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Stephen Ulanoski - GE 

 

 
 
Tags:  saas  metaplaces 2009 
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Published:  September 14, 2010
 
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Slide 1: Strategy and Innovation Business Transformation Through Technology and Data Mobile Data/Analytics Concepts Presented to: TheWhereBusienss San Jose, CA 22-23 September 2009 Stephen Ulanoski +1.612.309.7514 Stephen.Ulanoski@gmail.com
Slide 2: Background: • Not a Scientist, Mathematician or Actuary • Business / Marketing “guy” who thinks, applies and understands the future value of data….new models… • Focus on the “business-side” of data, location and spatial relationship – the value • Strategy Development • The business value of variety of heterogeneous data sources  multiple databases, ERP’s, data marts, etc… • Usefulness of data sources relevant in the success of future business models and growth platforms  CEO and CFO…revenue and net income 2/ 09/18/09
Slide 3: Why we are here… RFID Tags – 30 Billion – 2012 IBM Machine-to-Machine – 50 billion machines - 2013 Future World Consultancy, RSA Wireless In-HomeAssisted Living – 450% growth in next 6-10 years GE Healthcare Telematics and MRM will grow at a 26% CAGR in next 5 years Aberdeen Group 2009, GE Commercial Finance Managing Business Data – Top 5 Issues for IT Organzations in next 3 years Sandhill.com Mobile Handset and Smart Phones (GPS enabled) – 350 Million Globally 2010 CTIA 3/ 09/18/09
Slide 4: Cultural Challenges CIO or Analytics Driving Revenue Growth? • • • Do your business partners see you as revenue or cost? Are you driving strategy, product management and marketing...? Segmentation or management – is that it? Cost effective approaches to growth. Create significant data value in 90-120 days? Using technology, data and analytics to drive revenue. Impact: Ops, Product Management, Marketing, Sales? No “data as a business” domain knowledge Cloud computing, Relational Data (non), ERP, SAAS. Your own application software will need to be upgraded? Increased need of differentiation... • • • • • • • Increased need for upgrades... Competitive positioning New leaders post recession…? 4
Slide 5: “Tics” - Unaligned & Non-Strategic Informatics - is the science of information, the practice of information processing, and the engineering of information systems. Prognostics - is an engineering discipline focused on predicting the future condition of a component and/or system of components. Analytics “simplest definition…the science of analysis,“ defined by mathematical modeling. Repeatable ROI or Meet the Users Emotional Value Proposition Or You Can “Delete The Data/Information to Save Space…”
Slide 6: Disparate Data Repositories Demand Management Planning Applications Legacy Applications / Data Sources Demand Management Planning Applications • Value Intersect? • Does your business understand? • Do your clients get it? • Can you articulate the Value? • So What…? Does the business understand the gold mine? 6/ 09/18/09 Legacy Applications / Data Sources Corporate Databases Corporate Databases Global Data Warehouse Global Data Warehouse Collaboration Collaboration Customer Order Fulfillment Customer Order Fulfillment Manufacturing Execution Manufacturing Execution Procurement Procurement
Slide 7: Telematics/MRM Evolution What was before: What is now: A hardware device generating large volumes of data, few stakeholders engaged, data use underutilized A solution that turns data into business intelligence to improve safety, compliance and operational efficiencies 7/ 09/18/09
Slide 8: New Stakeholders… Competitive Advantage m Co p e ti v e ti s es n ht sig gy In ate r St tim Op iz on ati en er ion iat t ff Di sen ar tie i Aw b il pa Ca s es t ke ar M s Bu in Int s es e nc ige ell Commercial CMO COO CFO Product Managers Marketing Sales Sourcing / Pricing Customers …engaging a broad set of stakeholders Stakeholders: Degree of Intelligence Source: Competing on Analytics Harvard Business School Press Awareness What is happening? Why is it happening? Insight What needs to change? Who needs to change? Optimization ROI - Differentiation? Revenue – New Markets? High (Business modeling, Predictive) Low (Data clean-up, report customization) “Analytics” Continuum 8/ 09/18/09
