Leading content and conference producer, Corinium, embarks on a brand refresh: “It’s all about connected thinking”, says CEO

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Corinium, the leader in content and conferences for the emerging C-suite in data, analytics and digital innovation, recently embarked on a brand refresh. This is in line with the growing importance of Chief Data Officers (CDOs), Chief Analytics Officers (CAOs), Chief Data Scientists (CDSs) and other emerging leaders in today’s information-driven and inter-connected global economy.


“There is no denying that the growth of big data has been unprecedented, and as a result, the growth of CDOs, CAOs, CDSs has been phenomenal. As an active community leader in this space, we were quite astonished at the pace of growth that we’re seeing and my sense is this is just the tip of the iceberg”, says Charlie James, CEO of Corinium.

Indeed, Corinium’s community of over 20,000 active members who consume its content and attend its conferences that take place across six continents including US, Europe, Africa, Asia and Australia is proof of that. With Gartner predicting that 90% of large organizations will have Chief Data Officer by 2019, the key challenge will not be the availability of knowledge and information but the ability to make it actionable.

“When virtually all the world’s information is at everyone’s fingertips, the key issue that will be faced by future leaders is how to use all the available information and turn it into insight. That’s where ‘connected thinking’ comes in. With our brand refresh, our vision is to drive inclusivity, content and dialogue – all defining facets of the company – and make it a central theme of everything we do”, explains Charlie James during an interview at Corinium’s London headquarters.

With our brand refresh, our vision is to drive inclusivity, content and dialogue – all defining facets of the company – and make it a central theme of everything we do.

As part of this brand exercise, Corinium has successfully migrated the websites of the following flagship conferences happening this year, bearing the new look and brand proposition. Click on the link to visit the website.

$400 Gift for Conference Delegates

As a special incentive for Data Digest readers, Corinium will waive $400 off its regular conference pass pricing. Just enter DATADIGEST in the discount code when you register.

For more information about Corinium or if you have any enquiries about attending a conference or sponsorship, contact alexis.efstathiou@coriniumintelligence.com
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Here Comes the Juggernaut, the Public Cloud

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For a long time, I was not convinced about the power of the public cloud. Naturally! I, like many others, thought that it was a sideshow, and one which would mostly cater to startups and some medium size companies. However, I discovered I could not be further from the truth.

The cloud, from the very beginning, has been confusing term, at least to me, due to two different sources, one from SalesForce and another from Amazon Web Services. The Salesforce.com original CRM portal was what became the definition of Software as a Service (#SaaS). What made SalesForce famous as a cloud offering is when they created the Force.com platform upon where different applications could be built.

The mighty conquest by AWS started with introduction of first weapon in 2006 called Simple Storage Service, or S3. This started a brand new battle, which would later lead to a huge war i.e. cloud war. The belligerents were Amazon on one side and old guard infrastructure providers like Dell, HP, EMC and Cisco on the other. As you can probably guess, all the casualties happened on the non-Amazon side.  The second weapon AWS introduced was called Elastic Compute Cloud, or EC2 to power compute and new assault on old guard ; and with this, further weapon after weapon, battle after battle Amazon kept winning. Of course!

Amazon, being smart enough, did not target enemy strongholds (aka big enterprise customers) but smaller posts (aka SMBs and startups) to start with. These customers were relatively insignificant to big players. So, for a long time a lot of folks (along with me!) thought that Amazon's war was a SMB war and would never expand into bigger territories.

Obviously Jeff Bezos, the commander of Amazon's army, had something else in mind. He had already won the retail war a few years back. The memory of  casualties and bloodshed in retail war still terrorizes surviving retailers. The war resulted in countless graveyards, some of them being Circuit City, Sports Authority and Borders.

The second phase of war was fought on two fronts. One was an assault on enterprise strongholds, and the second was the introduction of a new weapon class called PaaS, or Platform as a Service.

I call PaaS offerings by Amazon the Kirkland phenomenon. It is where Costco puts a competing cheaper Kirkland product next to a vendor’s product, cannibalizing vendor revenue while providing more choices to the buyer . I no way mean that AWS offerings are inferior (nor are Kirkland). On the contrary they are simpler, and in that sense, superior. Amazon’s PaaS offerings are not targeted at destroying few whales like IaaS offerings are. But are targeted at large number of platform vendors, both large and proprietary ones like Teradata, SAP and Oracle, and companies who build their platforms around open-source (open-core). Platforms around open-source make this very interesting as these platforms were set to target proprietary software and it's vendors. Now both are being threatened by simple services built on AWS.

