Arrival and Registration
Welcome and scene-setting
Samuel de Swardt, senior business intelligence consultant and architect , Stanlib
International keynote address: Beer, diapers, and correlation
Mark Madsen, president, Third Nature
The story of the correlation between beer and diaper sales is commonly used to justify why analytics is useful in business, and to explain market basket analysis in introductory data mining courses. Rarely does anyone ask about the origin of this story. Is it true? Why is it true? What does true mean anyway? The latter question is the most interesting because it challenges the ideas of accuracy in data and analytic models. This is the history of the beer and diapers story, explaining its origins and truth, based on repeated analyses of retail data over two decades. It will show that one can have multiple contradictory results from analytic models, and how they can all be true, leading to the questions of the value of "easy to use" analytics.
The real lesson of the story is that interpretation of the results of analytic models is key, not the data or model. You can't apply (effectively) what you don't understand.
Local power shake-up: How AI and BI are disrupting the world
Rory Moore, innovation lead, Accenture
- No one is smarter than everyone
- Infobesity - are we being overwhelmed?
- Futureproofing your job in the age of robotics
- Challenging business assumptions in the new era
Networking and Refreshments
Industry trends: Top trends for the BI industry 2017
Adam Barrie-Smith, expert services manager, South Africa Qlik Master Resellers
The tension between business and IT due to the demand for information is a primary influence on the BI industry. Can teamwork overcome the tension? What will be influencing changes in strategy/behaviour in an area where business continues to wriggle out of the IT "one version of the truth" straight-jacket?
Single version of the truth
Thabo Ndlela, non-executive director, IFS Africa
Do you have a full 360 degree, enterprise wide, top down perspective of processes and performance that gives you a single version of the truth? When used in the right way, data collection and analytics can optimise operations to deliver a clear competitive edge. We already know that big data and analytics play a significant role in business today. They help organisations gain insight into their operations, they guide company decision-making and they aid in the optimization of business processes – but these capabilities are changing due to digital transformation. To take full advantage of the ever-increasing capabilities, covering areas such as machine learning and visualization, it is important to review and rationalise the current analytics landscape in an organization as well as the data stored taking into account that strategic, tactical and operational levels will use different data sets and different dashboards and reports.
- The analytics we are seeking and using today
- Current trends in analytics
- What to look for today to future-proof tomorrow
- How to make analytics more efficient and effective
- What to do with the analytics you have today
Leveraging customer intelligence to improve customer experience
David Cosgrave, customer intelligence lead, SAS
As journeys becomes more complex, across traditional and digital channels, organisations need to be able to react in real-time, across all touchpoints, to optimising the journey that the customer takes in order to maximise value for the organisation and the customer. This session will explore how analytics must be embedded at every customer touchpoint in order to achieve true customer journey optimisation.
- How analytics and data can be centralised to optimize all customer touchpoints
- What advanced organisations like Macy's and Telefonica O2 are doing to harness customer data across channels and organisational silos
- How to create a roadmap for your organisation to begin embedding analytics throughout your customer journey
Lunch and networking opportunity
STRATEGY AND THE CUSTOMER EXPERIENCE
Pulling together the BI puzzle into one clear picture for the modern organisation
Gill Staniland, principal BI consultant, Synergy
As organisations face having to constantly react to fast-paced change, in the middle of greater competition, evolving markets, stricter compliance, and large and disparate collections of data, the need for a more deliberate and strategic approach to collecting, distributing and interpreting data is paramount. The purpose of such a strategy is to ensure alignment between business strategic objectives and the data required to drive such initiatives, and to focus on creative ways of finding business value from the significant data resources already in place.
- In this session, Staniland will look at the necessary steps and processes that should be covered in your data strategy and alert you to some of the risks of not following these detailed interactions of data, information, strategy, process and people across the business, in order to achieve a relevant and pragmatic analytics roadmap.
Case study – industry sector: retail How to successfully compete in the knowledge economy through the establishment of a Business Analytics Centre of Excellence
Maritza Curry, business intelligence manager, Woolworths ITS
Information is the new oil. Without timely, relevant information, managers cannot make informed decisions, find opportunities or identify risks within their business environments. However, technology alone does not support efficient analytics functions – there has to be a focus on people and process as well.
- How to establish a Business Analytics Centre of Excellence;
- How to establish the structures and governance processes to support the COE; and
- How to measure the value of the business analytics COE (and therefore the organisation's investment in BI).
Thought-leadership: Unlocking the purse strings
Bill Hoggarth, director, Dataways
Despite the many compelling examples and case studies, the corporate purse strings remain relatively closed for many data and data science initiatives. Why is this, and how can the purse strings be loosened? Using real examples from the perspective of C-level executives across Africa and the globe, this presentation will share 30+ years of personal experience promoting the value of data. But, certainly in most blue-chip firms and in many government entities, millions are still spent on training managers and leaders on how to manage money, and how to get the best from human talent, while close to nothing is spent on instilling the thinking and skills required to exploit and leverage the power of data at work. Using examples from multiple continents and spanning four decades, this presentation will focus on tips and techniques to use, and not use, when pitching for the corporate spend required to unlock the value of data.
- How best to engage C-level decision-makers to ensure buy-in, support and budget for your data ideas.
Networking and Refreshments
Using qualitative and quantitative data to gain customer insight and competitive advantage in the Age of the Customer
Julia Ahlfeldt , Certified Customer Experience Professional (CCXP)
Learn how to leverage the wealth of data that exist within a company's on and offline channels to unlock customer insights through customer mapping.
