cioinsights Imperatives for the new CIO How to manage data and apply analytics for efficiency and change High-performance computing • Operational insights • Sustainable growth • Business and IT alignment • Doing more with less Editor-in-Chief Kelly LeVoyer [email protected] Managing Editor Alison Bolen [email protected] Copy Editors Amy Dyson Trey Whittenton Chris Hoerter Editorial Contributors Anne-Lindsay Beall Lori Bieda Rockwell C. Bonecutter Keith Collins Tony Fisher Russell Gardner Barry Gay Suzanne Gordon Dale R. Hersch Anne Milley Kate Morton Stephen Nunn Cathy Traugot Patrick Van Deven Ed Walker Aiman Zeid Design Ashley Campbell Circulation Ellen Brandt Production Melody Fountain Copyright © 2010 SAS Institute Inc., Cary, NC, USA. All rights reserved. Limited copies may be made for internal staff use only. Credit must be given to the publisher. Otherwise, no part of this publication may be reproduced without prior written permission of the publisher and copyright owner. 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S62016.1010 Contents|P1 www.sas.com/cioinsights contents IO imperatives C Optimization and innovation 2 3 E xecutive summary 4 Managing the data asset How to treat your data like the high-value business asset that it is 8Three CIO challenges you can solve today Overcome your biggest issues with a framework for business analytics 11 Why IT can’t ignore social media Social data is not an island but part of a larger consumer ecosystem ACCESS THIS REPORT ONLINE www.sas.com/cioinsights More government intelligence for less 12 Belgian public sector CIO taps into analytical creativity and maximizes resources 16 Make the most of your analytical talent Tips for establishing an analytic center of excellence Good news for retail CIOs 20 Business analytics technologies are more than just a trend How to transition IT from cost center to value center 24 Data integration and language translation bring efficiencies Running IT as a business 26 Seven steps to aligning IT with the business The CIO as eco-champion 29 Five ways IT can contribute to a company’s green agenda Four methods for high-performance computing 32 How to choose the right high-performance computing method for your business analytics scenario Top 5 reasons why CIOs want business analytics 36 SAS executive explains how to bring efficiency to IT P2|CIO imperatives: Optimization and innovation www.sas.com/cioinsights CIO imperatives: Optimization and innovation By Suzanne Gordon, CIO, SAS In a struggling economy – and even in an unsettled period of recovery – the words optimization and innovation form the basis of nearly every executive’s rallying cry around the world. The intent, or rather the goal, is to inspire employees to streamline operations, reduce costs and increase productivity, while laying down a solid foundation for growth in advance of better economic times. As the CIO of SAS, I witness every day how these themes form the nucleus of our IT department’s strategic plan and guide my management team’s actions. I view the role of CIO as being similar to that of a ship’s head engineer, who manages the technical operations of a large vessel. It’s a critical organizational role; even more so in stormy waters. With this in mind, the alignment, efficiency and focus of my team plays an essential role in maintaining SAS’ market leadership, by applying high standards of service to meet internal and external customer expectations. I expect many of you are in the same boat. Today, as CIOs, we must approach optimization and innovation from three standpoints: people, process and technology. In terms of people and process, we need to focus on things such as efficiency, agility, change management and productivity, and every employee should be empowered to find ways of improving and innovating each day. Where technology is concerned, costeffectiveness, integration, consolidation, globalization, operational insight and virtualization will be critical to achieving more with less and, ultimately, improving organizational performance. The issues we face today as CIOs are truly global in nature. Collaboration and sharing of best practices amongst senior IT executives will provide a fertile ground for achieving our mutual goals of optimization and innovation and it’s in this spirit that the current CIO Insights report has been compiled. In these pages we address some key challenges and opportunities for CIOs today. The articles and case studies, gathered from around the world, are meant to inform, inspire and to motivate you as IT leaders, in your ongoing efforts to optimize and innovate – in waters both calm and rough. Chief Information Officer Suzanne Gordon oversees the IT infrastructure and support services at SAS. A past ComputerWorld Premier 100 IT leader, Gordon has held a number of IT and consulting leadership positions in her 30-year tenure at SAS. [email protected] Executive summary|P3 www.sas.com/cioinsights Executive summary As a modern-day Renaissance leader, today’s CIO influences a more varied agenda than ever – from an organization’s IT strategy to its profitability and customer service to its impact on the environment. This CIO Insights report shares strategies for managing data, resources and innovative technologies to enable growth, profitability and agility. Explore high-performance computing for greater analytic performance; learn how a business analytics architecture can help deliver on business unit demands; read best practices for building an analytics center of excellence … all while running as a profitable – and environmentally conscious – IT organization. To share this report online, visit www.sas.com/cioinsights. Resumen ejecutivo Como líder renacentista moderno, el director general de información (chief information officer, CIO) de hoy influye en una agenda más variada que nunca, desde la estrategia de tecnología de la información de una organización hasta su rentabilidad, servicio de atención al cliente e impacto en el medio ambiente. El informe de opiniones del CIO comparte estrategias para administrar datos, recursos y tecnologías innovadoras para permitir el crecimiento, la rentabilidad y agilidad. Explore una informática de alto rendimiento para lograr un mayor rendimiento analítico; aprenda sobre cómo la arquitectura analítica de un negocio puede ayudar a cumplir con las exigencias de las unidades comerciales; interprete las metodologías acertadas para construir un centro analítico de excelencia. Logre todo esto mientras administra una organización de tecnología de la información rentable y con conciencia ecológica. Para compartir este informe por Internet, visite www.sas.com/cioinsights. Résumé Un peu à l’image d’un leader de la Renaissance des temps modernes, le directeur des systèmes d’information (DSI) d’aujourd’hui voit ses responsabilités plus nombreuses et plus variées que jamais ; de la mise en œuvre de la stratégie de systèmes d’information d’une organisation à leur rentabilité, en passant par la gestion de son service client ou encore son impact environnemental. Le présent rapport CIO Insights (Le point sur le DSI) vous propose des stratégies de gestion de données, ressources et nouvelles technologies qui vous ouvriront les portes de la croissance, de la rentabilité et de l’adaptabilité. Découvrez ce que des performances informatiques supérieures peuvent vous apporter en termes de performance analytique ; apprenez à tirer parti d’une architecture d’analytique de gestion pour répondre aux besoins des divisions opérationnelles ; consultez les meilleures pratiques pour mettre en place un véritable centre d’excellence en matière d’analytique... le tout, en poursuivant vos activités d’organisation de technologies de l’information à la fois rentable et écosensible. Pour partager ce rapport en ligne, consultez le site www.sas.com/cioinsights. Zusammenfassung Die Aufgaben des heutigen CIO umfassen ein breiteres Spektrum als je zuvor – von der IT Strategie eines Unternehmens zu seiner Profitabilität und dem Kundenservice bis hin zu seinen Auswirkungen auf die Umwelt. Dieser CIO InsightsBericht zeigt Strategien für die Verwaltung von Daten, Ressourcen und innovativen Technologien auf, die Wachstum, Profitabilität und Flexibilität unterstützen. Entdecken Sie High Performance Computing für höhere analytische Leistung; lernen Sie, wie eine Business-Analytics-Architektur den Anforderungen von Geschäftseinheiten gerecht werden kann; lesen Sie über beste Vorgehensweisen zum Aufbau eines Analytik-Kompetenzzentrums... und all das, während Sie als profitable – und umweltbewusste – IT-Organisation ihre Geschäfte führen. Um diesen Bericht online zu lesen, besuchen Sie www.sas.com/cioinsights. P4|Managing the data asset www.sas.com/cioinsights Managing the data asset How to treat your data like the high-value business asset that it is By Tony Fisher, President and CEO of DataFlux Data is now collected and saved from every conceivable source – Internet applications, front-office and back-office systems, trading networks, social media – and such complexity requires a sophisticated, deliberate process for managing this vital information. After all, data holds the key to sales, marketing, customer support, production and other initiatives. Without an accurate view of customers, products, materials, locations and assets, how can a company compete in today’s marketplace? Organizations must approach data management in the same fashion that they manage any process – with a well-defined, repeatable methodology. To accomplish this, you need a data management lifecycle methodology to manage, monitor and maintain data to benefit every phase of the business. DataFlux recommends this six-phase process: 1. Define. 2. Discover. 3. Design. 4. Execute. 5. Evaluate. 6. Control. Let’s look at each step in detail. Define The Define phase of the data management methodology is just as important as mapping out a journey. The decisions made at this phase will guide the collection, organization, enhancement, monitoring and retirement of your data assets throughout the process. While you don’t need all the answers at the beginning, you need a solid plan on how to proceed – and what the ultimate success indicators will be. Also, these success indicators have to map to the business problem identified earlier; the reason for the project (cut costs, mitigate risks, enhance revenue, etc.) provides a crucial guide for the Define phase. During the Define phase, an organization should first answer a series of questions about: • People. Who’s involved? And for what purpose? This step outlines everyone involved in the data management process, including executive support, manager/director sponsorship and business and IT involvement. Organizations also set up steering committees and/or stewardship teams to facilitate collaboration on cross-functional issues. Managing the data asset|P5 www.sas.com/cioinsights Data can only be useful if you understand where it is, what it means to your organization and how it relates to other data in your organization. • Road map. Where are we now? Where do we want to go? What obstacles are in our way? Often, the first task after selecting the right people is to determine a path to a successful outcome – including the definition of a successful outcome. • S ource systems. What data will we need? Where is that data coming from? The road map tells the story of where the project is intended to go. This part of the Define phase will inform the team on the source systems and which data will play a role in the data management project. • Business processes. Which business processes will be affected? How will better data enhance the way the organization operates? This part of the Define process maps the data management strategy to existing business processes. Better data can ultimately streamline business processes, as less time is spent reconciling confusing views or managing poor-quality data. • B usiness rules and data definitions. How do we define “customer?” How do we want to optimize procurement and spending? This phase seems simple enough, but it can be deceptively difficult. Billing might define “customer” as anyone that receives an invoice, while customer support may only want to know who the user is. These decisions will form the basis of business rules and data definitions that will guide later phases. Discover Data can only be useful if you understand where it is, what it means to your organization and how it relates to other data in your organization. The Discover phase is designed to do just that. Every new application implementation, data warehouse development, data migration or consolidation initiative should start with data discovery. Additionally, any time that new data sources enter your organization, start with data discovery. Data discovery has several components to it, and each prepares you for your data initiatives: • Data exploration. This diagnostic phase is concerned with documenting the data in your organization and the characteristics of that data. Data discovery arms you with information about the accuracy, consistency and reliability of your data. • Data profiling and auditing. Data profiling alerts you to data that does not match the characteristics defined in the metadata compiled during data exploration. But, more importantly, data profiling can also tell you if the data meets the business rules and definitions established in the Define phase. In addition, data profiling can help you determine the relationships across your data sources – where you have similar data, where data is in conflict, where data is duplicated and where data may be dormant. • D ata cataloging and business vocabulary. You need a development environment where data sources can be combined and rationalized. A place where you can group data sources into projects to allow you to work across your data sources and develop a consistent environment for managing your data. Data cataloging lays the groundwork for all data management tasks to follow. Data catalogs must be augmented with business definitions and vocabularies, allowing the business user to comfortably navigate the landscape. Design After completing the first two steps of the data management methodology, you will be able map your strategy, identify sources, understand the underlying formats and structures, as well as assess the relationships and uses of data. Now you face another challenge – taking all of these different structures, formats, data sources and data feeds, and creating an environment that accommodates the needs of your business. P6|Managing the data asset www.sas.com/cioinsights The Design phase requires consolidation and coordination, all the while concentrating on three major imperatives: 1. Consistency of rules. Ultimately, an organization needs one set of business rules that can be stored centrally but deployed across all data sources, applications and lines of business. 