At present, a lot of clients are shying away from these PaaS offerings as they do not want to get tied to a specific cloud vendor, but this will not last for long. I saw the same phenomenon happen for database vendors when clients would not even use a database specific JDBC driver like OCI in the early 2000’s. In a few years that changed when companies realized that they were already Oracle or some other DB vendor’s shop. In the next two to three years you are going to hear the same for public cloud that this company is AWS shop or Azure shop and sometimes Google Cloud shop (for a change). Once that happens, companies will prefer simpler, already integrated PaaS offerings from these cloud vendors.

There are already competing services available. Like AWS Kinesis and Azure Event Hub for Kafka, AWS EMR and Azure HDInsight/Data Lake for Hadoop/Spark, and many others. All of these services have been built ground-up keeping cloud in mind, according to Andy Jassy, CEO of AWS. And I cannot agree more. Most of these services also do not have rich functionality provided by platform vendors, but most of the clients do not really need richer functionality. Most of the features with any platform or software go unused.

Talking about the second front of this stage of the war and, i.e.,  the enterprises, enterprises had a different concern, which was stopping them from moving to the cloud. These concerns revolved around security, data governance and other enterprise features. Now AWS and other cloud vendors have crossed that inflexion point where they are believed to be as secure as on-prem installations, if not more.

Cloud vendors have crossed that inflexion point where they are believed to be as secure as on-prem installations, if not more.

Another point (there is always another point!) is the price-point where all three cloud vendors have a huge advantage and, i.e., they are all cash-rich due to their other businesses. It means that they can ensue a pricing war which will not make either of them blink, but will drive the rest of the traditional (and even cloud!) vendors to the ground. Amazon has maintained a very low-margin for a very long time, and the stock market has not complained. So yep, there is a track record out there.

Are other vendors putting up no defense? In fact they are, in the form of a private cloud and hybrid cloud. However, the private cloud is dead on arrival. But the hybrid cloud I consider as migration strategy to a public cloud rather than a sustainable solution.

So now, back to the future. When these players have won the war, how will the new world look like? How will survivors align? First, the biggest winners are going to be customers who like the way it happened in the retail war. Second, will be benefactors who, although not exactly winners, are going to be consulting companies like us. But that would depend upon how fast we align ourselves to serve the new masters.

Once this rebuilding is done, the IT world will be simpler, leaner, richer in functionality, and more beautiful. Or maybe I am starting to sing the praises of the new masters too soon!

P.S: This blog, in part, was influenced with great insights by John Furrier and  Dave Vellante, who shared on SiliconAngle media.

By Rishi Yadav:

Rishi Yadav is President & CEO at InfoObjects (Big Data Analytics,IoT, Data Science).
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Organising for Analytics Success - Centralising vs. Decentralising

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Over the course of the past 3 months I've conducted in-depth research with senior analytics professionals in South Africa. The research group has been spread across a number of industries and a variety of company sizes.

One of the key topics that has come up time and again is that of how to organise for analytics success. I suppose there are myriad ways this concept -  'organise for analytics success' - can be interpreted. And it's clear that there is no one answer as it ultimately depends on each individual business.

Given that Corinium focuses on Chief Analytics Officers what I was specifically looking for was whether or not a CAO was critical to analytics success or not. Especially given that, in South Africa, there is only one titled Chief Analytics Officer.

It stands to reason that a small company has to have their analytics centralised. There's likely to be only one person looking after analytics/insights/BI. So, we knock them out of the conversation.

As we know the analytics team needs to have an acute understanding of the business and business unit they are working in. To be able to build models and derive insights its important that there is some context to the objectives of the business unit as well as the problem the analytics team is solving for.

It's based on this premise, then, that many Heads of Analytics (and similar) believe that analytics has to be decentralised. Deploy a Head of Analytics into each business unit, allow them to work alongside the business owners and build insights with specific knowledge of the customer and the product.

This structure makes perfect sense. Except when you take into account that there is a distinct lack of skills when it comes to people who can build advanced analytical models; and understand business; and have the ability to lead a team and engage with business.

Finding one strong, effective Head of Analytics is a big ask. Finding enough to satisfy all your business units is a near impossible task. 
Finding one strong, effective Head of Analytics is a big ask. Finding enough to satisfy all your business units is a near impossible task. 
So then, does it make sense to focus on finding that one unicorn? That Head of Analytics that is strong across all areas - technical and business. Call them a CAO or don't - that's not the debate here. The debate is whether or not this central person can control a group of Data Scientists, Statisticians, Actuaries etc. and deploy them into business units as and when they're needed.

