Analytics and Business Process Effectiveness Session at Silicon India 30 Jul 2011 Rajgopal Kishore Vice President and India Head of Financial Services, BI & Analytics, Capgemini

Presenter Profile – Rajgopal Kishore Heads Business Information Management, India, Financial Services at Capgemini Previously Global BI head at HCL Technologies in Bangalore, and jump-started Technology Consulting and Strategy at Infosys, Dallas TX Passionate about using technology and data to meet business goals Entrepreneurial DNA Speaker at conferences and universities Provocative blogger – network.in/blogs/kishorehttp:// network.in/blogs/kishore

Agenda The challenges with “Traditional” Datawarehousing and BI The Levels of Analytical maturity There is a shift in emphasis from business process efficiency to effectiveness Examples Solutions Architecture Takeaways for us as leaders, and professionals

Traditional BI( Business Intelligence) Programs Often Fail to Make Business Impact… Innovate Impact Measure Organize  BI is “disconnected” from the transactional systems;  How will insights from BI go back into your business process?  How will you “close the loop”? – the loop of insights, action, measurement? How do you know that your BI really worked? BI is seen as disconnected from the organizational processes  BI programs are unable to connect their outputs with impact on business KPIs  Still no comprehensive strategy on how information can be used to enhance competitiveness  Data maybe collected, but business leaders are unclear how to approach it for the purpose of gleaning insights and taking action Many organizations still not “get” analytics  Business Users are frustrated with traditional BI and DW (Datawarehousing) as it takes too long, and when done, impact does not warrant cost and time  Many IT departments busy with large ETL (Extract- Transform –Load) projects without a clear loop-back on business benefits  Once the report is produced, the key question for the business user is – what do you do? How does behavior change, and what actions do you take on business operations? BI not seen as delivering enough business impact  Large service companies do not have the DNA to innovate  Internal projects to create “IP” and solutions have had minimal impact  Relationships with innovative vendors will be key BI Organization is seen as not being able to innovate 4 Enterprise Intelligence & Analytics Strategy - E&Y | Rajgopal Kishore ► Current State & Trends

Bottom-line – Traditional BI & Analytics does not impact decision making significantly The impact is often post-facto

The Analytics Maturity Model Standard Reports Ad-Hoc Reports Query Drill-down Alerts Statistical Analysis Forecasting Predictive Modeling Optimization What happened? How many, how often? Where exactly is the problem What actions are needed? Why is this happening? What opportunities are we missing? What if these trends continue? What will happen next? How do we do things better? Adapted from SAS

There is a need to make business processes more effective … There is a shift of emphasis from process efficiency to effectiveness

Customer Contact Center – Understanding Customer Value at the time of the call Example

Claims Processing – Selecting and routing claims Example

Fraud – Identifying and acting on possibly cases of fraud Example

Retail – Price Optimization Example

Other Trends that we are seeing – BPM (Business Process Management) and Mobile

Services Oriented Architecture is essential to achieve separation of concerns – Business Process and Analytics

Take-away for us as leaders and professionals Focus attention on demonstrating business value (impact on business outcomes) of analytics and business intelligence A great way to approach this is to take away attention from reports and focus on business activity and the daily business grind – and ask how you can make them more effective (not just efficient)

Questions?