2. Consistency of the data model. The data model is the single, definitive source for how your data maps to your business. Through the process of creating a well-structured data model, you identify the appropriate source systems and begin to reconcile multiple views, if required. 3. Consistency of business processes. During the Define and Discover phases, you will identify processes that are potentially affected. Now, the task is to provide consistency across these processes. When creating business rules, you have to know how to reconcile questions like “Is this a new customer or an existing customer?” or “Is this a customer in good standing?” By understanding the processes that are affected, you can design more effective rules to automate business processes. Execute Now that the business users have established how the data and rules should be defined, it is up to the IT staff to ensure that databases and applications adhere to the definitions. There are many types of architectures involved in this phase: enabling ERP and CRM applications via proprietary interfaces, enabling data marts and data warehouses via extraction, transformation and loading (ETL) flows, enabling MDM systems via service-oriented architecture (SOA)/ETL or other technologies. The method and management of enabling the data in any of these environments is a decision that IT has to make in order to ensure the integrity and integration into the various systems. Naturally, this approach is highly impractical for the IT team to manage. A better solution is to build the definitions once and ensure that you have the ability to collectively apply those definitions across your organization. As one IT director put it: “We want to build our standards and rules once and then have the ability to use them repeatedly and propagate to the entire organization seamlessly.” One potential pitfall in the Execute phase is to duplicate the rules and standards from the Design phase for each application or data source. When duplicating the rules and definitions across siloed, unrelated systems, multiple, point-to-point interfaces are inadvertently created. These rules definitions must then be updated, separately, each time a rule or business initiative changes. By repeating this process during the execution phase, you can create the data management rules to guide the collection and organization of data, test its integrity, and move to the next phase of the process. For each data source, each business process and each application that is modified to the new data definitions, you need to: • Understand the requirements. • Validate that the new integration meets the requirements. • Deploy the interface into production. Managing the data asset|P7 www.sas.com/cioinsights Very few organizations are static. You add new partners that bring new data to the table. Your business changes. Sales regions are created or modified. You take on new initiatives and develop new products. All of these changes must be reflected in your data. Evaluate A healthy data life cycle requires a robust monitoring and reporting system. The data needs to be consistently monitored so it remains fit-for-purpose for your organization. Why is this so critically important? After all, you just spent lots of time, energy and resources to get your systems to a point where the business users have a consistent and validated view of your organization. Isn’t it time to just enjoy the success of all this effort? Actually, the opposite is true. Very few organizations are static – they are forever growing and evolving. For example, you add new partners that bring new data to the table. Your business changes, sales regions are created or modified, you take on new initiatives and you develop new products. All of these changes must be reflected in your data, which makes the Evaluate phase so important. Your mantra for success at this point needs to be: 1. Monitor; 2. Review; and 3. Optimize. Data should be monitored and validated as it enters your organization to verify it is meeting your rules. Those rules need to be constantly monitored to ensure they are still meeting the needs of your business. Efforts in discovery, design and execution will allow you to consolidate the rules and requirements into a single environment. With the ability to centralize the required data management rules, the changes can be immediately propagated across the organization, without duplication of effort. Monitoring is a joint activity between IT and business users. IT monitors and validates that systems are running within their required service-level needs. Business users also benefit from the monitoring reports – constantly reviewing the reports and validating that business needs are being met while making changes when the business needs change. Control One thing is certain in today’s information age: A wide variety of data will continue to quickly pour into your organization. It is easy to see why data is a key asset. However, it is also important to recognize when data needs to be retired. The Control phase is about reassessing data. If data is no longer useful to your organization, you must be able to retire the data appropriately. This allows you to free up resources that are being expended maintaining the data environment. For example, let’s look at a common data problem facing financial services firms. When mergers, acquisitions and divestitures occur, you need the ability to purge or re-categorize data. You don’t want to spend resources managing the data of a company that no longer exists. Lastly, it is important to promote your successes across your organization. When you began your life cycle, you were solving a business problem. By the time you have reached this phase in the life cycle, you should have improved your business. Communicate and evangelize these messages to help everyone from senior management on down recognize that the efforts were successful and the business is improved. This demonstrates the business benefits of a sound data management methodology across the organization, and it paves the way for support of future initiatives. ONLINE One solution for data quality, data integration and MDM: www.sas.com/cio-dataflux Data integration 101 webinar: www.sas.com/cio-dicast Tony Fisher is President and CEO of DataFlux, a wholly owned subsidiary of SAS, which enables companies to analyze, improve and control their data through an integrated technology platform. He has guided DataFlux through tremendous growth as it became a market-leading provider of data quality and data integration solutions. P8|Three CIO challenges you can solve today www.sas.com/cioinsights Three CIO challenges you can solve today Overcome your biggest issues with a framework for business analytics CIOs and IT managers are under tremendous pressure to choose the right products, services and technologies that can transform data into a competitive advantage – enabling strategic decisions that optimize performance. They want to enhance operations and achieve success by increasing data consistency, streamlining administration and providing easy-to-use reporting tools backed by powerful analytics. To empower the organization now and meet future needs in a timely fashion, CIOs and IT managers should address these three issues. Issue 1: Support sustainable growth while managing risk through the innovative use of technology and information Change in business is inevitable – especially with the collapse and bailout of global banking systems and the sudden instability of stock markets. These circumstances and more have created a radically different context for economic growth. While the dust set- tles, governance, risk and compliance will play major roles in transforming organizations to reduce the possibility of further collapses. Technology and process strategies will focus on rebuilding sustainable growth levels but within the constructs of increased regulations, performance and risk management coordination, and evolving expectations of corporate responsibility. Organizations are continually searching for innovative ways to improve performance, achieve greater top-line growth and maintain a competitive edge. To do so requires decision makers being able to assess the impact of market dynamics more quickly, explore different options, learn from experimentation and validate best approaches. SAS can help IT organizations by providing a flexible environment that allows the organization to change or evolve as the need arises, while enabling centralized control and management of data and information processes. ® Three CIO challenges you can solve today|P9 www.sas.com/cioinsights Decision makers demand fast answers, and it is the job of IT to make sure information is accessible at the right level of detail when it is needed. Issue 2: Provide an infrastructure Issue 3: Derive more value from existing technology and information assets More data, more users. These are the two primary demands facing most IT organizations. And unfortunately, many CIOs admit they have the sense that managing the flow of information into and throughout the business is not being done effectively. By integrating your organization’s technology components (whether it’s an ERP system, call center data, point-of-sale systems, etc.) within your IT infrastructure, SAS can help you create a single environment that overcomes departmental information silos and diverse computing platforms to deliver integrated intelligence that can make a difference to your organization. Make the most of what you have, and do more with less. Particularly in this time of economic strife, this is a mantra everyone hears. IT departments are no different. Organizations expect IT to deliver more value while staying at or under budget. At the same time, IT must mitigate the risks associated with managing information and security of the systems. This can be a difficult challenge when every department and business unit is collecting, managing and analyzing data in silos with a heavy dependence on spreadsheets for analysis. to manage the growing appetite for intelligence SAS provides an integrated suite of software that leverages domain expertise, best practices and state-of-the-art business analytics that enable your organization not only to understand the past and monitor the present, but optimize opportunities for the future. Decision makers demand fast answers, and it is the job of IT to make sure information is accessible at the right level of detail when it is needed. To make the most of what you have, you must aggregate and cleanse your data, and ensure security processes are in place. You need a data integration environment that is easily managed. You need the P10|Three CIO challenges you can solve today www.sas.com/cioinsights ability to apply analytics to gain predictive insights and push appropriate information to decision makers so they can make the most of it, whether they want to drill down and ask further questions or have presentation-quality results at their fingertips. By improving data quality and security processes, integrating information with business processes and providing data that is easily understood at the right level of detail, SAS helps IT executives cost-effectively achieve a strategic framework for business analytics. • Reporting. Role-based interfaces enable different types of users to surface and visualize meaningful intelligence from consistent, companywide data. Using the platform for SAS Business Analytics as a foundation, SAS offers targeted business solutions that support key areas of your business, such as customers, finance, risk and supply chain – plus turnkey solutions for various vertical markets, including financial services, life sciences, health care, insurance, retail, manufacturing and more. These solutions incorporate our domain expertise as well as data structures and analytic models tuned to specific business and industry needs. ONLINE White paper: Business Analytics for the CIO: www.sas.com/cio-paper White paper: Architecture for Business Analytics: www.sas.com/cio-bapaper Data integration, analytics and reporting The platform for SAS Business Analytics provides the foundation needed to solve your top issues. It integrates individual technology components within your existing IT infrastructure into a single, unified system. The result is an information flow that crosses organizational boundaries and delivers new insights that drive value. SAS Business Analytics extends the value of your existing systems, while setting the stage for new levels of intelligence. It includes the following components: • Data integration. SAS offers prebuilt, high-performance capabilities for data connectivity, data quality, ETL (extract, transform and load), data migration, data synchronization and data federation. • Analytics. SAS provides an integrated environment for predictive and descriptive modeling, forecasting, optimization, simulation, experimental design and more. Business analytics drives savings and revenues for 1-800-FLOWERS.COM Steve Bozzo, the CIO at 1-800-FLOWERS.COM, uses SAS to provide a 360-degree view of more than 30 million customers and help 15 business units derive the information they need to grow revenues and reduce costs. 