In a perfect world you might have a CAO who has true C-level standing with a mandate, influence and accountability that has a team of Analytics Heads stationed in each business unit. The CAO would be responsible for the overall analytics strategy for the business and would also have a direct relationship with the Chief Data Officer (this is in a perfect world, remember?) to ensure that organisational data is of the highest quality and easily shared across the whole organisation.

Have I answered the question? Do you now know how to organise for analytics success? Probably not. I think there still needs to be more research done but still I think that there is no one size fits all solution to this.

I'm interested in your thoughts. Let's start the conversation here and perhaps some ideas will come out - for and against both arguments - that can be incorporated in a hybrid model.

By Craig Steward:

Craig Steward is the Managing Director EMEA for Corinium Global Intelligence and Content Director for the Chief Analytics Officer Forum Africa taking place 26-29 September in Sandton, South Africa and the Data & Analytics Leaders Forum UAE taking place 9-12 October in Dubai, UAE. Join Craig and other data and analytics professionals later this year.




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JUST RELEASED: Chief Data Officer Forum Financial Services - Speaker Presentations

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The Chief Data Officer Forum, Financial Services brought together over 100 CDOs, CAOs, and other data leaders from leading global and national financial institutions, with those attending benefiting directly from their experience and insight. Alongside keynote presentations from our senior speaker line-up, our informal discussion groups, an in-depth masterclass and networking sessions provided delegates with the opportunity to take away the new ideas and information they needed to deliver real benefits to their company. Topics covered included; Data Governance, regulatory compliance, data-centric change management and extracting business value from your data through effective analytics.

Hear more from the leading Chief Data Officers at the coming Chief Data Officer Forum organized by Corinium Global Intelligence. Join the Chief Data Officer Forum on LinkedIn here.
















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In data and analytics, momentum trumps trajectory. Here’s why.

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This article was originally published in CIO Review. Here is the link.

No one can dispute that data has significant value for organizations. We see it everyday in how some companies are using data to successfully deliver better customer experiences. This can take many shapes, from better products and services that companies create based on collected and analyzed customer behavior, to personalizing customer experiences.

Examples abound: we all have read how Disney is creating magical experiences by leveraging data collected through the magic bands. Netflix has used viewership data to design and produce new series that are adjusted to viewer behavior and preferences. Companies have been completely built (and successfully sold) on data such as The Climate Corporation.

As easy as it may seem, many companies are still struggling to make data and analytics work for them. In a few recent conferences I have participated, most of the companies I talked to are struggling with the fundamentals of data management: reigning data in, getting business units aligned with data solutions, and, more importantly, getting data solutions to be adopted and used. Making progress is complicated even further by the noise created in the marketplace by things like big data, machine learning, and internet of things. A lot of these terms have been hijacked by vendors making them seem as silver bullet solutions. The perception has been created that by acquiring these technologies alone, companies can solve all their challenges and start implementing solutions right away: add water and that is it. Something similar is happening with people side of the equation: companies are hiring data scientists, equipping them with technology, and hoping for the best.

The perception has been created that by acquiring these technologies alone, companies can solve all their challenges and start implementing solutions right away: add water and that is it.

With all this said, what works? In my experience, companies need to focus on a few things - what i call the fundamentals:

  • Keep a balance between people, process, and technology when designing and implementing data and analytics solutions;
  • Implement data solutions that are aligned with business needs; and,
  • Implement solutions in an agile way, in small iterations that deliver business value quickly.
Let’s take a look at each of these points in detail.

Balance between people, process, and technology

There is nothing that sounds more like a cliché in the technology world that “keep the balance between people, process, and technology.” However, in my experience this is one of the most fundamental elements companies need to take into account when delivering data and analytics solutions, and one that is often and easily overlooked. In the data and analytics space, the lack of balance between these three elements manifests itself in many ways. Companies that want to join the data and analytics party, purchase large amounts of technology in the shape of BI tools, database appliances, Hadoop clusters, or many other similar components. The belief is that by purchasing and deploying that technology, useful solutions will come out of them. In this case, the technology dimension is completely out of balance. In my experience, companies already have plenty of technology with which they can get going. Furthermore, cloud computing nowadays offers easy access to technology that can be consumed on demand and that allows companies to start without large investments. In my experience, the driver of this aimless purchase of technology can be traced back to business leaders requesting that companies jump into data and analytics; technology teams react by acquiring technology or in many cases, business teams purchase technology themselves that then gets dumped into IT’s hand for management. The best way to avoid this scenario is for technology teams to elevate the conversation with their business counterparts, focusing on what they want to accomplish rather than on the business telling them what to do. This recent article in LinkedIn captures this concept nicely.

