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BearingPoint Institute Report Issue 002 - Extract Will your company pass the Sustainability Stress Tests?
Who will be the winners in the Mobile Payments battle?
Xavier Houot
Dr. Andreas Merbecks Christian Bruck
Faster, Higher, Stronger: Government Administrations can sprint too
Hypercube – Seeing Beyond the Big (data) Picture
Andrew Montgomery Paul Allen
Augustin Huret
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In Cloud We Trust? Stefan Pechardscheck Christoph Schiefer
BearingPoint Institute Report Issue 002 - Extract
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BearingPoint Institute Report Issue 002 - Extract Leadership Team Jon Abele Eric Falque Markus Laqua Dr. Andreas Merbecks James Rodger Sergey Tkachenko
Advisory Board Denis Delmas, President of TNS Sofres, Vice-President Europe and Board member of TNS Group Dr. Jonathan Freeman, CPsychol AMRS Managing Director, i2 media research ltd. & Senior Lecturer, Department of Psychology Goldsmiths, University of London Prof. Dr. Fons Trompenaars, Founder and owner, THT Consulting Dr. Victor Vroom, Professor of Management and Professor of Psychology, Yale School Management
Editorial Team Ludovic Leforestier Jean-Michel Huet Tanja Dietenberger Jennifer Bierce AngĂŠlique Tourneux
institute@bearingpoint.com www.bearingpointinstitute.com BearingPoint Institute Report Issue 002
Editorial Peter Mockler, Managing Partner – BearingPoint
Welcome to this second issue of the BearingPoint Institute Report. In these challenging economic times, a few certainties hold: that all relationships are based on trust – including in business; that the pace of change is not abating – quite the opposite in fact. We believe that the way businesses and administrations respond to those imperatives will further extend the gap between the best and worst performers. This report explores the dynamics of trust and transformation across varied domains, with five papers each the result of a collaboration between consultants working for real customers “in the field”, academics and our global network partners – ABeam and West Monroe Partners. Trust is of course a foundation stone for Corporate and Social Responsibility programmes and in particular for their sustainability disclosure part where it translates into transparency and disclosure efforts. This is just a start, change being the only certainty, it is safe to predict 2030 will be a very different place from today. Business leaders have told us why embedding sustainability into their corporate strategy is now an urgent imperative for them. Read on to understand how Sustainability Stress Tests can help businesses translate structural trends into a graphical representation of how prepared they are and shape their future course. Public administrations also have to cope with increased transparency expectations and change imperatives. Picking up from our open government piece in the first BearingPoint Institute Report, we explore in this current issue how new agile principles can be applied to government
transformation and modernisation. The agile government opinion piece advocates driving change in a series of “sprints” to deliver results before the end of a term.
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In the financial industry, nonconventional entrants play the innovation card with emerging mobile payments solutions at a time consumers’ confidence in banks is at its lowest. Our research indicates that the response from banks, internet players and telecommunication companies to consumer demands will determine which ecosystem will dominate this market. With “as a service” technologies adoption gaining momentum at a very fast pace, we provide in this publication a practical framework to explore if and how business can safely entrust the cloud with their data and processes. Big data is yet another area that epitomises transparency and change, yet answers often remain hidden in plain sight. We explore how advances in mathematical sciences combined with cloud computing and industry expertise can answer complex business phenomena. In many cases, insight lies beyond the big data and out of reach from traditional statistics: answers you can trust are rather extrapolated out of the detail the small-data. Read on for more on those subjects. We have also launched an iPad app, with the first issue of our BearingPoint Institute Report in full, plus some video interviews of its authors… and more is to come! We’re keen to know what you think! Email me your feedback at institute@bearingpoint.com
BearingPoint Institute Report Issue 002 - Extract
Augustin Huret Augustin is a Partner focusing on Hypercube research at BearingPoint Paris
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BearingPoint Institute Report Issue 002 - Extract
Seeing beyond the big (data) picture Breakthrough ways of understanding data are reaching the mainstream. Is your organisation ready for the insights they bring? The information revolution continues to affect every aspect of business. Few organisations today could operate without access to electronically stored data about their customers and transactions, information which continues to grow alongside online and other data sources. For numerous reasons, despite the quantities of information it is not always easy to gain direct insights that support business decision making. Challenges of seeing the wood for the trees are rife, and high profile examples exist of organisations losing badly due to failures of understanding or transparency. Too much information, it appears, can be its worst enemy. Algorithmic capabilities have existed for many years that enable deeper levels of insight to be derived from massive quantities of information. Until recently, these have relied on very expensive supercomputer facilities, and have
taken such a large amount of elapsed time, that they have only been seen as suitable for large-scale academic and governmental research. As computer power continues to fall in price and gain in performance, we are crossing a threshold – such, previously inaccessible tools are entering the mainstream. In this paper we consider where algorithmic intelligence tools can be applied to solve many of the data-related issues of modern organisations. We also look at what this means for businesses in terms of the benefits that can be realised. While some organisations may have what it takes to transform into insight-driven businesses, this paper also recognises that for many, simply making better decisions and solving certain problems is already a worthy goal.
Seeing beyond the big (data) picture - Extract
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About BearingPoint 2
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BearingPoint Institute Report Issue 002