Slide 9: Methodology - Example VOC Cultural evolution to create demand, differentiation and product performance…analytics and data as a driver. Creating Organizational Understanding. Real Time VOC, agile messaging and positioning Behaviors, interrelationships, selling channels, tools, at risk customers Filtered by SIC Code and Segment Coding - messaging Marketing Behavior Segment Market Actual Usage vs. market prediction Product performance and actual use – accountability Integrated product teams, IT, Prod Mgt, MKT, Ops Product Management Performance Integrated IT Analytics MGPP Information Db ROI Annual Sales Ability to manage and combine real-time data, BI and meta-data DB, ERP, CRM, Performance, SOA – design and sizing… ROI – customer, business, creating new value and new revenue opptys Expand product offering, appeal, enable adjacencies 9/ 09/18/09
Slide 10: Challenges Immediate Impacts – Groups Marketing IT Intellectual Property Predictive Modeling Product Management Micro-blogging Strategy “Hard data” combined with “fluffy data” Nimble and Agile “Growth Oriented” Business Organizations SOA, Cloud, Terabytes/Data…design/focus Create & Protect…social networking issue! Integration into business processes Rapid NPI, Multiple MGPPs, Analytics Protect your strategy and IP… Create new/parallel strategies for growth Cultural and Strategy Changes Lead by ? 10 / 09/18/09
Slide 11: Conclusion: • • Cultural Change – understanding across the org (existing businesses) Not just product, a strategy – apps & processes meet customer objectives and “ways of doing business…the way they live” • Articulate Business Value – revenue , relationship (CRM)  & commoditization  • • Demystify – translate value into “business speak” Not an NPI – has to be part of the “new” growth strategy…New Growth Platform (NGP). 11 / 09/18/09
Slide 12: New Businesses - New Business Models Examples of Using Data and Analytics: Strategy and Business Models GEO Spatial Social Networking EHR, MRM, Architecture as a Strategy Wireless Home Assisted Living Reference for Bridging the Communication Gap with your Business Teams: 12 / 09/18/09
Slide 13: Case Studies • Business Models – Different Way of Seeing the Same Market • Location, Spatial Relationship, Real-Time Information – Changing Existing Businesses • Creation of New Models… 13 / 09/18/09
Slide 14: Dynamic Capacity Management Concept Premise Today: Fleets and Customers need: Using optimization technologies, same capacity is provisioned with fewer vehicles/labor Resources aligned to meet projected demand Future: Rem ove Pr To Pr ior esent ion at Customers lease capacity, not vehicles • Establish baseline • Customer agrees to operate using tools • Lessor provisions to agreed capacity levels • Capacity to increase deliveries and fulfill orders • Freedom from managing the cost elements to create capacity 14 / 09/18/09
Slide 15: Case Study 1 Delivery Fleet - 275 Units Total Fleet 2200 Annual Savings Opportunity (pilot fleet – 275) Seek beyond the obvious or initial requirements – drive ROI impact and differentiation… Annual Fleet Spend (275 Vehicles) =$ 1,122,000 Annual Labor Spend (275 Technicians) = $ 12,100,000 Annual Savings Opportunity Entire Fleet = $ 4,275, 712 Annual Telematics Cost Entire Fleet = $ 297,000 13.4 x Return on Investment = $ 3,978,172 32% 15 / 09/18/09