The lack of balance can also manifest itself on the people side. Companies have attempted to get going by hiring armies of data scientists. Organizations think that just by hiring data scientists, business value will be delivered. Reality is that in many cases companies end up with groups of really smart people that are creating fantastic data and analytics solutions but that are disconnected from the reality of the business needs. In other words, solutions are created for which problems need to be found. Nowadays, there are plenty of ways to start small in this regard. For example, there are plenty of companies offering data scientist in consulting engagement ways. Organizations should define what is it they want to accomplish and partner with these companies to start small, in a prototype kind of approach.

On the process side of the people, process, and technology equation, lack of balance manifests itself when solutions are implemented without taking into account the changes that business processes need to through in order for the data solutions to be adopted. A simple example of my experience is one time in which we implemented a sophisticated forecasting algorithm that reduced process time from weeks to a few hours; the business team consuming the results of the forecast wasn’t ready for the solution. We assumed that simply by producing a better forecast in more efficient way (too much emphasis on technology), the business team would be able to adapt to it and “run with it” (ignored the process changes).

Alignment with business needs

Similarly to the points above, teams leading data and analytics work need to have a laser focus on the business needs of the company and on how the data solutions can help address those needs. This requires data teams to be in close sync with the business teams, focusing conversations on understanding what the real business needs are. Many times, the relationship between business and data teams is transactional in nature, putting data teams in a “order taking” kind of role. Data teams needs to elevate themselves out of this position, focusing the relationship on delivering high value business solutions. As simple as it sounds, it is a critical area that can make a big difference in the success of data teams.

Agile solution delivery

Recently, I was sat in a session at a data and analytics conference led by Jared Souter, CDO, First Republic Bank. One of the key points he shared with us was the need for data teams to understand that “momentum forward is more important than perfect trajectory”. I really liked the simplicity with which he explained it. Perfectly in alignment with the points I have highlighted above, data teams need to ensure that value is delivered quickly, in an agile way that allows business teams to realize concrete results in the short term. This can and has to be done without losing sight of the long term vision of where the data and analytics team wants to be in the future. Short term gains with a long term view. I have been part of efforts and I have seen many projects that want to make sure their solutions are perfect. They take a significant amount of time to deliver the perfect solution. In this scenario, what usually happens is that the solution delivered may be the right solution at the wrong time (too late). By the time the solution is delivered, the business context has changed, rendering the solution useless. Delivering small, quick solutions also has the added benefit of allowing business teams to face less change when adopting new solutions.

Data teams need to ensure that value is delivered quickly, in an agile way that allows business teams to realize concrete results in the short term.

This is a time in which companies can become more competitive by using data and analytics. Technology is no longer a barrier and as business processes have become more digital, the amount of data available has increased significantly. Organizations that focus on the right priorities, in the right way, will be able to realize large business benefits. All that is needed is a little bit of common sense and a strategic view of what the ultimate business goal should be.

By Juan Gorricho: 

Juan Gorricho is the Chief Data & Analytics Officer at Partners Federal Credit Union – The Walt Disney Company. He is also a member of the Chief Analaytics Officer Forum Advisory Board. 

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Building a team with capabilities to deliver actionable insights

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Kyle Wierenga is the Director of Analytics and Measurement at Aimia Inc. and will be presenting at two Corinium events later this year - Chief Analytics Officer Forum Africa and Data & Analytics Leaders Forum UAE

I spent some time with Kyle understanding the roles he's had, what he's focused on currently and what he'll be covering at the Forums. 

Kyle, can you please give us an introduction into yourself and your role at Costco?

My role with Costco was to build an Advanced Analytics team to build decision support. I built the team capabilities from a focus on descriptive ad hoc analytics to strategic predictive modeling and prescriptive insights. My current role with Aimia is Director of Analytics and Measurement. In this role I am focused on building a team with the capabilities to deliver actionable insights to our customers quickly. Helping our customers react to changes in their customer base buying patterns quickly will help them to respond in the most effective way with the hope of strengthening that relationship.