1-800-FLOWERS.COM has grown its family of gift brands to more than 14 through a combination of internal development and strategic acquisitions in the past nine years. This presents Chief Information Officer Steve Bozzo with a monumental task: aggregate information across multiple platforms to provide a 360-degree view of more than 30 million customers, help 15 separate business units derive the information they need to grow revenues and reduce operating costs – and do it all on a tight budget. SAS solutions cut the task down to size, helping the CIO of the largest florist and gift shop in the world meet his objectives. “There has never been a SAS solution we’ve added that hasn’t resulted in double-digit ROI,” says Bozzo. “I would tell other CIOs that are thinking about buying SAS: You’re going to be pleasantly surprised. And that doesn’t happen often for CIOs.’’ Why IT can’t ignore social media|P11 www.sas.com/cioinsights Why IT can’t ignore social media Social data is not an island but part of a larger consumer ecosystem By Lori C. Bieda, Marketing Executive, SAS Canada The mention of new data sources captures the ear of IT executives. And it should, as IT inherits the implications of new data – from finding a home in the corporate IT structure for the data, to putting in place the appropriate policies to manage it. Consider social data, surpassing 1.2 zettabytes in size and sourced from millions of online sites, blogs and tweets – with applications ranging from marketing and public relations to customer service, market research and human resources. With 90 percent of executives saying social media will have a potential impact on their corporate brand, organizations are sifting through the opportunities for this new medium, according to a recent study from SAS Canada and Leger Marketing. Why then are less than 7 percent of IT professionals engaged? New to the medium and daunted by the sheer volume of data, most organizations have outsourced the collection and management of social information to analytics and software firms. Leaders who’ve either been appointed heads of social media (typically digital marketers and PR professionals), or those who’ve stepped forward voluntarily to claim that unclaimed land, are working with vendors to pull social fragments and sentiment into business taxonomies, and striving to make sense of the chatter. Yet, data begets data. The more of it that gets analyzed, the more opportunity the marketer will see and the greater the tendency to combine data sources to create a fuller picture of the business. Call center records, corporate e-mail, customer satisfaction data – all rich data sources – are likely siblings to social data. For example, when the infamous YouTube video showing a Bic pen opening a Kryptonite Lock reached critical mass online, I bet a flood of concerns came pouring in to Kryptonite call centers and sites. Consumers know no corporate boundaries. Like water running through all available cracks, they penetrate the organization on multiple fronts, their pathways often only evident in post-analysis. A fuller picture in real time allows us to properly staff call centers for escalating issues, adjust Web and call scripts to field inquiries, and respond to growing issues before they swell to unmanageable proportions and risk brand damage or customer satisfaction. Before companies launch their social media strategies and IT inherits the implications, it’s best if IT leaders insert themselves into the discussion. Social data, while indeed a new data source, is no island. Used strategically, it is an essential part of a consumer ecosystem. After the preliminary listening is done, marketers will graduate to more sophisticated needs and demand connectivity to rich internal data sources. They’ll expect there to be bridges traversing the islands, and IT will be essential for tapping into internal sources and ensuring accurate, timely information flow to marketers’ desktops. It’d be a shame, for a medium whose very power is defined by speed, to not build the underlying infrastructure in a way that enables superior precision and a speed to market that makes competitors wince. ONLINE SAS Social Media Analytics demo: www.sas.com/cio-smademo Survey says 90 percent of Canadian organizations use social media: www.sas.com/cio-smasurvey Lori Bieda is a marketing executive with 19 years of experience helping companies leverage analytics and client insights to drive profitable business decisions. Formerly Vice President of Client Insights and Database Marketing at a major bank, Bieda is now a SAS consultant helping organizations across Canada, US, Latin America and the Caribbean improve their analytics and marketing effectiveness. P12|More government intelligence for less www.sas.com/cioinsights More government intelligence for less Belgian public sector CIO taps into analytical creativity and maximizes resources “The integrated SAS solution was technically superior and promised to be more stable, guaranteeing integrated security and metadata in both the short and the long run.” – Frank De Saer, CIO, Belgium’s Federal Public Service Economy Frank De Saer, CIO at Belgium’s Federal Public Service Economy, which includes the very important National Institute of Statistics (NIS), recognizes that an effective information delivery strategy is driven by business needs. His challenge, as he sees it, is to increase the quality of government information and services while driving down its cost. Achieving this objective means focusing on three distinct requirements: data standardization, more focused use of IT human resources; and, most importantly, putting information and analytics in the hands of the users. The need for standardization exists for a number of reasons that have evolved over the years: the need to access data from various sources, the end user’s need for focused expert support without buck-passing, the economic benefits such as reduced maintenance fees and the desire to ensure that analytical reporting is based on “one version of the truth.” Nowhere is it more important to ensure that analytics is based on a consistent and accurate pool of information than in the area of economic statistics, which serves as a basis for planning at macro- and microeconomic levels. “Our core business is delivering high-quality, reliable information to our customers: government ministers, civil servants, enterprises and private citizens,” says De Saer. Public Service Economy is composed of 167 business units and services covering areas as diverse as the Belgian Enterprise Register, the calculation of fuel prices and intellectual property. These units require 24/7 access to business intelligence. That’s what De Saer’s team provides, but he goes even further: He sees the contemporary CIO’s challenge as increasing the quality of government information and services while driving down its cost. Fewer employees, falling budgets If you could travel back in time 15 years and see how things worked at the NIS then, you would appreciate the pace of change. Back then, all data had to be manually input into the flat files on the mainframe, and statistics were then laboriously compiled and published in hard copy. On the other hand, the NIS had enough human resources to cope with the task. Since then, headcount has been reduced steadily. For every three employees who retire, De Saer can recruit only one. More government intelligence for less|P13 www.sas.com/cioinsights Budgets have likewise come under pressure. “We face a situation that is familiar to many CIOs in both the public and private sectors,” says De Saer. “Most of our annual budget is spent on fixed operational costs (OPEX). That means funds for new projects are diminishing every year if we do not succeed in reducing our OPEX.” Empowering employees and customers At the same time, the demands of end users at the NIS have changed dramatically. “To keep up with expectations, we need to stay ahead of the curve,” says De Saer. Printed stats are no longer acceptable. Users want information that is delivered fit for purpose and ready to use. “I feel we are at the forefront of a revolution in the way IT functions in the public sector,” says De Saer. “Essentially, the new way of working is to help employees and customers to help themselves.” Each government department, institution, company and individual now wants to use information in their own particular way. They want to apply their own filters, and they want to be able to download digital files with data that can be easily extracted and loaded into their own systems. They want the data in a wide variety of formats such as Excel, XML, XBLR, HTML and Open Office. But they also want the information to be stamped with the official seal of federal government approval. For example, the NIS publishes information about business start-ups and bankruptcies in Belgium. An end user can go in and drill down and filter on the data, for example, to find out detailed information about start-ups and bankruptcies by locality in a particular sector such as hotels, restaurants and catering. He can then order the delivery of the same report on a monthly basis, in the format of his choice. “We are delivering information that enables the federal and regional governments to understand, regulate and boost the country’s economic performance,” says De Saer. For the most part, the information is provided freely on a self-serve basis. External customers include large direct marketing companies, but more typically they are people working in regional “I feel we are at the forefront of a revolution in the way IT functions in the public sector.” – Frank De Saer, CIO, Belgium’s Federal Public Service Economy P14|More government intelligence for less www.sas.com/cioinsights SAS more stable and secure ® According to De Saer, the NIS attached great importance to controlling and minimizing operational and technical risks when choosing and deploying a platform. “SAS was the only supplier to offer a completely end-to-end integrated system,” he emphasizes, “including OLAP functionality, comprehensive reporting capabilities, ETL, data integration and Web solutions. Other suppliers offered a collection of tools from different vendors, requiring additional interfacing efforts. The integrated SAS solution was technically superior and promised to be more stable, guaranteeing integrated security and metadata in both the short and the long run.” branches of government who need information to support policy decision making, and managers in companies who need to make investment decisions or support business strategy. The problem is that the information resides on various IT systems, and packaging it in meaningful ways is not always straightforward. “It’s many times easier and quicker than in the days when we relied on manual effort, but the more users see the possibilities, the more sophisticated their demands,” De Saer says. Rationalize and standardize De Saer believes that to deliver maximum value, an Information and Communications Technology department must focus on its core business of delivering information. It must also rationalize and standardize. He has reorganized the ICT department at the Federal Public Service Economy around three competence centers, each using standard software: Java for business-critical development, Microsoft SharePoint for office and document management, and SAS for business intelligence. “We offered our users an informed choice on business intelligence. Once they had made their choice, we standardized. SAS is the only BI software we used.” The NIS now has a growing body of “power users” who not only extract data but combine data from different sources, slice and dice it according to their local needs and often enrich it with their own in-house data. “We also decided to standardize on just one tool for these power users,” says De Saer. “That way we could ensure quality of support from our BI Competence Centre. The tool they selected was SAS Enterprise Guide , a graphical interface that exploits the power of SAS and enables users to publish dynamic results in a Microsoft Windows client application. ® ® “Originally we offered less sophisticated options. But SAS Enterprise Guide has really unlocked the creativity of our internal customers and is now the preferred choice for business analysts and statisticians alike.” From civil servant to public services counsel De Saer believes business intelligence and analytics are critically important to any organization that is trying to do more for less. “With online business intelligence, you can outsource a lot of IT functions in much the same way that banks outsourced transaction processing by outsourcing it to their customers. So long as they have the right analytic software, our employees and customers can do more useful and creative things with information than my colleagues in ICT, for the simple reason that they know their own requirements best. “Unleashing their creativity has helped transform the employees at Public Service Economy from the traditional image of civil servants into professional advisors on all aspects of public services and government.” More government intelligence for less|P15 www.sas.com/cioinsights De Saer believes there is still some distance to travel on this mission. “The new philosophy is that government intelligence belongs to the public. Our future challenge is to do even more to unlock that asset through open services that facilitate collaboration