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all the key business decision makers (the CEO, COO and CFO) sit outside of the technology sphere. In order to successfully build a business case, it’s vital to understand the business strategy, operation strategy, ICT strategy, and supporting telecoms strategy.


As a result, including insight from a business perspective alongside IT and telecoms is key. Businesses need to ensure that they have managerial and organisational processes in place for aligning these three disciplines. This “management innovation” is well documented by the business guru Gary Hamel in his book “the Future of Management”. To ensure innovation is systematic rather than treated as a one-off event requires significant alignment and change in organisational and management structure. To build the business case for big data and ensure this becomes a systematic innovation this management innovation is a pre-requisite.


The Chief Innovation Officer


Revising management structure can be a great idea in theory but is often easier said than done. Interxion’s research showed that the IT department’s time is being monopolised by the amount of ‘fire fighting’ that is required on a monthly basis. Urgent demands from the business resulted in99% of European respondents admitting that they spend at least some of their time reactively dealing with issues rather than carrying out proactive, strategically important work that would benefit the company. With this considered, there is anobvious need for someone to assume the role of the Chief Innovation Officer and there is a solid argument to be made that this should be the CIO.


As the Chief Innovation Officer needs to understand both the business proposition and the technology required to deliver the solution in order to get the most from big data, the CIO is the clear and sensible choice.Creating the headspace to assess the transformative power of big data for an organisation will be vital to creating a business case. Those companies that do will win out and reap the benefits in terms of increased efficiency and new revenue streams.


Laying a foundation for the future It’s clear to see that it’s those forward-thinking companies that are working in sync with their IT departments that are more aware of the opportunities presented by the application of emerging technologies like big data. It’s incredibly important for the IT departments at these firms to think ahead and lay the foundations for any future applications that may provide the business with competitive advantage. This is particularly important when you consider that 74% of organisations believe that a successful business case will come from either developing new data sets or bringing them together with existing ones. If the business case lies in data sets that don’t yet exist, how likely is it that the technology needed today will meet all of an organisation’s future needs?


Increasingly we are moving to a real-time culture. Businesses which can harness real-time in their operations, product development and customer support models have the chance to leap-frog their competition. Real-time processing of big data solution sets offers the opportunity for companies to differentiate and in so doing create sustainable competitive advantage. This is a board level discussion. Giving CIOs the role of Chief Innovation officer, creating the headroom to think strategically and ensuring innovation is embedded as a sustainable process are all pre-requisites for developing successful business cases for real-time big data analytics. Finally, organisations must start to look over the parapet and take into account the option value of considering technologies on a five to ten year cycle rather than a one to three year as aligned to their business’s strategic goals.


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Nexans Cabling Solutions UK 2 Faraday Office Park, Basingstoke RG24 8QQ


Tel: 01256 486640 ncs.uk@nexans.com


www.nexans.co.uk/LANsystems


Global expert in cables and cabling systems


November 2013 I www.dcseurope.info 29


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