Perhaps you can give us a brief history of the journey Costco has taken in terms of data analytics. South African/Middle Eastern companies are, generally, at the very beginning of their journey into data analytics and it would be valuable to understand what they’re likely to face

I think the journey at Costco was similar to most companies investing in analytics hoping to gain a competitive advantage. Most of our reporting had been in Excel with some conditional formatting to make the most important details stand out. We moved to dashboards that help our users see bigger trends and consume data much easier. This helped speed up decisions and raised the quality of those decisions. We also started increasing our predictive modeling practice through which we were able to show some very good ROI, this gave the program great traction with the executive team.

Most people assume that companies in the US are at a very mature stage of data analytics. Is this the true reality or is there still work to be done?

I have attended many conferences talking to many people representing their companies analytics programs here’s what I learned. Each industry seems to be at a different level of maturity with their programs. For instance banking and insurance rely heavily on risk analysis so they are at what I would call a high level of analytics maturity. Their business depends on getting this right. Other sectors like retail are in a highly competitive market and are at mixed levels of maturity. Costco was an industry laggard in analytics but I feel like we brought them up to the middle of the pack where Costco is comfortable being positioned. Retailers like Amazon, Walmart, and Target are on the cutting edge of analytics in retail and are receiving the benefits.

What we’ve found is that South African/Middle Eastern companies face very similar challenges to data & analytics professionals in other markets Corinium works in. What do you feel are the 3 biggest challenges companies in the US face with regards to data analytics?

The first and most significant challenge I ran into was receiving executive buy­ in. Costco is a successful company which I believe makes change more difficult. Sure analytics might help me but I’m doing really well so why do I need analytics to help my decision making? Getting the point across that we are trying to help them be more successful , not replace their industry knowledge with a machine was key. Second is gaining the approval to hire the people and then finding the people with the right skills. Third is assessing the right tolls for the organizations level of maturity and winning purchasing approval.

Your case study/discussion group and workshop at CAO Forum Africa/Data & Analytics Leaders Forum UAE is centered around building organizational trust in analytics. Can you expand on how you achieved this at Costco and other companies you’ve worked at?

I believe the key is getting to know your executives and really understand the Key Performance Indicators they are tasked to deliver on for the company. For instance if marketing has a goal to reduce customer churn how can we deliver insights that can help them achieve higher KPI’s? In this example we were able to do a much more accurate churn analysis report, pair it with Member Lifetime Value analysis, and come up with a marketing list they could take action on to be more successful. I also worked on HR analytics for a shoe / apparel company to address the problem of employee turnover in their call center. By utilizing analytics we were able to find the greatest cause for turnover and build a program to address it. This lowered the turnover percentage by almost 5 percent and built trust in the analytics program.

What can attendees expect to take­away from your workshop? What are the ‘actionable insights?’

My hope would be that those attending the workshop walk away with ideas for how they can build more support from their executives to build a robust analytics program in their company. The actionable insights will come from many case studies that I have built from building several successful analytics programs. I hope to have some great discussions around problems they are facing in their own programs so we can discuss possible solutions together.

By Craig Steward:

Craig Steward is the Content Director for the Chief Analytics Officer Forum Africa taking place 26-29 September in Sandton, South Africa and the Data & Analytics Leaders Forum UAE taking place 9-12 October in Dubai, UAE. Join Craig and other data and analytics professionals later this year.
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JUST RELEASED: Chief Analytics Officer Forum Canada - Speaker Presentations

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On June 21-22, over 80 Chief Analytics Officer and senior data leaders from across Canada met in Toronto for the inaugural CAO Forum, Canada, including our expert speaker line up, including companies such as change.org, WSIB, BMO Financial Group, Kobo, AIG Insurance and many others.

No matter what your industry, Big Data and analytics is a key concern for the future of your business. With the ever-growing wealth and breadth of data available to your organization, it is of critical importance that you can not only store and manage that data but utilize it to derive useful and actionable insight to give you a competitive advantage in your market place.

Hear more from the leading Chief Analytics Officers at the coming Chief Analytics Officer Forum organized by Corinium Global Intelligence. Join the Chief Analytics Officer Forum on LinkedIn here.













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Big Opportunities for Big Data in the Asia Pacific

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It goes without saying that big data will be a game changer for businesses and governments around the world. The rate of investment and proliferation of big data adoption transcends across industries and the enablers for business success are being re-written thanks to rapidly evolving analytics capability. From predictive analytics and cognitive computing to machine learning and AI, the future for governments and businesses within the data driven economy is filled with opportunity and promise!

