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The Intelligent Enterprise: How Companies Are Using Cognitive Computing to Drive Tangible Results
Nancy PearsonVice President, IBM Cognitive Business Marketing
October 26, 2016
2
Digital businesses are disrupting virtually every industry and profession.
expect more competitors from outside their industry
54% of CxOs
SOURCE cited in notesWorld of Watson2016
3
+
Tomorrow’s disruptors will be organizations that can converge digital business with a
new level of digital intelligence.
Digital business Digital intelligence
Cognitive business
World of Watson2016
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Structured and active Unstructured and dark
Data that’s coming
Data outside your firewall
Data you possess ++
How you invoke insights from all data will determine your digital intelligence.
believe cognitive is essential to data challenges that conventional analytics cannot tackle
60%of early
adopters World of Watson2016
An organization that creates knowledge from data to expand virtually everyone’s expertise, continually learning and adapting to outthink the needs of the market
5
Digital business + Digital intelligence
Cognitive business
GROWKNOWLEDGEFROM DATA
ENHANCE EXPERTISE
LEARN AND ADAPT
World of Watson2016
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A cognitive business has systems that can enhance digital intelligence exponentially.
REASON
They can reason, grasp underlying concepts, form hypotheses, and infer and extract ideas.
UNDERSTAND
Cognitive systems understand imagery, language and other unstructured data like humans do.
LEARN
With each data point, interaction and outcome, they develop and sharpen expertise, so they never stop learning.
INTERACT
With abilities to see, talk and hear, cognitive systems interact with humans in a natural way.
World of Watson2016
How are cognitive systems different?
Are not programmed but pose hypotheses based on data patterns and probability
Can see, use and operationalize virtually all data
Can understand, reason, learn and interact with humans naturally
7World of Watson2016
World of Watson2016 8
How are organizations capitalizing on the potential of cognitive computing?
We surveyed more than 600 cognitive decision makers worldwide to discover insights about cognitive adoption
say they already gain major competitive advantage from their cognitive initiatives
50%of users
say outcomesfrom cognitiveinitiatives exceedtheir expectations
62%of users
World of Watson2016 9
While early adoptersview cognitive as essential, challenges remain
cite data issues asa top challenge
• volume• quality • integration & conversion
54%
cite insufficient skills as a top challenge
• computer scientists with AI skills
• software developers• subject matter experts• data experts
54%
World of Watson2016 10
Early adopters see the enormous potential of cognitive, but still struggle with strategy and roadmap
say adopting cognitive is very important to their organization’s strategy and success
65%
have a comprehensive, company-wide strategy for cognitive (another 41% are developing one)
Only7%
report they struggle with a roadmap for adoption46%
How will you get started?
11World of Watson2016
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The journey to cognitive business.
Cloud
Security
Analytics
Mobile
IT Infrastructure Services
Industry Solutions for Cognitive Business
Watson
Watson Health
Commerce Solutions
Industry Analytics
Digital business Digital intelligence+
Watson IoT
Watson Analytics
Data as informationData as insights
Data as knowledge
World of Watson2016
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Identify a problem to solve.
Cast a vision.
Champion a new culture.
Assess progress toward your desired outcome.
Measurespecific values.
Ensure that your process is working, and iterate as needed.
Assess data requirements from internal and external sources.
Collect, ingest, curate, annotate and build out taxonomies and ontologies.
Execute a staged rollout based on a simple starter prototype.
Instrument for metrics and key performance indicators (KPIs).
Prepare people for new ways of collaborating with technology.
Adapt processes, content and roles as needed.
Periodically update functionality and training with new content based on learnings.
Becoming a cognitive business in six steps
1 Develop your cognitive strategy
6Measure outcomes
3Apply cognitive technology
4Engage your organization
5Enhance cognitive capabilities based on learning
2Evaluate and curate data
World of Watson2016
Is someone else defining your industry?
How much do you lose by not monetizing your data?
Will your customers leave for competitors that engage more personally with them?
What’s the cost of not beinga cognitive business?
14World of Watson2016
The Cognitive Business Narrative / 05.18.2016
15
http://ibm.biz/watsonmedtronic
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Notices and disclaimers
Copyright © 2016 by International Business Machines Corporation (IBM). No part of this document may be reproduced or transmitted in any form without written permission from IBM.
U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM.
Information in these presentations (including information relating to products that have not yet been announced by IBM) has been reviewed for accuracy as of the date of initial publication and could include unintentional technical or typographical errors. IBM shall have no responsibility to update this information. THIS DOCUMENT IS DISTRIBUTED "AS IS" WITHOUT ANY WARRANTY, EITHER EXPRESS OR IMPLIED. IN NO EVENT SHALL IBM BE LIABLE FOR ANY DAMAGE ARISING FROM THE USE OF THIS INFORMATION, INCLUDING BUT NOT LIMITED TO, LOSS OF DATA, BUSINESS INTERRUPTION, LOSS OF PROFIT OR LOSS OF OPPORTUNITY. IBM products and services are warranted according to the terms and conditions of the agreements under which they are provided.
IBM products are manufactured from new parts or new and used parts. In some cases, a product may not be new and may have been previously installed. Regardless, our warranty terms apply.”
Any statements regarding IBM's future direction, intent or product plans are subject to change or withdrawal without notice.
Performance data contained herein was generally obtained in a controlled, isolated environments. Customer examples are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual performance, cost, savings or other results in other operating environments may vary.
References in this document to IBM products, programs, or services does not imply that IBM intends to make such products, programs or services available in all countries in which IBM operates or does business.
Workshops, sessions and associated materials may have been prepared by independent session speakers, and do not necessarily reflect the views of IBM. All materials and discussions are provided for informational purposes only, and are neither intended to, nor shall constitute legal or other guidance or advice to any individual participant or their specific situation.
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05/03/2023World of Watson 2016
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Notices and disclaimers continued
Information concerning non-IBM products was obtained from the suppliers of those products, their published announcements or other publicly available sources. IBM has not tested those products in connection with this publication and cannot confirm the accuracy of performance, compatibility or any other claims related to non-IBM products. Questions on the capabilities of non-IBM products should be addressed to the suppliers of those products. IBM does not warrant the quality of any third-party products, or the ability of any such third-party products to interoperate with IBM’s products. IBM EXPRESSLY DISCLAIMS ALL WARRANTIES, EXPRESSED OR IMPLIED, INCLUDING BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE.
The provision of the information contained herein is not intended to, and does not, grant any right or license under any IBM patents, copyrights, trademarks or other intellectual property right.
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05/03/2023World of Watson 2016
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