

Understanding risk

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Looking Back

From our October Discussion


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Previously… Foundations for Success

SYSTEMATIC

EMBEDDED

CONTINUOUS LEARNING

INCREMENTAL

A systematic approach to building both business and technical capability

Embed analytics across the operating model - remit to redesign to accommodate analytics

Dynamic, iterative and responsive to change - Lab / Factory model vs traditional SDLC

Deliver insights incrementally and rapidly

http://www.optimation.co.nz/blog/using-analytics-to-drive-transformation/

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www.optimation.co.nz Wellington Analytics Forum ı Confidential to Optimation: please do not copy or further distribute 5www.optimation.co.nz Wellington Analytics Forum ı Confidential to Optimation: please do not copy or further distribute

A Leadership Issue

It’s no longer what you know, but how you collaborate

• Too many managers not enough leaders• Shortage of Digital Literacy• Complexity vs Linearity and

Compartmentalisation• Dynamic and Adaptive Environment• Skills of co-creator / collaborator as well as

traditional commander / communicator• Ask more open questions• Facilitate connections between analysts and

those needing answers

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Looking Forward

Risk and intelligence as a systematic approach to building both business and technical capability


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GOALS DELIVERY

Organisations are very good at defining strategies, visions, goals and objectives

BUT they’re all too often…lost in translation

This typically results in projects being initiated, that never deliver to expectation , are over budget and dramatically late.

Translation from strategy to delivery is often done poorly, resulting in limited understanding of the full change impact across people, process and platform required to execute a strategy.

STRATEGY

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DELIVERY

Strategy execution promotes understanding and clarity between strategy and delivery

STRATEGY

We use capability based modelling to help translate broad strategy statements

Capability definition

Roadmap creation

Portfolio management

GOALS

RESULTING IN: sustained business performance

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However, change is inevitable

So how do we manage the risk and uncertainty associated with change?

It’s inevitable that requirements will change. Business needs evolve, new users or markets are identified, business rules and government regulations are revised, and operating environments change over time. In addition, the business need becomes clearer as the key stakeholders become better educated about what their true needs are.

-- Karl Wiegers, Cosmic Truths about Software Requirements

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DELIVERY

Umm….

STRATEGYGOALS

RESULTING IN: sustained business performance?

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Enterprise Awareness“The future belongs not to the strongest or the smartest, but those who can collaborate - with humans and machines - most effectively” - Greg Satell aka Digital Tonto

"The bottleneck from that perspective is, what do you do with all that data being generated? How do you get the signal from the noise? How do you make real-time decisions and automate those real-time decisions?“ - Sam Yen, chief design officer at SAP.

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Enterprise Awareness – A Client Example

Key Outcomes

Leveraging collective intelligence to maintain strategic alignment and focus

• Productivity gains of >$3M p.a. in meeting preparation and conduct across 3 solutions

• Improved governance across $1.5BN of complex contracts

• Increased confidence in alignment, focus and control assurance of $4.5BN of Air Force Cost

• Improved decision quality, management capability and timing

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Risk Management

Coordinated activities to direct and control an organisation with regard to risk.

ISO 31000:2009

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The definition of Risk has evolved• “Measurable uncertainty” Knight, Frank H. (1971), “Risk, Uncertainty and Profit” (University of

Chicago Press), Orig. pub. 1921

• “Combination of the probability of occurrence of harm and the severity of that harm” ISO/IEC Guide 51:1999

• “Combination of the probability of an event and its consequence” ISO/IEC Guide 73:2002

• “Chance of something happening that will have an impact on objectives” AS/NZS 4360:2004

• “Effect of uncertainty on objectives” ISO 31000:2009

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Principles for effective Risk Management

• is dynamic, iterative and responsive to change

• facilitates continual improvement of the organisation

• takes human and cultural factors into account

• is transparent and inclusive

• is tailored

• creates value

• is an integral part of all organisational processes

• is part of decision making

• explicitly addresses uncertainty

• is systematic, structured and timely

• is based on the best available information

ISO 31000:2009

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The Objective of Intelligence

The intelligence process reduces uncertainty in decision making

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Strategic

Tactical

Operational

Intelligence Focus Decisions Supported

Policy, Strategy and Strategic Planning

Resource Planning,Capability Development

and Operational Management

Near Real TimeTargeted

Decision Making

Long Term1yr – 10yrs

High Uncertainty

Long Term3mth – 1yr

Moderate Uncertainty

Short TermNow – Next mthLow Uncertainty

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A change in approachTraditionally the intelligence cycle has been a process with carefully defined steps in which separate communities focused on their part of the process and left the other aspects to other parts of the intelligence community.