Slide 16: Wireless Assisted Living Location: • Assisted Living • Independent Living • Private Homes Alert s 72% product appeal for “Wellness monitoring and alert dispatch for caregivers”* • Caregiver selects parameters for alerts and thresholds for activity or, in-activity (bedroom, kitchen, bathroom, living room/or entrance) home based on parameters (predictive models) Rem ove Pr To Pr sensors detect activity in the ior esent ion at • Motion • Prof. Caregiver • Family member • Friend • Sensor data captured and transmitted wirelessly through panel • Caregiver, Family can be alerted via email, phone • If emergency-related, then alert is immediately passed through to 911 Live Help Advisor • Real Time “real use” drug testing and monitoring. How the drugs are “really used” 16 / 09/18/09
Slide 17: Appendix 17 / 09/18/09
Slide 18: Additional Background – Stephen N. Ulanoski Web Profile • Linkedin – http://www.linkedin.com/in/stephenulanoski Board Membership • Board Membership Minnesota High Tech Association (MHTA) –   Business Awards – award winning solutions • Technology as a Service Award (Tekne) – http://www.mhta.org/board_staff.php http://www.fleetfinancials.com/News/Story/2009/01/GE-Fleet-Serv Patents • Patents (Mobile Service Delivery) – (USPTO # 20090093236) http://www.faqs.org/patents/app/20090093236 http://www.telematics.info/news/1041/GE-Fleet-Services-Receives-2008-Tekne-Award.html Speeches/Industry Representation • 2009 MetaPlaces/TheWhereBusiness – http://www.thewherebusiness.com/metaplaces/agenda.shtml Press Releases • • • Telematics/MRM Canada Launch – Logistics Presentations – Telematics Awards – • Telematics Update 2009 – http://www.genewscenter.com/Content/Detail.asp?ReleaseID=5420&New = http://www.telematicsupdate.com/detroit/conference_commercial.shtml • Logistics & Fleet Management Systems USA 2008 – http://www.telematicsupdate.com/lfms08usa/agenda.shtml http://www.automotive-fleet.com/Channel/GPS-Telematics/News/Story/20 http://www.fleetfinancials.com/News/Story/2008/09/GE-Fleet-Services-Te • NAFA 2008 – http://www.nafa.org/Content/NavigationMenu/IandE/Welcome/Attendee_Information/Detailed_Program/2009AP_Monday.pdf 18 / 09/18/09
Slide 19: Data – Analytics Solutions Drive ROI Value Traditional Fleet Costs Avg. Costs related to Mobile Resources for Commercial Customers Sources: Automotive Fleet 2007, Aberdeen Group 2007, Potential Savings Without Telematics With Telematics (Monitor/Optimize) Fleet Savings ~5-10% ~15-20% Labor Savings N/A ~15-25% Total Savings 1-2% 10-17% 19 / 09/18/09
Slide 20: Transformational Business Strategy Evolving a Commercial Finance Business Rem ove Pr To Pr ior esent ion at 20 / 09/18/09
Slide 21: Business Intelligence is the strategy Drive growth via real-time business intelligence/data management Customer Strategy Increasing Competitiveness Average Windshield Time by Customer - May 2008 Visibility • Asset/Resource use…? • Productivity…? • Non-Vehicle Asset costs…? Avg. Windshield Time (Minutes) 40.00 35.00 30.00 25.00 20.00 15.00 10.00 5.00 0.00 Cust. 1 502 Cust.2 552 Cust 3 586 Cust. 4 588 Cust. 5 589 Cust.6 . … … … … … 502c … …552d… … 552e … … … … ..Cust. N 646 …502b … … … … … … … … … … … … 588B … 588C …… …… …… …… …… How do I improve it? Why is it happening? Rem ove Pr KnowledgePr ior To esent ion at Increasing Business Intelligence Source: Competing on Analytics Harvard Business School Press What is happening? Source: Competing on Analytics - Harvard Business School Press • • • • • Routing – non-linear Dispatch – real-time Efficient “windshield time” Cost - per customer Capacity Planning - asset • Software /Data as a Service (SAAS) – Telematics • Business Intelligence – Competitive Intelligence • Partnership – integrated into their operations • Understanding – insight into actual cost drivers • Loyalty & Retention Competitive Advantage • Asset Allocation - people, vehicles, stuff… • Fuel, Time & Productivity Baseline (as run) Re -sequence existing routes Re -sequence Routes +Re assign deliveries to different drivers Re-sequence Routes + Re -assign deliveries + Reduce One truck • Net Operating Costs  Jobs Miles Drive Time Trucks 124 1,300 36.5 12 124 990 27.0 12 124 750 21.9 12 124 740 21.5 11 21 / 09/18/09

   
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