Visual data analytics is a lot like painting a picture. The image might not look like much in the beginning, but after time a picture starts to take shape and you’re left with something that speaks louder than words, writes GREATERMAN NKOMO of SAS.
Visual communication is nothing new. Our ancestors used paintings and carvings to make sense of their environment, and it seems they were on to something – research has found that 90% of information transmitted to the brain is visual, and that visuals are processed 60 000 times faster in the brain than text.
Much like cave dwellers back in the day, today’s businesses are also trying to make sense of the data-driven world they operate in. But there’s a bigger picture involved. If they want to increase their competitiveness, it’s not enough just to understand the environment; the real value lies in the ability to use data to improve decision-making and performance, predict the future and mitigate risk.
Yet businesses still struggle to cope with the exponentially increasing volumes of data generated internally and externally by clients and partners. They are still looking for more efficient ways to store and retrieve data rather than focusing on the value hidden in that data. Traditional architectures are also not designed to deliver the fast analytical processing needed for rapid insights, a problem that is worsened by the fact that data is still stored in silos in many organisations, providing a fragmented view of the business and any potential opportunities or risks.
Fostering a culture of analytics
Businesses can no longer afford to operate this way – and they don’t have to. Modern visual analytics tools provide a complete platform for analytics visualisation, enabling businesses to identify patterns and relationships in data that were not initially evident. Drag-and-drop functionality and automatic visualisation puts business intelligence into the hands of even the most statistic-averse team member, allowing anyone to visually explore data without having to call on the data scientist or IT department.
This creates a decision-making culture within organisations, equipping people with the tools they need to gain insight into complex problems in order to make well-informed, business-changing decisions.
Follow the data breadcrumbs
Just as artists experiment with different techniques and colour combinations to produce different effects, so can people play around with data to uncover the unexpected. There are no hard and fast rules when it comes to visual analytics. Bring whatever data you have – your oils, pastels and acrylic paint, if you will – integrate it with social media and other web data, and see what happens. The data doesn’t have to make sense at first – the beauty of visual analytics software is that everything is automatic – you only need to follow the data’s lead and let it paint its own picture. Automated analytics makes value extraction easy. In-memory processing makes it fast. Businesses can explore billions of rows of data, without the need to subset or sample it, to identify new patterns, explore hidden relationships, test hypotheses in seconds, and share those insights with the right people, at the right time, in a format that they can understand, whether that’s on a desktop or mobile device. These reports enable collaborative, engaging discussions that can drive deeper insights – and better decisions.
Don’t know why you’re losing customers? Analytics can show you where the churn is happening and you may be surprised to know that it has something to do with the service they get from your call centre, for example. How do you know this? By analysing the sentiment of what people are saying about your business on social media and comments on other online platforms, which can be conveniently displayed in a format that the decision makers understand. By digging deeper, you may find that it’s not the call centre staff that are providing the bad service, but perhaps dropped calls and poor quality lines due to ageing infrastructure. The knee-jerk response might have been to retrain your call centre staff rather than replace your equipment; through scenario planning and predictive analytics, you can save thousands in lost time and money.
Ultimately, everyone, in any role, is a decision-maker. Having tools that present data in a way that is visual, easy to understand, fosters collaboration and supports mobility enables savvy businesses to recognise trends and use them as competitive differentiators. Visual data analytics might be messy at first, but with a bit of creativity and exploration, you could be left with a masterpiece that’s worth more than any amount of money could buy.
* Greaterman Nkomo, Account Executive, Visual Analytics, SAS
* Follow Gadget on Twitter on @GadgetZA
VoD cuts the cord in SA
Some 20% of South Africans who sign up for a subscription video on demand (SVOD) service such as Netflix or Showmax do so with the intention of cancelling their pay television subscription.
That’s according to GfK’s international ViewScape survey*, which this year covers Africa (South Africa, Kenya and Nigeria) for the first time.
The study—which surveyed 1,250 people representative of urban South African adults with Internet access—shows that 90% of the country’s online adults today use at least one online video service and that just over half are paying to view digital online content. The average user spends around 7 hours and two minutes a day consuming video content, with broadcast television accounting for just 42% of the time South Africans spend in front of a screen.
Consumers in South Africa spend nearly as much of their daily viewing time – 39% of the total – watching free digital video sources such as YouTube and Facebook as they do on linear television. People aged 18 to 24 years spend more than eight hours a day watching video content as they tend to spend more time with free digital video than people above their age.
Says Benjamin Ballensiefen, managing director for Sub Sahara Africa at GfK: “The media industry is experiencing a revolution as digital platforms transform viewers’ video consumption behaviour. The GfK ViewScape study is one of the first to not only examine broadcast television consumption in Kenya, Nigeria and South Africa, but also to quantify how linear and online forms of content distribution fit together in the dynamic world of video consumption.”