between government, citizen and enterprises. “Our philosophy is also to offer full transparency and multichannel access, putting the customer in control. This approach accelerates innovation while reducing the burden on IT – a win for everyone!” ONLINE Global government transformations: www.sas.com/cio-transform More SAS customers in the public sector: www.sas.com/ps-cust Statistics offices around the world More than 75 different countries use SAS in their statistics offices for programs that range from census analysis and government reporting to financial planning and resource planning. Continue reading to learn about some of them. The Australian Bureau of Statistics uses SAS to ensure the integrity of data and statistical outputs across many divisions. John Preston, an Assistant Director in the Methodology Division says, “Many of our collections have thousands of units – a unit being an individual or business – and with such a high number of records, SAS makes our tasks more efficient, especially as many of the procedures we require are already pre-programmed into SAS.” Read more: www.sas.com/cio-abs. Statistisches Bundesamt, the German Federal Statistics Office replaced older, nonportable mainframe programs with SAS products, including customized applications. “The SAS solutions covered both our basic types of work – short-term ad hoc analyses as well as periodic evaluation processes – better than all other products available on the market.” Read more: www.sas.com/cio-statisticsche. Statistics Denmark uses SAS to collect and analyze census data without knocking on doors or asking any questions. Instead of a traditional household-based census, Denmark’s tallies are completely register-based. “We run SAS on all of our systems and it plays a vital role in our processes,” says Lars Thygesen, Director for User Services at Statistics Denmark. Read more: www.sas.com/cio-statisticsde. The US Census Bureau uses SAS to create person-level and household-level files for each US state and to merge records so analysts can look at components of a household. Next, analysts merge that data with geographical information so they can analyze by geographical hierarchy. Read more: www.sas.com/cio-uscensus. P16|Make the most of your analytical talent www.sas.com/cioinsights Make the most of your analytical talent Tips for establishing an analytic center of excellence By Anne Milley, Senior Director of Analytic Strategy, SAS with Aiman Zeid, Senior Business Consultant at SAS As the use of analytics in many sectors of the economy increases, business leaders are developing a greater appreciation for the value and power of analyzing data and making better decisions. Likewise, the advances in many types of analytical technologies have encouraged organizations to make more and better fact-based decisions, validate assumptions and identify root causes of business problems. However, a large percentage of organizations are still struggling with several aspects of using analytics, including how and where to start, how to take the next step and how to change their internal culture so that analytics becomes integral to the decisions that matter most. Analytic centers of excellence (CoEs) can help organizations deal with these challenges. Regardless of how much or how little analytic competency an organization may have, analytic centers of excellence provide a means to derive more value through greater insight and better decisions. Let’s explore the structure and role of analytic CoEs, and the various organizational aspects that need to be considered to effectively deploy analytics in an organization. What is an analytic center of excellence? An analytic center of excellence is an internal organization that specifically focuses on promoting the use of analytics within an organization to achieve business objectives. It is a central point for: • Developing and evolving the analytic infrastructure. • Promoting collaboration and analytic best practices. • Driving growth, cost reductions and profitability. The center is ultimately a means to support strategy and operations through objective analysis. This organization, or team of experts, must include representatives with business knowledge as well as analytical expertise. The team is permanent with well-defined roles and responsibilities; it is not a temporary group that gets called on an ad hoc basis to address a specific request requiring analytical resources. An initial, temporary structure may be used as the first phase to justify moving to a permanent CoE team. The temporary structure may include virtual teams, outsourced services or other arrangements based on the specific requirements of each organization. Make the most of your analytical talent|P17 www.sas.com/cioinsights Build your A-team In data there is opportunity. However, a gap is growing between our vast data stores and the useful insights we can derive from them. A generation ago we got the most out of what little data we had, comparatively speaking. Today we’re not always getting as much as we can from our data. Succeeding with analytics is both a technical and organizational challenge. What’s missing more often than not is the person with the right combination of skills who can translate data into intelligent and timely decisions. It is important to point out that there are many types of CoEs (also called competency centers or centers of expertise), depending on the focus and scope. Some of the focus areas for these teams include: It should be owned and staffed by the organization and include representation from business, analytical experts and IT with well-defined focus for roles, responsibilities and processes. • Enterprise information management, which covers all aspects of information management across the organization. Collaboration with all appropriate stakeholders is essential – especially the IT and enterprise data warehouse (EDW) teams – to influence the structure of the current EDW environment in support of analytics and analytic best practices. • Data integration. • Information delivery (reporting and performance management). • Analytics. • Specific technologies, such as SAS centers of excellence or ERP types of CoEs. • Specific business functions, such as customer insight or finance CoEs. Analytic center of excellence tasks A well-implemented analytic CoE should be a permanent, formal organizational structure (team) with support and sponsorship from executive-level managers. The team should be committed to providing and managing robust analytical development environments, including data marts, and to providing and managing processes to push results and decision-making logic to production/ operational environments. It is important to structure the data and processes to facilitate the application of analytics, provide the appropriate level of governance (for repeatability, auditability, knowledge management, etc.) and enable closed-loop learning for continuous improvement. The Institute for Advanced Analytics at North Carolina State University was created in 2007 with a focused mission to educate a new kind of analytics-savvy professional. We listened closely to employers and then custom-built an entirely new learning experience to address their needs. The result is the Master of Science in analytics (MSA), an innovative 10-month professional degree that combines technical knowledge of quantitative methods with teamwork and communication skills, as well as hands-on experience using industry-leading tools with real data from sponsoring companies. The MSA curriculum gives students the contextual understanding they need to apply analytics to real-world business problems. By Michael Rappa, Director, Institute for Advanced Analytics Learn more: analytics.ncsu.edu P18|Make the most of your analytical talent www.sas.com/cioinsights Four dimensions of your analytic infrastructure The application and effective use of analytics requires more than just technology. In practice, technology is the easy part. The other challenging components are related to many aspects of the organization itself. To achieve the greatest degree of success with analytics, organizations have to consider the following four critical components or dimensions of what ultimately comprises the analytics infrastructure: • Human capital and skills. • Internal information and knowledge processes. • Technology infrastructure. • Organizational culture. The analytic CoE team should be responsible for the following: • Supporting and promoting the effective use of analytics within the organization. • Developing and promoting analytical best practices to facilitate the identification of analytical requirements (including new data sources and metrics to measure their efforts/contributions). • Applying analytics to business problems, and more importantly, interpreting and distributing results. • Educating the organization on the importance of data quality. • Fostering greater analytic competency to support and guide more fact-based and timely decisions in the pursuit of achieving organizational priorities and objectives. • Using available analytical skills and resources to optimize their contributions to high-priority projects and problems. • Gradually changing the culture of the organization to always apply critical thinking and to demand the validation of business assumptions and strategies. This includes fostering a learning culture – one that encourages experimentation and provides permission to fail. • Continuously developing analytical talent. Currently, a large percentage of analytic centers of excellence can be described as specialized, shared-service organizations. These organizations receive requests from the business community to apply analytics to solve problems. There is no question that these types of structures provide value to the organization, but they may not be able to change the internal culture without having a much closer connection and integration with the various business units where better decisions could be enabled. When used in an ad hoc way and without the right level of executive sponsorship, these shared-service organizations are limited in their ability to have more lasting effects on the way decisions are made and the quality of those decisions. Making your analytic center of excellence strategic and effective The best implementations of analytic CoEs have these traits: • A partnership with business stakeholders for ongoing success. • High-level executive sponsorship. • Sufficient prominence in the organizational hierarchy to have visibility and impact. • A reputation for proven results, excellent work ethic and ability to deploy results that affect decision making. Such strategic implementations will have the highest chance of promoting widespread, analytically driven decisions and surfacing new opportunities. Make the most of your analytical talent|P19 www.sas.com/cioinsights All CoEs share many common components and characteristics: • Sponsorship and governance. • Analytics program management. • Data stewardship. • Internal processes. • Technology availability. • Data management. • Information delivery. • Infrastructure management. This is a comprehensive list of all possible areas that may need to be addressed to ensure proper and effective implementation of an analytic center of excellence. It is important to point out that not all of these functions will be managed by the analytic CoE team. The point is to ensure that these topics are considered so they can be addressed. An assessment will evaluate how these areas are functioning, and how to best use existing resources to enable the analytic experts to focus primarily on solving business problems rather than other data management and quality challenges. Approaches for establishing an analytic CoE The objective of analytic centers of excellence is focused on maximizing the organizational benefit from the investment in data and analytics. Analytic centers of excellence, and any other type of centers of excellence, are not one-size-fits-all. The following key areas must be considered as organizations think about this valuable concept and about the approach to establishing an analytic CoE for their own environment: • Degree of centralization versus decentralization. Many organizational aspects need to be considered to determine the right approach. Some of these factors include the size of the organization, level of reach (global vs. local), the structure of the business units and technical and IT resources, the existing culture and level of collaboration between groups, the distribution of analytical resources, etc. • Executive support. The support from an executive level is essential for empowering the analytic CoE to produce accurate, repeatable and timely results from applying analytics. Collaboration and discussion between groups are necessary in many cases to collect the requirements and data to apply analytics and, more importantly, to use the results in the decision-making process. Many successful applications of analytics are promoted by the support of an executive in a business unit that has a clear vision and need to use analytics. Other implementations can have a broader scope to cover multiple business units or even the entire enterprise. The common requirement is to have high-level management support. • Analytical skills. The availability of analytical resources, skill levels and responsibilities are other critical factors. These analytical resources clearly are needed to move forward. However, there are options for organizations to explore if these resources are not available, if they are too few or if additional training is needed. Some of these options include outsourcing some or all the analytical work initially, or working with SAS and other partners in a collaborative way to provide the initial resources while acquiring new resources or training