For the Asia-Pacific region, organisations are slowly taxiing onto the runway of big data and analytics maturity.  Most are yet to take-off with full scale implementation and the vast majority are currently taking an ad-hoc and opportunistic approach. For cities such as Hong Kong, rooted as one of the world’s leading hubs for financial services and home to an array of data rich industries including banking, communications and media, transport and logistics as well as a burgeoning start-up scene, the opportunities to capitalise on these data assets are immense. 

There are however 3 key challenges that need to be collectively addressed to develop the foundations for future success.

1. Leadership and Vision

Organisations and businesses in the region need to demonstrate leadership and vision if they intend to reap not only customer focused benefits of data but also top line growth and bottom line results.  For instance, Hong Kong with its mature economy and competitive business environment relies heavily on the economics around investment and ROI when making commercial business decisions.  With industries such as financial services and real estate forming the bedrock for the city’s economy, it’s understandable that a conservative approach to business would be the predominate mindset prevalent within the city’s leading c-level community. If however Hong Kong, and indeed the region wishes to accelerate the benefits of big data and analytics adoption, it will need to embrace a greater degree of openness toward innovation and shift its position on risk aversion. 
Additionally, the key drivers for big data implementation will have to come from the business side of the organisation rather than the IT side if companies truly seek to achieve success with their big data and analytics initiatives.  A common perception within the region is that big data falls under the purview of the ‘IT team’ and so it’s up to them to push the case and implement adoption.  The reality of course is that if organisations are to adopt big data initiatives at an enterprise level, leaders at the c-level need to develop the vision, culture, technology and processes holistically required if they’re serious about reaping the transformational benefits of big data. Building a data culture alone takes time and is a journey in itself. Business leaders need to be at the forefront of this movement leading the charge.

The Chief Data and Analytics Officer Forum Hong Kong will address this issue as a whole with perspectives from government, industry and business all present to deliver their viewpoints. 

2. Ecosystem for Talent Creation

Another area that presents a challenge for the Asia Pacific region but significant opportunities for its citizens is the need for developing an ecosystem for talent creation.  When it comes to building the data workforce, the region is 3 to 5 years behind Europe and the US with Singapore’s Infocomm Development Authority alone projecting a shortfall of nearly 30,000 cybersecurity, data analytics and applications development professionals by 2017.  The key to addressing this challenge will be the need to bring policy makers, public sector organisations, academic institutions and private sector players together to create an environment where technology and data talent can flourish and thrive. 
Similarly, now is also the time for organisations to be strategic in positioning themselves at a competitive advantage as the land grab for talent intensifies over the coming decade.  Building, attracting and retaining the next generation of data scientists, data professionals and analytics experts will be the key to long term success and those that fail to act will be left to languish.

Bertrand Chen, Lead Data Scientist from Asia Miles will deliver a keynote presentation at the Chief Data Analytics Officer Forum Hong Kong and will articulate his viewpoints on the keys to building the right data science team.  With many organisations currently chasing the elusive ‘all-in-one’ data scientist who possesses the both the technical and business skillsets, Bertrand will offer an alternative roadmap necessitating the need for incorporating 4 key roles within any data team.

3. Regulatory Reforms

Finally, on a macro level, regulatory reforms around compliance, privacy and security play a crucial part in nurturing the environment for big data acceptance in the Asia Pacific.  Technological innovation continues to outpace the regulatory landscape. Challenges associated with data protection, cross border data sharing, data security and data breaches are all significant issues that need to be confronted. Dr Henry Chang from the Hong Kong Privacy Commissioner for Personal Data will be one of the many speakers who will address these issues at the Chief Data Analytics Officer Forum Hong Kong.


You can hear about all these issues and more at the Chief Data and Analytics Officer Forum Hong Kong scheduled for the 4th and 5th of October. With over 25+ speakers from a cross section of industries and sectors, this conference will comprehensively address the big data opportunities and challenges of the Asia Pacific region.

By Fasih Qureshi:


Fasih Qureshi is the Content Director for the CDAO Forum Hong Kong. Fasih is the organiser of the CDAO Forum Hong Kong, consulting with the industry about their key challenges and trying to find exciting and innovative ways to bring people together to address those issues – the CDAO Forum APAC takes place in Sydney, Melbourne, Singapore and Hong Kong. 
For enquiries, email:info@coriniumintelligence.com
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