This assembly line approach has proven inadequate to fighting netwar – that is conflict with the complex, dynamic, non-linear networks that present the greatest intelligence challenges in the information age.

Real-time situations involving numerous teams from different parts of the intelligence community monitoring and responding to events in disparate locations require new tools to facilitate collaboration.

Clark, Robert M. (2003), Intelligence Analysis: A Target-Centric Approach, CQ Press, ISBN 1-56802-830-X

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Collection

Dissemination

Planning,Direction

Processing

Analysis,Production

Requirements,Needs

The traditional intelligence cycle is a flawed information management process.

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Problem(Customers)

InformationSources

(Collectors)Target

Needs, newinformation

Analysis: Gaps, requirements

Newinformation

Analysis: Answers,actionable Intelligence

Targeting focuses information collection to support analysis.

Clark, Robert M. (2003), Intelligence Analysis: A Target-Centric Approach, CQ Press, ISBN 1-56802-830-X

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In an operating context

Deliver

Support

Manage

Direct and Design

Proactive(Prevention)

Reactive(Correction)

Risk(Detection)

A closed feedback loop .. requires a close examination of relationships and their influences, provides a longer view of these relationships, and often reveals new insights based on trends rather than on discrete events

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In an analytics contextThe factory. The work of creating a product or service from an insight, figuring out how to deliver and support it, scaling up to do so, dealing with special cases and mistakes, and doing so at profit is beyond the scope of the lab.

It calls for a sense of urgency; discipline and coordination; project plans and schedules; and higher levels of automation and repeatability.

The work requires many more people with a wider variety of skill sets, a more rigid environment, and different sorts of metrics.

The laboratory. Companies must create an open, questioning, collaborative environment.

They must nurture a critical mass of data scientists and provide them access to lots of data, state-of-the-art tools, and time to dream up and work through hundreds of hypotheses..

Management must learn to tolerate risk, while at the same time deliver a steady stream of insights that improve existing products and services; an occasional insight that leads to … a fundamental insight.

https://hbr.org/2013/04/two-departments-for-data-succe


About Us

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Optimation; a New Zealand owned IT services company with 23 years in continuous operation

23 YEARS $50MTurnover with approx. 250 staff across Wellington, Auckland, Christchurch, Sydney & Canberra

FA

ST

50

Previously named in Deloitte Fast 50

O U R D N A

A heritage and focus on developing deep enduring

relationships with key clients in Tier 1 sectors; Telco,

Public Sector, Finance, Utilities

CU

LT

UR

E Anchored in integrity, empowerment, respect, professionalism, a zeal for learning and sharing; as much an extended family as it is an engine for collective delivery; specialists without borders to deliver outcomes that work

Focus on the IT application layer, providing solutions to solve complex business problems

Optimation at a glance

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We begin with the end in mind

Unique delivery method to deliver outcomes that work

Solutions built for business

Our practice-led professional service structure

INFORMATION MANAGEMENT

ENTERPRISE AWARENESS

STRATEGY EXECUTION

DIGITAL TRANSFORMATION

BUSINESS ANALYTICS

CLOUD ENABLEMENT

WHAT MAKES OPTIMATION DIFFERENT ?

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Our solutions

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Our capabilities

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Our customers

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Examples of our work

Optimation undertake the development and ongoing

support of one of New Zealand’s largest IT application

outsource contracts (8000) through our partnership with

the Department of Corrections. The outsource contract

is an Optimation led consortium of vendors that has

stood the test of time off the back of a proven model of

high impact collaboration.

Department of Corrections

Optimation has enabled Australian Air Command to have

an integrated picture of the workings of its organisation to

achieve alignment, focus and a shared understanding

through the integrated management of outcomes,

performance, risk and change; “a single source of truth”.

Australian Defence Department

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Examples of our work

In its sixteen year partnership, Optimation has

helped successfully deliver 3000 work

programmes. We have also provided a Resource

Management Service to Vodafone where they

can retain ownership and control of their IT

investment and business IP, while having the

freedom to tap into diverse, pre-qualified talent

pools consisting of accredited IT professionals to

work on special projects or to address

operational needs.

VodafoneOptimation has developed a real time insurance

application that reduces approval time from three

weeks to 10 minutes and will fundamentally change

the way insurance is issued around the world.

Intelligent Life

Thank You

Innovation comesfrom great partnerships

wellington analytics forum ben copsey, managing consultant digital transformation lead 8 th december...

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