existing staff members. ONLINE Analytic centers of excellence webcast: www.sas.com/cio-coecast Analytic centers of excellence white paper: www.sas.com/cio-coepaper Anne Milley works closely with Product Marketing, Product Management and R&D to drive SAS’ analytic marketing strategy and direction. She began working with SAS software while finishing her thesis on bank failure prediction at the Federal Home Loan Bank of Dallas. She continued her use of SAS at 7-Eleven Inc. as a senior business consultant. Milley has a Master of Arts in economics from Florida Atlantic University, did post-graduate work at Rheinisch-Westfälische Technische Hochschule Aachen and is proficient in German. P20|Good news for retail CIOs www.sas.com/cioinsights Good news for retail CIOs Business analytics technologies are more than just a trend The last few years have been hard for retailers. Sales are down and margins are tight. Consumers are saving, not spending – and their expectations are changing. They’re increasingly mobile and increasingly social online, so if you don’t have the size, style or level of customer service they expect, their entire social circle may hear about it in writing. But there is good news for retail CIOs. In an industry where technology has traditionally taken a back seat to fashions and trends, there’s a newfound interest in solving retailers’ most dataintense problems – including purchasing, merchandising, markdowns and customer relationships – with business analytics technologies. Read on to hear how three CIOs at well-known retail brands are using SAS to solve business problems – and improve automation, collaboration and information visibility. Good news for retail CIOs|P21 www.sas.com/cioinsights “Traditional business intelligence in retail has reached a plateau of usefulness. We look for specialized analytical applications that offer automated analytical capabilities, reducing the need for more human resources. SAS Size Profiling is a good example of this.” – Jon Kubo, Vice President and CIO at The Wet Seal Accelerate fast fashion with SAS How can you ensure the right assortment of merchandise – in the ideal mix of sizes – at each store on a consistent basis? Ask The Wet Seal. This fast-fashion retailer of contemporary apparel and accessory items uses SAS Size Profiling to transform historical sales data into accurate projections of future demand by size. Integrated with existing merchandising systems, it applies this intelligence to purchasing and allocation workflows. The result is optimal, store-specific size profiles that match local demand. ® According to Jon Kubo, Vice President and CIO at The Wet Seal, the implementation had a tight deadline, but was delivered on time and on budget. SAS’ industry-experienced consultants delivered the solution in phases and were able to provide early improvements in size profiling calculations. Because Wet Seal is a fast-fashion retailer, 85 percent of its products are not replenished. “Size profiling is important to us not only for buying the right size breaks,” says Kubo, “but also because we only get to buy a product once, with the objective of selling through it quickly. On the allocation side, we have to know what the correct sizes need to be per store.” The Wet Seal is moving toward a localized, customer-centric approach to pricing, assortment and size at the local store level. “Size profiling is our first step in doing that,” says Kubo. “In our market, this is where we will create growth and gain an advantage.” According to Kubo, a key insight delivered by the SAS Size Profiling solution is the ability to calculate lost sales at both the chain and store-specific levels. If a store didn’t sell a particular product because it wasn’t in stock, the SAS solution can efficiently help The Wet Seal look at similar stores in a cluster and imply why the store might have made the same sale. The implementation had a tight deadline, but was delivered on time and on budget, says Kubo. SAS’ industryexperienced consultants delivered the solution in phases and were able to provide early improvements in size profiling calculations. “Traditional business intelligence in retail has reached a plateau of usefulness,” Kubo says. “We look for specialized analytical applications that offer automated analytical capabilities, reducing the need for more human resources. SAS Size Profiling is a good example of this. While most retailers rely on manual processes, we look for technologies that augment our limited resources and help raise intelligence about our operations and make decisions on a more automated, efficient and statistical basis.” Go global with SAS Stefano Gaggion is the Senior Vice President and Chief Information Officer at Brooks Brothers, the oldest clothing retailer in the US. Since introducing SAS, the company’s inventory is better managed, store managers have more accurate information, and personalized marketing campaigns are executed at a lower cost. ® “SAS is a solid and flexible technology that is really a true enabler,” says Gaggion. “Our business could double or triple in the next five years, and we will have no technical limitations with SAS.’’ In recent years, the company has taken its unmatched reputation for tradition, value and high quality overseas, opening stores in places like Shanghai, Toronto and Hong Kong. The challenge P22|Good news for retail CIOs www.sas.com/cioinsights “SAS is a solid and flexible technology that is really a true enabler. Our business could double or triple in the next five years, and we will have no technical limitations with SAS.” – Stefano Gaggion, Senior Vice President and CIO, Brooks Brothers for executives is to replicate the Brooks Brothers reputation for excellent quality while juggling the demands of a global supply chain and retail operations spread over four continents. The answer is to empower store managers and vendors to better manage the business. Store managers receive key reports, provided through SAS, to help them find opportunities to improve store performance and customer satisfaction. The retailer also collaborates with vendor manufacturing partners to give them an accurate view of sales and demand, benefiting both sides of the supply chain – resulting in having the right merchandise in the right stores at the right time. efficiency, collaboration and information visibility across our global business,’’ Gaggion says. ways to operate our campaign management,” explains Chief Information Officer Gary King. Campaign success with SAS Retailers have invested heavily in loyalty programs over the past decade, with the hopes of analyzing customer data and segmenting customers to offer just the right discount coupon to one customer, or the catalog with the perfect mix of goods to another. But that all changed with SAS OnDemand: Marketing Automation. Chico’s soon saw validation for its SAS decision – ease of use became apparent in speed to results. The company now segments catalog mailings and differentiates promotion efforts for maximum impact. Trendsetting customers receive different catalogs than discount shoppers, and online customers receive e-mails geared to their buying habits. ® The retailer has even used SAS to help its charitable endeavors. Brooks Brothers supports the St. Jude Children’s Research Hospital. To encourage sales associates to solicit donations during its annual Thanks and Giving campaign, the company tracked performance daily through SAS. Donations increased by 50 percent and the performance data helped keep sales associates energized. In reality, few retailers have successfully mastered that level of segmentation. Instead, the customer data is gathered, but unused. Or it’s periodically shipped to a vendor who takes weeks to prepare a campaign list. That’s the scenario that Chico’s FAS Inc. faced. The Fort Myers, FL-based company operates more than 1,000 boutiques throughout the US, US Virgin Islands and Puerto Rico under the Chico’s, White House | Black Market and Soma brands. The boutiques feature chic jackets, sophisticated tops, elegant dresses, jewelry and more. The company also markets to consumers through catalog and online channels. The company chose SAS because it can grow with Brooks Brothers – in scale, business results and business capabilities. “SAS helps us maintain our level of “We couldn’t automate processes, there were a lot of operational inefficiencies, it was inflexible and we were using lowlevel tools. It led us to look at different Other improvements include midpromotion corrections so Chico’s can quickly change its promotional strategies if first attempts aren’t working. Plus, the retailer is bringing lapsed customers back to Chico’s. “The difference for the campaign team is night and day,” says King. “We are able to turn around programs much more quickly. A campaign takes four days to pull together versus 30 days prior to using SAS. This has allowed the team to create more targeted campaigns.” Plus, the impact of the analysis Chico’s has derived from SAS has delighted executives. “Our executives are so ex- Good news for retail CIOs|P23 www.sas.com/cioinsights How should retail CIOs think about analytics? Speakers on a recent retail industry panel made a strong case for using analytics to put customers at the center of the retail business. cited about the insights they are gaining about the customer, where she shops and the department that brought her into the brand. It was an incredible moment to partner with the marketing managers and watch the work come to life,” says Charlie White, Vice President of Customer Relationship Marketing. It’s all about the customer In retail, perhaps more than any other industry, it’s all about the customer. The best retail CIOs understand this fact. Whether you’re implementing an on-demand solution to reduce inventory or an on-site implementation to improve merchandising, the focus should always be on the customer. Continue to ask, How will reduced inventories and better merchandising help the customer? Keeping your best customers in mind will help to ensure that analytics technologies are more than just a trend at your company too. ONLINE Brooks Brothers success: www.sas.com/cio-brooksbros Chico’s success: www.sas.com/cio-chicos The Wet Seal success: www.sas.com/cio-wetseal “The difference for the campaign team is night and day … A campaign takes four days to pull together versus 30 days prior to using SAS. This has allowed the team to create more targeted campaigns.” – Gary King, CIO, Chico’s Jim Bacos, Director, Retail and Consumer Goods Practice of Oliver Wyman, cautioned that successful analytics projects are hard work, can take years to fully implement and typically require change throughout the organization – but most retailers simply must make the effort. “The old way of doing work and the old way of being successful is becoming more and more extinct.” Bacos encouraged large retailers in particular to look beyond expansion and increasing store space, and focus instead on small, incremental changes that – when applied to thousands of SKUs and billions of transactions – can really add up to make a difference. Giles Pavey, Head of Analysis at dunnhumby, told a story of a grocer who made a risky decision to keep budgetconscious customers happy. When the executives noticed its stores were losing sales to other low-cost retailers, they launched a range of 600 store-branded discount products. Initially, the move cannibalized sales and total revenue went down. But the loyalty affect over time has shown the long-term results to be positive. This story illustrates another of Pavey’s points regarding the importance of measuring results: “You should measure the results of changes you do and really understand where you’re doing things right,” says Pavey. P24|How to transition IT from cost center to value center www.sas.com/cioinsights How to transition IT from cost center to value center Data integration and language translation bring efficiencies A company whose product is information should regard its IT department as its “factory floor,” the place where innovation happens and customer value is produced. Yet many IT organizations in these companies struggle to make the transition from cost center to value center because they are mired in timeconsuming operational processes, many of them manual, that add little perceived value. As credit bureau Emcredit discovered, however, it is possible to turn that situation around with the right software solutions and automated processes. Emcredit is the first credit bureau in the United Arab Emirates (UAE) and enjoys official status in the Emirate of Dubai, meaning that banks are mandated to deal with Emcredit. Certified to international information security standards (ISO 27001), Emcredit obtains a wealth of data from a variety of sources: banks, financial institutions and government agencies. Like all credit bureaus around the world, its mission is to assist its clients in maintaining healthy relationships with customers while managing credit risk. It does this by providing information, reports and decision support tools that improve their clients’ evaluation of customer life cycles. However, unlike most credit bureaus, Emcredit’s scope is very broad: Emcredit provides a 360-degree view of both commercial and consumer customers. Data: the backbone of the business Emad Khatib, Emcredit’s CIO, realizes every day that the bureau’s reputation depends on providing accurate information on bank customers. His main responsibility is to take data from multiple operational sources and turn it into high-quality information that is easily available in the right format. “Data is the backbone of our business, so if we don’t have these processes under tight control, we will not succeed,” says Khatib. In addition, Emcredit must identify genuinely bad risks while reducing the number of consumer disputes