The study finds that just over a third of South African adults are using streaming video on demand (SVOD) services, with only 16% of SVOD users subscribing to multiple services. Around 23% use per-pay-view platforms such as DSTV Box Office, while about 10% download pirated content from the Internet. Around 82% still sometimes watch content on disc-based media.
“Linear and non-linear television both play significant roles in South Africa’s video landscape, though disruption from digital players poses a growing threat to the incumbents,” says Molemo Moahloli, general manager for media research & regional business development at GfK Sub Sahara Africa. “Among most demographics, usage of paid online content is incremental to consumption of linear television, but there are signs that younger consumers are beginning to substitute SVOD for pay-television subscriptions.”
New data rules raise business trust challenges
When the General Data Protection Regulation comes into effect on May 25th, financial services firms will face a new potential threat to their on-going challenges with building strong customer relationships, writes DARREL ORSMOND, Financial Services Industry Head at SAP Africa.
The regulation – dubbed GDPR for short – is aimed at giving European citizens control back over their personal data. Any firm that creates, stores, manages or transfers personal information of an EU citizen can be held liable under the new regulation. Non-compliance is not an option: the fines are steep, with a maximum penalty of €20-million – or nearly R300-million – for transgressors.
GDPR marks a step toward improved individual rights over large corporates and states that prevents the latter from using and abusing personal information at their discretion. Considering the prevailing trust deficit – one global EY survey found that 60% of global consumers worry about hacking of bank accounts or bank cards, and 58% worry about the amount of personal and private data organisations have about them – the new regulation comes at an opportune time. But it is almost certain to cause disruption to normal business practices when implemented, and therein lies both a threat and an opportunity.
The fundamentals of trust
GDPR is set to tamper with two fundamental factors that can have a detrimental effect on the implicit trust between financial services providers and their customers: firstly, customers will suddenly be challenged to validate that what they thought companies were already doing – storing and managing their personal data in a manner that is respectful of their privacy – is actually happening. Secondly, the outbreak of stories relating to companies mistreating customer data or exposing customers due to security breaches will increase the chances that customers now seek tangible reassurance from their providers that their data is stored correctly.
The recent news of Facebook’s indiscriminate sharing of 50 million of its members’ personal data to an outside firm has not only led to public outcry but could cost the company $2-trillion in fines should the Federal Trade Commission choose to pursue the matter to its fullest extent. The matter of trust also extends beyond personal data: in EY’s 2016 Global Consumer Banking Survey, less than a third of respondents had complete trust that their banks were being transparent about fees and charges.
This is forcing companies to reconsider their role in building and maintaining trust with its customers. In any customer relationship, much is done based on implicit trust. A personal banking customer will enjoy a measure of familiarity that often provides them with some latitude – for example when applying for access to a new service or an overdraft facility – that can save them a lot of time and energy. Under GDPR and South Africa’s POPI act, this process is drastically complicated: banks may now be obliged to obtain permission to share customer data between different business units (for example because they are part of different legal entities and have not expressly received permission). A customer may now allow banks to use their personal data in risk scoring models, but prevent them from determining whether they qualify for private banking services.
What used to happen naturally within standard banking processes may be suddenly constrained by regulation, directly affecting the bank’s relationship with its customers, as well as its ability to upsell to existing customers.
The risk of compliance
Are we moving to an overly bureaucratic world where even the simplest action is subject to a string of onerous processes? Compliance officers are already embedded within every function in a typical financial services institution, as well as at management level. Often the reporting of risk processes sits outside formal line functions and end up going straight to the board. This can have a stifling effect on innovation, with potentially negative consequences for customer service.
A typical banking environment is already creaking under the weight of close to 100 acts, which makes it difficult to take the calculated risks needed to develop and launch innovative new banking products. Entire new industries could now emerge, focusing purely on the matter of compliance and associated litigation. GDPR already requires the services of Data Protection Officers, but the growing complexity of regulatory compliance could add a swathe of new job functions and disciplines. None of this points to the type of innovation that the modern titans of business are renowned for.
A three-step plan of action
So how must banks and other financial services firms respond? I would argue there are three main elements to successfully navigating the immediate impact of the new regulations:
Firstly, ensuring that the technologies you use to secure, manage and store personal data is sufficiently robust. Modern financial services providers have a wealth of customer data at their disposal, including unstructured data from non-traditional sources such as social media. The tools they use to process and safeguard this data needs to be able to withstand the threats posed by potential data breaches and malicious attacks.
Secondly, rethinking the core organisational processes governing their interactions with customers. This includes the internal measures for setting terms and conditions, how customers are informed of their intention to use their data, and how risk is assessed. A customer applying for medical insurance will disclose deeply personal information about themselves to the insurance provider: it is imperative the insurer provides reassurance that the customer’s data will be treated respectfully and with discretion and with their express permission.
Thirdly, financial services firms need to define a core set of principles for how they treat customers and what constitutes fair treatment. This should be an extension of a broader organisational focus on treating customers fairly, and can go some way to repairing the trust deficit between the financial services industry and the customers they serve.