Las Vegas Sands

Chief Data Officer Leadership Forum 2015, Asia

Focusing on the key deliverable of the CDO.

The concept: Data MonetisationThe technique: Enterprise Change ManagementThe strategy: Communication

Jonathan (Jon) CatlingDirector Global Data Architecture

Las Vegas Sands Corporation

Introduction

What am I going to talk about?

• Refocus: what is the CDO?

• What are their deliverables?

Debra Logan, vice president and Gartner Fellow talks about the following:

• senior executive • responsibility for enterprise wide – data and information strategy– governance and control– information protection– privacy– data quality and life cycle management– policy development– effective exploitation of data assets to create business value

What is the Chief Data Officer?

Business StrategistExecutive Leader

Drive Operational Improvement

Custodian Savant

Data Centre Boardroom

How do we do this?

Data Monetisation

create a saleable commodity or a perceived value for “data”.

Change Management

Enterprise Change Management: a different course of action to standard change management

Communications

Communications Strategy: the vital link to ensure that business drives momentum and change

Must be part of a Strategy

Visio

n Track 3: Data Management

Track 4: Governance

Track 1: Engagement

Track 2: Enterprise Data Architecture

Blueprint,Plan

Implem

ent

Track 5: Maturity Assessment

Must be product orientated

Data as a

Service

Data Integration (MDM, DW, DM,

DS)

Reporting and Analytics

Data Visualization (BI,

Dashboards, Scorecards)

Data Mining

Cloud Computing

Big Data

Must have its own standards

Mandate & Sponsorship1

Alignment to Business Outcome2

Team Composition & Journey3

Correct Tool Choice4

Agile Approach – Fail Fast, Cheap5

The 5 NON NEGOTIABLES of Big Data

1. Data Monetisation• What is data monetisation?

Data Monetisation is the process of converting data (raw data or aggregate data) into something useful and valuable – help make

decisions (such as predictive maintenance) based on multiple sources of insight.

it is the process by which data producers, data aggregators and data consumers, large and small, exchange sell or trade data

• How does it fit in context to an business principle?Data monetization only makes sense when it fits into the concept of a data economy. So first lets define that.

• Introducing the Data Economy.

USE CASE 1• Mr Catling, a guest, arrives at the hotel arrives and checks-in. • As soon as this occurs, a check-in event is sent to the ESB and an CMS application consumes it, checking

against the customers 360 profile and his persona data, matching his preference for Jazz and cross-references it to a list of marketing cross-selling events, in particular that there is a Jamie Cullum concert this week.

• The Concierge can now offer Mr Catling the tickets and maximise the opportunity to enjoy his visit.

This is real-time and cross-reference data matching and everyone wants it or has the beginnings of it….. but it is not the data economy.

USE CASE 2• The marketing system tell you that in 3 months time on a particular week 400 guests in the hotel all love

Jazz, and you ring Jamie Cullums up and invite him to play at the hotel.

The data economy is when data becomes a commodity asset that can impact the income or the tangible standing of the organisation.

This is the type of case study that business can identify and objectify, and yet if the cost to implement is expensive then you had better have a real value to present.

Framework Approach

$$$

Internal

Increase Efficiency

Improve flexibility

Enable change

External

Raw Data

Processed or derived data

Information insights, correlations (1st level analytics)

Models. What if scenarios

2. Enterprise Change Management

• ECM maps the businesses cultural behaviour to change: so that when a project is in play the Change Management approach is aimed at leveraging the particular needs of different groups and address these individually.

• It is aimed at optimising enterprise-wide data advocacy. It considers the strengths and motivations of each team or workforce division.

• For example, the senior executive board are reluctant to change but respond well to ROI; the front-line workers are open to change but jaded at the lack of support and training.

Mapping needs.

• Determine and map what the business wants– Forums, groups, special interest groups.– Map their pain points– Map exec, C-level, LOB leaders, influencers,

stakeholders.• Map and join the dots. Create models and show

impact and influences. Use experience and lessons learnt.

• Map your own team. One “meh” will kill anything.

We are trying to change the world! It is a small world but one that is very important AND in constant flux. New data, new focuses, new laws, added confusion and complexity. We have to manage the business through that.

Enterprise Change Management is key. It allows us to plan the type of medium to get the message across to people.

But it is the hardest, because no one believes it is as big a problem as it is.

3. Communication strategy

• The aim is to find a medium that will create a commitment by all individuals in the business to realise that they are implicitly involved to grow advocacy:

• to become knowledgeable and begin to see data as something they have always had and used and now are able to leverage it more “through” the technology.

• The framework for the strategy must allow people to feel that they are involved in the greater change process and that they add value.

Fo

cus Track 3: Executive Presentations

Track 4: Standards

Track 1: Centers of Excellence

Track 2: Sands University

Track 5: Publication/Portal

Blueprint,Plan

Implem

ent

Strategy

Fo


Track 4: Standards




Blueprint,Plan

Implem

ent

Strategy

CoE

Data

Analytics

Modelling

Fo


Track 4: Standards




Blueprint,Plan

Implem

ent

Strategy

Objective

•Bring IT and SME’s up to date•Focus on new and potential value

Direction

•Data Governance Forum•Heads of Business

Method

(3 wks)

•Present Subject•Impact to the business•Strategy/Tatical/Plan/Implement

Fo


Track 4: Standards




Blueprint,Plan

Implem

ent

Strategy

Updates

Introduction to new technology

Changes to Business

Fo


Track 4: Standards




Blueprint,Plan

Implem

ent

Strategy

Integrated Resort

Line of Business

Function/Application

Data Type

Fo


Track 4: Standards




Blueprint,Plan

Implem

ent

Strategy

Enterprise Content

Collaboration

Video-Conference

Measurements of success

Data Strategy by Design Architecture

Current State Transformation Future State

Value Chain

}

}}

Data Monetisation. (what the executive care about)

Analytics and presentation.(what the business cares about)

Locating, acquiring data sources, cleansing, integration, warehouse(what the IT cares about)

What is my Big Data Strategy?• To do big data we must first do small data• To do small data we must first do good data

Customer Enhancement

Customer Facing

Business Science

How does it all fit?

• Data monetisation can mean different things: Can we create a saleable commodity by transforming specific data sets that can influence or create business opportunities or alternatively can we create a perceived value for the intrinsic value of “data”.– The challenges to this type of focus are that it predefines certain blocks of data, like stereotyping. Is

sales data more valuable than financial data. This approach makes it more measurable but ignores the lessons from other business experiences that there is unknown value in data that we don’t realize. That the potential is what resides in our data for new opportunity. Jonathon’s vision is to conceptualise data into an asset, to show that money is required to maintain the quality and integrity of the data, like any other business asset.

• Enterprise Change Management: a different course of action to standard change management.– ECM maps the businesses cultural behaviour to change: so that when a project is in play the Change

Management approach is aimed at leveraging the particular needs of different groups and address these individually. It is aimed at optimising enterprise-wide data advocacy. It considers the strengths and motivations of each team or workforce division. For example, the senior executive board are reluctant to change but respond well to ROI; the front-line workers are open to change but jaded at the lack of support and training.

• Communication strategy: the vital link to ensure that the business drives momentum and change across the business.– The aim is to find a medium that will create a commitment by all individuals of the business to

realise that they are implicitly involved to grow advocacy: to become knowledgeable and begin to see data as something they have always had and used and now are able to leverage it more “through” the technology. The framework for the strategy must allow people to feel that they are involved in the greater change process and that they add value.

Thank you

Documents

Las Vegas Sands