to the absolute minimum. “You don’t want consumers and businesses challenging a decision that was made on the basis “Now our employees only intervene when there is an error or an alert, and in the meantime we have retrained them to focus on customer outreach and other tasks that are more rewarding for them, and more profitable for Emcredit. This has enabled us to transition the IT department from a cost center to a value center.” – Emad Khatib, CIO, Emcredit How to transition IT from cost center to value center|P25 www.sas.com/cioinsights of inaccurate data, such as an incorrect date of birth,” explains Khatib. “This reflects badly on our customers, which, in turn, reflects badly on Emcredit.” When it was in its start-up phase, Emcredit relied on manual processes to extract raw data in a specific format, which meant a lot of back-and-forth discussions with the providers about how and when the data could be delivered: after all, as commercial and government agencies, these providers had their own internal priorities; an external credit agency would have to wait its turn. Being based in the Gulf region, Emcredit faced an additional challenge. Much of the data was in Arabic and, moreover, many of the systems generating the data ran in Arabic. Consequently Emcredit had to translate information into English and then back-feed it into data tables. “In fact, it was a little more complex than that. The margin of error was high because first we had to determine if the information was in proper Arabic and if it could be translated into English,” says Khatib. Only after translation could the data be cleansed, validated, standardized and merged – also manually – before it was finally stored and moved into production. Accelerated data acquisition Emcredit knew that its future success would require it to accelerate the data acquisition process while reducing operational costs. It could only do this by automating key processes such as the identification, extraction and translation of Arabic data and data validation. Above all it had to minimize the effort required from the data source providers, on whose goodwill Emcredit depended. Emcredit selected SAS to integrate financial and personal data from multiple providers and to standardize it in a single specific file format. The company considered several vendors, but SAS scored highest on the three key criteria of performance, accuracy and scalability. “SAS not only met our immediate criteria but also scored highest when we considered our long-term objectives,” explains Khatib. “Previously we had no choice but to deal with different formats for each separate provider. Each bank would have its own specific rules for data validation and matching. SAS provided a data format that was flexible enough to accept all different source providers’ formats without requiring manual intervention. Moreover, we can add further commercial data sources without any significant effort.” A platform for more rewarding work SAS could also recognize Arabic tokens, which is not a straightforward process (in Arabic, different tokens can be used for words with the same meaning) and full string names (such as the full legal entity name of a company, as opposed to the commercial name). Before Emcredit translates anything through its internal translation team, it matches terms against the hundereds of thousands of records in Emcredit’s dictionary. If any tokens do not find a match, these are sent to the translation team and the new term is added to the SAS dictionary, thus progressively diminishing the amount of human intervention required. “We have eliminated many manual processes but this does not mean we have reduced our headcount,” says Khatib. “Instead, the SAS implementation has enabled us to focus on value-adding activities.” “Previously, we had three full-time employees permanently sitting in front of a computer screen, working on integration- and translation-related tasks. Now our employees only intervene when there is an error or an alert, and in the meantime we have retrained them to focus on customer outreach and other tasks that are more rewarding for them, and more profitable for Emcredit. This has enabled us to transition the IT department from a cost center to a value center. “The SAS implementation has greatly increased our data coverage because we can acquire data at a much faster pace. We are also moving data much faster from staging to production, which means that the information we provide to our customers is more up to date. SAS has also improved our validation rules and processes, which has raised the quality of our data, providing a significantly higher hit rate when our customers are looking for data matches.” Improved data quality is a huge benefit that goes to the heart of Emcredit’s business proposition: to provide banks and other clients with accurate credit information. Khatib concludes, “This enables our clients to make quick and fair decisions, minimizing disputes and helping them to build more profitable customer relationships.” ONLINE Data quality blog: www.sas.com/cio-dfblog Data Prep 101 Webcast: www.sas.com/cio-dataprepcast P26|Running IT as a business www.sas.com/cioinsights Running IT as a business Seven steps to aligning IT with the business By Kate Morton, Global Practice Manager for Costing and Profitability, SAS Australia The benefits of aligning IT with the business • Improve management control. • Understand and communicate the financial and non-financial value of each IT project and operation. • Comply with legislative requirements. • Reallocate IT resources to projects of most importance to the business. • Facilitate the elimination of IT projects that are not delivering. Seven steps to aligning IT with the business The massive growth in IT over the past decade has moved it from being a backoffice support function to a critical business unit. IT now ranks among the top five expenditures of most companies. CIOs have to show how the money is spent, the returns they are getting for their investments, and how IT is driving corporate performance. This increased role requires focus, vision and, above all, transparency – into services, costs, demand, processes and impact on corporate performance. Cost management and transparency For the CIO to compete for resources, the IT function needs to operate as a business within a business – providing valuable services to the rest of the organization. The CIO must effectively educate the organization and provide clearly articulated and relevant cost information. A detailed understanding of the cost within the IT business provides clear and positive advantages to the CIO and the wider organization: • Ensuring optimal resource allocation to areas of greatest value. • More effective allocation of resources to “areas of need.” • Reducing complexity within IT and simplifying internal processes. • More informed budgeting (capital and operating) and pricing of new projects. • Greater understanding of IT capacity and ability for delivery. • Ability to link IT investments to overall organizational benefits. • Facilitating practices and tools such as total cost of ownership (TCO) and return on investment (ROI). Running IT as a business|P27 www.sas.com/cioinsights Follow these steps to align IT with the business Alignment with business goals increases as IT works through each step. The importance of chargeback It is difficult to maximize returns from IT when the product appears to be free to customers. Ideally, IT operates as a service provider with a catalog of products and services that are aligned with customer needs and corporate goals. For this, IT needs: • Accurate pricing for its services that reflects the cost to provide them. • An understanding of what drives both demand and cost. • An equitable, repeatable and accurate method to track and invoice customers based on their usage of the services. • To encourage end-user accountability for the return on investments. Cost control is the greatest benefit that comes from IT chargeback. Gartner research has shown that these cost savings often exceed 15 percent in the first year, from reduced demand and smarter service use, and SAS has seen these results reflected in its customers across the world. Chargeback gives clear transparency into the benefits and the value that IT brings, and the impact on the bottom line means better relationships with the rest of the organization. Budgeting and planning IT financial management processes are often resource-intensive, involving the manual collection of financial data that is scattered across the enterprise. With a lack of data to support accurate forecasts, the resulting budget is often based on political biases. A usage-based chargeback model creates the foundation on which to transform the budgeting process to a streamlined practice that quickly produces trusted and reliable figures, increases governance, encourages collaboration and ensures accountability and ownership by stakeholders. This reduces the time and effort involved while increasing the accuracy of forecasts and simulations, and forms the basis for the financial budget, aligning organizational objectives, requirements, volume and cost. Resource optimization To maximize returns from new and existing infrastructure, IT needs a consolidated, end-to-end view of use of its applications and infrastructure, both physical and virtual, to understand how all IT components interact. IT organizations have made substantial cost savings through repurposing underused infrastructure and combining server workloads. Real usage data is used to feed the IT chargeback cost models and forms the basis for forecast calculations. IT can ensure that infrastructure is sourced and implemented based on actual demand, and achieve better returns on investment. Alignment with corporate strategy IT often has difficulty linking organizational strategy and objectives to IT investments and financial performance. Aligning IT with organizational strategy is critical to focusing IT planning, resourcing and service delivery. Mapping IT strategy to enterprise goals ensures that IT planning is optimized to support business success. The IT strategy should involve assessing technology capital readiness to support organizational goals, and should value IT not in terms of cost, but in terms of capacity to support strategic goals. Chargeback gives clear transparency into the benefits and the value that IT brings, and the impact on the bottom line means better relationships with the rest of the organization. P28|Running IT as a business www.sas.com/cioinsights IT needs to track not just technology-based metrics, but also the impact and benefits that IT brings to an organization. IT needs to track not just technologybased metrics, but also the impact and benefits that IT brings to an organization. In addition to operational KPI measurement, IT should measure how well it is improving the capabilities of the organization to achieve its corporate strategies and maximize customer satisfaction, corporate productivity, profitability and competitiveness. Success in IT business performance is measured through the achievement of optimal returns from new and existing infrastructure and resources, but this requires several steps. 1. The first step is to develop a catalog of the services that the IT organization provides to its customers. It establishes a standard set of deliverables by creating business-oriented agreements and organizes services in a way that customers understand and use them. 2. The next step is to understand the resources and activities that are required to deliver these services. The costs of the resources are then allocated to the activities that consume them, and then in turn on to the services that consume those activities. This builds up a cost model that reflects the work done by IT, and the costs required to provide the services demanded by the organization. 3.Gather, consolidate and organize all IT performance measurement and usage data from sources across all IT infrastructure into an IT-specific data mart. 4.Feed the above usage information into the IT cost model to generate accurate and equitable charges for each business unit based on their consumption of the service catalog. 5.Analyze the cost model to understand which services have aboveaverage costs, and why this is so. Develop cost-cutting strategies to decrease the cost to serve while still maintaining productivity and customer satisfaction. 6.Combine the information in the IT data mart with expert opinion to accurately forecast demand and cost based on both statistical and judgmental forecasts, while ensuring that budgets and plans are aligned with strategic goals. 