Utilising qualitative and quantitative data to gather customer insight - including social media, surveys, mystery shopping, focus groups, CRM data, and operational analytics - Julia will explain how blue-chips, multi-nationals, and major retailers and etailers can accurately understand what positively and negatively impacts sales, profitability and growth in a world of digitally empowered consumers.
Journey maps are strategic tools, rooted in business intelligence, that are used by the likes of Airbnb, Uber, Amazon and other customer-centric market leaders to paint an informed picture of a customer life cycle. When shared with all members across the organisation, including IT, product teams, procurement, Exco and sales, journey maps provide the framework cornerstone for companies to transition from traditional silos to dynamic, customer-centricity.
- In her talk Julia will share both the theory of customer journey mapping and the importance of data in creating these tools, as well as tips and ideas for action based on international and local case studies.
Case study – industry sector: investment 360-degree view of the customer
Samuel de Swardt, senior business intelligence consultant and architect, Stanlib
Imagine you've just called a support line, and the agent on the other end already knew who you were, knew the products you owned, and knew all of your previous interactions with the company, regardless of the channel on which you contacted them. What if the agent was able to quickly deliver the information you needed to resolve your issue, no painful back-and-forth necessary? This can become the reality for your customers if your call centre agents have the right tools and built-in intelligence. That's where customer analytics comes in, empowering your agents with the tools and intelligence they need to deliver service that moves at the speed of your customers. A traditional marketing approach for predicting consumer behaviour is to elicit behavioural intention instead of actual behaviour. In order to get this information, you'll have better luck dealing with your data scientists than your customers. When it comes to understanding and, more importantly, predicting consumer behaviour, your big data analytics team will have better answers than your customers.
1:1 with Mark Madsen
Our chairman will spend the next 30 minutes finding out more about the man behind the scenes. He will delve into questions such as: How did you find yourself in the world of BI? What do you most enjoy about your job? What are the challenges you experience? Worst and best business experiences? What do you do in your spare time and what motivates you?
DATA CULTURE AND SELF-SERVICE BI
Case study – industry sector: finance Beyond BI – making "cents" of data
Dr Yudhvir Seetharam, MIFM, head of analytics, FNB Business
BI (and analytics) requires areas of a business to cooperate and collaborate to drive bottom line profit. Infrastructure, HR, Finance and Business strategy are key to ensuring that you don't just hop onto the data bandwagon, but that you know why you are there in the first place, and when you want to hop off.
- How to incorporate a data driven culture into the organisation
- How to establish realistic goals for your analytics journey
- How to build an analytics team that goes beyond modelling
Case study – industry sector: food and beverage: Knowledge Sharing for Knowledge Workers
Zachda Prinsloo, associate director, innovation community (Africa Zone), AB InBev
How sure are you the saying "build it and they will come" holds true when implementing knowledge sharing tools for knowledge workers? Can you take the chance that it won't be used, or not used well, when working with people that think for a living and have mainly intangible outputs? This talk will take you through how to inspire the right knowledge sharing among knowledge workers.
- How to influence knowledge sharing among knowledge workers
- How to improve the performance of knowledge workers
Insight driven organisation
Amit Vanmali, Senior manager: risk advisory, data analytics, Deloitte
With the volume of data available to organisations, both internally and externally, they can easily get caught up in the processing of data and lose sight of improving the decision making process. An insight driven organisation is one which embeds analysis, data and reasoning into their decision making processes, they do not view analytics as a project with a start and end date. IDOs see analytics as a core capability across their organisation to provide insight to support the decision making process; to tackle their most complex business problems; and to address the growing analytical trends.
- Deloitte Analytics will give an executive point of view on the importance of becoming an IDO in today's ever changing data landscape.
Networking and Refreshments
Basics of good data visualisation
Jeff Fletcher, engineer and developer, Limn
In the world of analytics and big data, most of the time is spent deciding on what insights will be gained (and where to spend the savings). Some of the time is spent working out which system to use, and very little time is spent crafting the final presentation – the final thing people will actually look at and use to understand your insights. The fundamentals of great data visualisation are complex and nuanced, and many great insights are marred by poorly executed visual representations. Fletcher will take you through some of the technical background on human visual perception, and present a basic dos and don'ts list for good visualisation and guidelines on how to approach a new project. He will also present some examples of good data visualisation and how it helped to reinforce the story in the numbers.
- Learn why you should take the time to work on your data visualisation;
- Get the basics of what is good and what is bad data visualisation; and
- See examples where good data visualisation helps tell the story of the insights better.
Case study – industry sector: insurance Using mobile analytics to drive organisational culture
Dr Eugene Wessels, General manager: Data Analytics, King Price Insurance
Most large organisations have built their EDW and analytical capabilities off large and heavy legacy systems. It is inevitable for such organisations' decision-making capabilities to inherit many of these legacy constraints. This ultimately leads to frustrated executives, disconnected and reactive decision-making, and inevitably, sluggish organisational performance. What a difference it would it make if one could magically replace legacy systems with the latest technologies? This session is a case study on how King Price has become a market disrupter and leading brand after only four years. Central to this journey is mobile analytics and the manner in which it drives organisational culture.
- Business intelligence without a mobile footprint has gone 'out-of-business'
- Designing mobile business measurements for responsive decision-making
Panel discussion: Self-service BI – should BI be self-service or not?
Lyle Petersen, business intelligence business analyst, Woolworths
Zachda Prinsloo, information management business partner, AB InBev
Ryan Jamieson, director of technology and innovation, Karabina
Adam Barrie-Smith, expert services manager, South Africa Qlik Master Resellers