7. The result is an optimized IT function that provides the organization with cost-effective services that are tuned to improving organizational productivity and profitability in accordance with its strategic goals. Summary Managing IT as a business is now an imperative. No longer can IT be seen as a technology supplier – it must be seen to be adding value to the organization and providing corporate strategic capability. IT business performance allows IT to change the focus from technology and production to customers and services. It enables IT to become service-oriented, aligning itself with the organization to provide customer-driven solutions to business problems. ONLINE Running IT as a business white paper: www.sas.com/cio-itbiz The CFO/CIO Dynamic webcast: www.sas.com/cio-dynamic The CIO as eco-champion|P29 www.sas.com/cioinsights The CIO as eco-champion Five ways IT can contribute to a company’s green agenda Working with a wide swath of FORTUNE Global 500 companies over many years, Accenture has observed that IT is often perfectly placed to initiate and even spur on the environmental agenda across the organization. ® It’s early days yet, but IT executives at some farsighted companies are already beginning to think and act in those terms without losing any of their fiscal pragmatism. They’re starting to think about IT’s impact beyond the data center. But why IT? What makes the CIO a likely or a credible champion of the green cause? The first answer is economic. For almost all services businesses and even some areas of light manufacturing, IT operations are responsible for the bulk of an organization’s energy consumption – and that share is climbing all the time. In effect, demand for IT’s services is growing faster than the efficiency of the underlying technology. While IT can address supply-side issues, it is also in a position to manage demand. The second answer is more diffuse. Think how pervasive IT’s influence has become. Today, using remote access technology, personal communications tools and a widening range of software options to enable collaboration, IT can shape and help determine where and how people work, how much they travel and how they behave when they get to their destinations. All of which translates not only into how much energy they consume but also how much they use of other costly resources, from paper to minerals. IT’s impact can extend still further. The workplace environment, the procurement methodology and the supply chain are all within its sphere of influence – as are the automation and efficiency of the organization’s compliance with environmental regulations. Taken together, these areas of influence mean CIOs have a substantial opportunity to further the energy efficiency and corporate citizenship aims of the entire company. They can do this by proposing and implementing solutions that will simultaneously produce business and environmental benefits, increasing efficiency in terms of both cost and energy and boosting employees’ ability to do their jobs well in responsible ways that also fit their lifestyles. CIOs have a substantial opportunity to further the energy efficiency and corporate citizenship aims of the entire company. P30|The CIO as eco-champion www.sas.com/cioinsights Five focal points One note of reason: This does not mean recasting the CIO as a kind of greencaped crusader – a role that would be neither credible nor practical. But it does mean that CIOs and their leadership teams can begin to step up to their potential for influencing the company’s green agenda. Accenture has identified five areas where this can happen. Part of the challenge is to properly monitor energy use over a range of duty cycles. With the development of virtualization, it is even more important to be able to collect and analyze information about power consumption. Distributing storage and processing cycles without considering the power issues can actually accelerate system crashes, some experts point out. 1. Don’t let up on the data center Since poorly configured data centers can use 100 times the electricity per square foot of a typical office building, it’s easy to see why this is the natural starting point for IT’s green initiatives. 2. Let IT foster green work practices The CIO can play a leading role in changing employee behavior, starting with enabling people to work remotely by providing “thin client” and Web-enabled business services. In the office, IT can also help reinforce policies that encourage employees to conserve energy by turning off their computers after use rather than leaving them on standby, recycling waste, and printing documents only when necessary. However – and this is a big “however” – IT cannot simply enforce changes in employee behavior. There’s no point, for instance, in IT imposing companywide default printer settings if workers can (and will) simply override them. One approach is to refresh rather than rebuild. Building out a new data center can cost about $1,000 per square foot and take years, while using strategies such as virtualization, standardization, orchestration and automation to extend the lifespan of a data center requires only a fraction of that cost. Virtualization of servers can be a good first step into other computing models such as cloud computing – which also offers significant green IT benefits. Shared-services practices can lead to server consolidation, and application renewal can help boost system efficiency. At the same time, optimization of where and why processing takes place can also help to tackle energy inefficiency, while smart scheduling of computer usage to create “follow-the-sun” processing models may reduce energy consumption and costs even further. IT first needs to map the many ways it influences work practices and then study how changes to those practices could reduce the organization’s carbon footprint. Then it must objectively weigh the risks against the rewards of doing so – the dangers to data security of supporting mobile devices, for instance – and prioritize the practices that will yield the greatest energy savings with the lowest risks. 3. Rewire (and recycle) the office IT can also help reduce resource consumption on the company’s premises by partnering with facilities management teams. Besides cutting the use of electricity, more energy-efficient office equipment, including multifunction and double-sided printers, can create significant savings in consumables such as paper and toner. Postponing the replacement of desktops can also help (consider that the energy used to make the average PC equals four-fifths of the energy that PC will use over its normal life). At the same time, many IT executives are uniquely placed to lead the commitment to the responsible disposal of office equipment. That is because in the typical service firm, and even in some light manufacturing and distribution facilities, the servers, PCs, routers, storage systems and other IT hardware represent the company’s largest capital expenditure. Disposal activities can involve finding and arranging new homes for outdated gear and organizing the recycling of nonfunctional or obsolete equipment. 4. Purchase with green intent Here’s an area where IT can rapidly make an enormous difference. There are two main opportunities for savings. First, there is the CIO’s immediate influence over the IT hardware that can make up such a large slice of the company’s capital expenditure. As the most basic step, the CIO’s organization can require that all hardware purchases be The CIO as eco-champion|P31 www.sas.com/cioinsights accredited through Energy Star or other similar programs. It can also favor suppliers that are proactive about reducing, reusing or recycling their packaging. Going further, IT can rate suppliers on the extent to which they run their businesses in environmentally acceptable ways. The second area of influence applies more to industries that produce and distribute goods. By collaborating with the company’s supply chain and logistics experts, IT can help to identify processes and tools that engender “smart logistics” – maximizing freight payloads, consolidating shipments, improving supply chain visibility to minimize distances shipped, and evaluating the carbon footprints of transportation options. 5. Help elevate corporate citizenship By interacting in environmentally friendly ways with local, regional and global communities, the IT department engenders goodwill and helps burnish the company’s image as a responsible corporate citizen. This might mean something as simple as recycling IT assets to local charities – or helping neighboring small businesses to do so as well. Or it could be as involved as working with regional governments to introduce measures that encourage businesses and individuals to turn off PCs when they’re not being used. By taking a central and proactive role in executing the company’s green agenda, IT also positions itself to help build responsible practices internally across the work force, and to communicate those practices externally to the wider community of stakeholders. Investors and analysts, for example, now take a keen interest in companies’ environmental performance; by pursuing initiatives of the kind outlined above, the CIO can help ensure that there is a positive story to tell. ONLINE Read the full version of this article: www.sas.com/cio-accenture Download a sustainability e-book: www.sas.com/cio-greenebook This article was excerpted from “The business case for a greener IT agenda,” by Stephen Nunn, Dale R. Hersch and Rockwell C. Bonecutter, with permission from Accenture. RACE to the cloud A product demo failure caused by inadequate memory and low I/O capacity from an individual laptop is every sales executive’s worst nightmare. Almost as bad is this fear of brand managers: presentations and demos with no standardization or quality control. Or consider this fear from managers: inefficient setup and staging that lead to the creation of one-off demonstrations and an inconsistent message. To overcome these common challenges, an IT department at a large software company used SAS virtualization technologies to automate the provisioning and scheduling of resources, and to create a global cloud computing environment for sales executives known as the Remote Access Computing Environment (RACE). This reliable, self-service, on-demand system allows sales staff to: Choose images from more than 500 products and solutions for demos, classes, testing and customer proofs of concept. Personalize and brand the demo or training content to reflect the customer’s view or data. Connect and access content from within the cloud from any internet enabled device. Collaborate and share their stored demos with other departmental users and business partners to share content. Virtualization of the environment was completed in 2007 and is now used by sales leaders, software trainers and technical support employees to replicate customer problems and test solutions – in a private, internal cloud. Among the many positive RACE usage statistics: • Reservations of the system have increased tenfold since its inception. • More than 4,000 individual environments are created each week within the cloud. • The cost per user to create customer-facing demos has dramatically dropped, due to decreased hardware costs, increased staff productivity and more efficient use of hardware capacity. Based on its initial success, the environment is also being adapted by the company’s Research and Development department to reduce quality assurance time for product development. P32|Four methods for high-performance computing www.sas.com/cioinsights Four methods for high-performance computing How to choose the right high-performance computing method for your business analytics scenario By Keith Collins, Senior VP and Chief Technology Officer, SAS Anyone who advanced past basic mathematics in school has learned this simple concept: Large problems can often be divided into groups of smaller problems. In computing, this concept is gaining traction on a very large scale. Parallel processing, grid computing and virtualization are all different methods used to spread large computational problems among multiple resources. But let’s move past the hype and talk about how you can best use some of these architectures in your IT environment. At SAS, we’ve identified and developed four unique ways to distribute highperformance computing resources to give you the right amount of computing power, right where you need it for your unique analytical problems. In this column, I’ll explain each of those methods and describe specific scenarios where you might use each one. Method 1: Shared storage What it is: The first configuration is basic grid computing. In this scenario, multiple machines are pulling data from a single data source, and each machine is running different pieces of the bigger algorithm or mathematical equation. Essentially, you’re breaking one big problem into multiple pieces and running each of those pieces against the same data source at the same time. This configuration is used primarily as a way to solve batch window time problems. If your current process doesn’t run as quickly as you need it to, you split it up and run each piece in parallel. When you use it: Typically, the calculations in these scenarios can be partitioned pretty naturally. You can partition the problem by something inherent in the data, such as time, geographic region or products. There is an obvious way to break the problem into smaller pieces or a natural way of splitting up the algorithm. A second type of partitioning scheme takes advantage of discrete computational steps or subparts in the algorithm (sometimes called threads). Subparts can be calculated in parallel and then brought back together. The SAS difference: We do this today with SAS Grid Manager, and we can automate analytic processes to help you do this in SAS Data Integration Studio and SAS Enterprise Miner . ® ™ Business benefit: As opposed to running all of your calculations as a sequential process, you’re computing things in parallel. Whether you use data partitioning or algorithm partitioning, the main point is that independent computational processes can take place at the same time from a single data source. Figure 1: Traditional storage vs. shared storage Four methods for high-performance computing|P33 www.sas.com/cioinsights Now that you’re processing data faster than the window of time needed, you can start asking what-if questions of real-time streaming data. Method 2: Moving compute to partitioned data What it is: Partitioned data architectures use a single process for distributing the data. Each processor or “worker node” then accesses its portioned data and performs its computing. In many cases, the data is already partitioned and exists in separate data stores before you apply analytics to it. When you use it: These architectures are useful for situations where the data is fairly static or can be easily bulk partitioned. We currently have a lot of retail clients using this type of architecture for markdown optimization and merchandise planning. They have a lot of data that needs to be stored and associated with appropriate computations, and there’s a high correlation between the analytics needed and the data that persists on that node. Using this setup, retailers have been able to reduce batch processing times for promotion optimization and price markdown problems. In many cases, they have already split the data by division, which is the right granularity for the optimization problem, so they can optimize prices by division. The SAS difference: Advancements with SAS In-Database Analytics make it possible to move the relevant analytic, data integration and business intelligence tasks closer to the data in this type of architecture. For example, one SAS retail customer is using real-time OLAP for merchandise planning, which takes all that data, puts it in memory and then does what-if computations in a large grid architecture. Business benefit: When there is a business need for data to be partitioned in a certain way, allowing analytics to be used within that existing partitioning scheme has many natural advantages, including speed and accuracy. In other cases, analytics needs to be moved to where the data is because governance around data and the cost to move data is too high. Figure 2: Traditional storage vs. partitioned, distributed data architecture P34|Four methods for high-performance computing www.sas.com/cioinsights We’ve identified and developed four unique ways to distribute high-performance computing resources to give you the right amount of computing power, right where you need it for your unique analytical problems. Method 3: Moving data to compute What it is: This type of distributed processing spreads a combination of threads and processes across multiple machines. Essentially, you break the problem up into a bunch of small pieces along with the data that is needed for each subproblem, and send both the data and the algorithm to different nodes to be processed. In the most complex cases, this involves a “tree” of workers (or nodes), with some workers automatically delegating tasks to subworkers. When you use it: In general, this configuration is good for large computations of smaller amounts of data where you distribute all or most of the data to all the different worker nodes. In other words, the amount of data being analyzed is relatively small but the computational tasks involve many parts and subparts. Customers are using this today for complex risk calculations. For example, large international banks can recalculate their entire risk portfolios at very high speeds with this grid configuration handling hundreds of predictive computations for a pricing portfolio in a very short amount of time. One key factor in determining the value of this setup is to consider whether the amount of data being moved around is a manageable size for the available network bandwidth. The SAS difference: This architecture distributes work across many machines and uses threads to leverage the hardware on each machine. SAS has developed patent-pending algorithms that maximize the use of this architecture. We also use a variant of the classic message passing interface (MPI) by breaking problems down into smaller subproblems and using threads to further break down and solve the subproblems. Business benefit: Now that you’re processing data faster than the window of time needed, you can start asking what-if questions of real-time streaming data. Figure 3: Traditional storage vs. message passing architecture Four methods for high-performance computing|P35 www.sas.com/cioinsights Method 4: Adding the present to past and future calculations What it is: Methods 1 through 3 look at historical data and traditional architectures with information stored in the warehouse. In this environment, it often takes months of data cleansing and preparation to get the data ready to analyze. Now, what if you want to make a decision or determine the effect of an action in real time – as a sale is made, for instance, or at a specific step in the manufacturing process. With streaming data architectures, you can look at data in the present and make immediate decisions. The larger flood of data coming from smart phones, online transactions and smartgrid houses will continue to increase the amounts of data that you might want to analyze but not keep. Real-time streaming, complex event processing (CEP) and analytics will all come together here to let you decide on the fly which data is worth keeping and which data to analyze in real time and then discard. Systems Devices The SAS difference: There are a lot of classic statistical process control ideas that originated in manufacturing in the 1980s that can be applied to the way information enters systems and the way we communicate with people who receive the information. We have a lot of experience with CEP and rules engines that influences our work in this area. Business benefit: The attention toward in-database analytics fits within this area of high-performance computing as well. Our strategy for the future will be to put the computing power as close to the data as possible, recognizing that as volumes of data increase, you need to move data management processes and analytic processes to the right place. Sometimes those processes are directly connected to the devices coming in, where analytics needs to be applied before you ever store the data. Systems Systems Devices Data When you use it: Radio-frequency identification (RFID) offers a good user case for this type of architecture. RFID tags provide a lot of information, but unless the state of the item changes, you don’t need to keep warehousing the data about that object every day. You only keep data when it moves through the door and out of the warehouse. The same concept applies to a customer who does the same thing over and over. You don’t need to keep storing data for analysis on a regular pattern, but if they change that pattern, you might want to pay attention. If you can detect that they’re using credit in different way, for example, you may want to respond. If their phone has been working fine, but you can see that its performance is starting to deteriorate, what can you do to improve performance on the fly? You can only take immediate action if you have a system for analyzing data in real time. Systems ONLINE IDC white paper: Raising the Bar on Business Analytics: Innovation Powered by Grid www.sas.com/cio-grid Data Warehouse/Database Keith Collins, Senior Vice President and Chief Technology Officer (CTO) at SAS, is responsible for driving corporate technology strategy through a focus on customer- and partner-facing activities. Collins fosters close working relationships with marketing and sales to ensure that SAS technologies are aligned with customer needs and market demand. He has been instrumental in leading SAS’ evolution as a provider of industry-specific solutions. Figure 4: Traditional architecture vs. streaming architecture P36|Top 5 reasons why CIOs want business analytics www.sas.com/cioinsights Top 5 reasons why CIOs want business analytics SAS executive explains how to bring efficiency to IT By Patrick Van Deven, SAS Belgium Country Office Manager We work hard at SAS to understand our customers’ business problems, but we also make every effort to understand what IT leaders are confronted with on a day-to-day basis. Let me be clear: It’s not that IT isn’t interested in the business value, or that IT leaders don’t understand it. That would be insulting. The CIO of a Belgian Federal Ministry explains it like this: “IT invests in new technologies that deliver massive efficiency gains to the business, but then we [IT] are left with the recurring charges from these investments – including maintenance, licenses, upgrades – while the business enjoys the benefits. The following year, the benefits are forgotten and the IT budget gets cut again.” Over time, this pattern creates such frustration that IT leaders become leery of vendors who pitch business benefits. In my 11 years at SAS, I’ve worked with dozens of CIOs, and I’ve helped with hundreds of SAS implementations. In that time, I worked two years in sales, five years as Director of our professional services division, and – most recently – I’ve led the country office for SAS Belgium. Based on my experiences with CIOs in nearly every industry, I’ve come to believe there are five main reasons CIOs enjoy working with SAS Business Analytics: make a wholescale change across his organization. But who did he choose last year when looking for a complete platform for a new site in a foreign subsidiary? He chose SAS, partly because he wanted a test case for the benefits of an integrated system. System integration To deal with budget cuts and demands for efficiency, IT leaders are always looking for ways to reduce disparate skill sets so that they don’t have to have different employees supporting a complex, patchwork system. We have customers managing SAS with just one or two full-time employees for a population of hundreds of users for critical business applications. One international bank I work with has a long history of business analytics developments, and they are a best-of-breed shop because they’ve implemented a series of disparate systems over a long period of time. The CIO knows that situation very well, and he understands fully the value of an integrated platform and the cost savings that could come with it. However, it’s not a strategic time for him to Portability The SAS System is portable, and we engineer our releases in a way that minimizes migration issues. The CIO of a large manufacturer recently told me they migrated their 15-year-old SAS programs from a VAX VMS system to Windows in just a few hours, and they still run fine. In contrast, he has decided to drop Business Objects, because his team had to rewrite everything to migrate it to XI, and that was the third time he confronted that same issue with them. That rewriting is something he has never experienced with SAS. Diversity SAS Analytics can do almost anything. That means we can replace a lot of other systems. If standardization is the agenda, SAS can help reduce vendors in or- Top 5 reasons why CIOs want business analytics|P37 www.sas.com/cioinsights The SAS Benelux office, Robiano Castle, houses 110 employees. der to reduce overall costs. We’ve helped customers successfully replace CA MICS, Focus, IBM QMF and more. One retail bank we work with decided to buy the entire SAS Business Analytics Framework for data integration, business intelligence and analytics. Then they started looking at SAS IT Resource Management, and realized if they bought it to replace CA MICS, the savings they saw by not paying the MICS license fees paid for the entire SAS investment, including the business analytics framework. Plus, we used a SAS macro to complete the conversion project in 1/20 the time it would have taken for the bank to do it themselves manually. In the end, the bank invested 400 man-days to complete the conversion, but increased revenue by US$1 million per year. Flexibility SAS can do what others vendors do, but those vendors can’t do everything that we do. In other words, customers can use their existing SAS products for more than they currently do today without paying anything more. We’re working with two different CIOs to replace QMF and Focus on the mainframe. In both cases, SAS mainframe renewal fees are lower than the competitors for the same or better functionality. odernization M The CIO of a Belgian payroll management company said that SAS is probably the only software that will survive the phaseout of their mainframe. He says that negotiating with us is totally different than with the other legacy vendors who know that they have no future anymore and therefore play it extremely hard. At SAS, we help these customers move away from a lockin situation where they get charged rip-off prices by platform providers. At one company, we learned that SAS usage fees on the mainframe have larger collateral costs than the actual SAS license fees. For every $1 spent on the SAS renewal fee, they’re spending $2 for CPU time and $1 for storage. We’re now helping that customer move 80 percent of their SAS usage to cheaper platforms, where CPU cost will be 50 cents per dollar of the SAS renewal. As you can see from these examples, SAS makes every effort to support IT and the business. It doesn’t have to be either or. When we take the time to understand both, everyone benefits. ONLINE SAS Belgium and Luxembourg: www.sas.com/belux Patrick Van Deven is the Country Office Manager for SAS in Belgium and Luxembourg. Van Deven started at SAS in 1999 as Account Manager and was subsequently appointed Professional Services Director in September 2001. Prior to joining SAS, Van Deven was Managing Director of BJL IT, a Brussels-based services company. SAS INSTITUTE INC. WORLD HEADQUARTERS SAS CAMPUS DRIVE CARY, NC 27513 USA SAS® Business Analytics Software Data Management | Analytics | Reporting | Targeted Business and Industry Solutions What if you could increase revenue by 66% using your data to make confident, fact-based decisions? You can. SAS gives you The Power to Know. ® SAS Business Analytics software helps organizations across every industry discover innovative ways to increase profits, reduce risk, predict trends, and turn information assets into true competitive advantage. www.sas.com/decisions for a free research paper SAS and all other SAS Institute Inc. product or service names are registered trademarks or trademarks of SAS Institute Inc. in the USA and other countries. ® indicates USA registration. Other brand and product names are trademarks of their respective companies. © 2010 SAS Institute Inc. All rights reserved. 54446US.0310
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