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1 Achieving actionable insights: Data and analytics in the Caribbean KPMG ISLANDS GROUP kpmg.com

2 Foreword Executive summary Key findings A clear value proposition Few benefits yet Maturing the definition

3 Cost and risk versus growth Facing common challenges Lagging investment set to boom Taking action to encourage adoption Conclusion: Moving to a fully embedded D&A strategy

4 Foreword Everyone is talking about Data and Analytics (D&A). And for companies headquartered in the Caribbean, the value of D&A is clear. Yet our survey and our experience suggests that few if any Caribbean-based organizations truly understand the full value and benefits that sophisticated D&A can deliver. Many organizations across the region and around the world have quickly found that turning mountains of data into valuable, practical and actionable business analytics is not nearly as straightforward as people believe. To gain a more concrete understanding of the opportunities and challenges that D&A presents, KPMG Islands Group commissioned a survey of 45 CFOs and CIOs from major corporations across the Caribbean region and compared the results against a recent global survey of more than 144 respondents from around the world. This report provides a snapshot of the current state of data and analytics in major Caribbean-based organizations. The findings are compelling: our respondents are clearly aware of the importance of D&A and most say they could benefit from improving their use of D&A. Yet this report suggests that few have invested anything into improving their IT systems over the past 5 years and less than half say they have changed their business strategy to take advantage of D&A insights. At the same time, respondents from the Caribbean are also facing many of the same challenges as their global peers. Issues such as systems integration and data capture capacity rank high with respondents; many are also struggling to implement the right solutions to accurately analyze their data. Our report addresses some of the challenges organizations in the Caribbean will face as they start to embed data and analytics within their organization and navigate the cultural, managerial and operational changes that this will require. We hope that the insights captured in this report catalyze business executives to start rethinking the way they approach their data and analytics challenge. To learn more about the findings in this report or to benchmark how your organization stacks up against the industry leaders we encourage you to contact your local KPMG member firm or any of the contacts listed at the back of this report. Brenda Pope Head of Management Consulting, KPMG Islands Group 2 Achieving actionable insights: Data and analytics in the Caribbean

5 Going beyond the data: Achieving actionable insights from data and analytics 3

6 Executive summary Nobody doubts the value that D&A can offer. All but 2 percent of Caribbean-based organizations responding to our survey admitted that D&A was at least somewhat important to their business strategies. Four out of five respondents said that it was either crucially or very important. Yet respondents across the region are also very aware that they may not be achieving as much value from their D&A capabilities as their global peers. Eighty-two percent of respondents from the Caribbean said they felt they could be getting significantly more from D&A, versus just 56 percent of global respondents. We would agree. Our experience in the field, combined with the data in this report, suggests that most organizations are currently focused on just a fraction of the benefits that data and analytics could unlock. Many may not yet fully understand what D&A actually is, let alone what value it can deliver when properly harnessed. So what is really stopping business leaders from connecting the dots between data, analytics and business growth? Like their global peers, respondents from the Caribbean region suggest that they are struggling to lay the solid foundation needed to become a data-driven organization. For example, more than four-in-ten respondents said that their greatest challenge was in integrating data technology into their existing systems and business models. The vast majority (90 percent) also said they were struggling with implementing the 4 Achieving actionable insights: Data and analytics in the Caribbean

7 correct solutions to accurately analyze and interpret their existing data. This report suggests that in the Caribbean region challenges related to funding and talent may be creating additional barriers to value. More than half (58 percent) of our regional respondents admitted to spending less than 1 percent of annual sales on D&A and IT over the past 5 years. A lack of talent was cited by more than half of respondents as a top-three barrier to implementing a D&A strategy. But with global D&A capabilities rapidly maturing and increasing pressure on Caribbean-based organizations to improve the value of their investments, it is also clear that D&A could provide a valuable competitive advantage or, if the opportunity is missed, disadvantage to those in the region able to move quickly and strategically. The benefits of embedding a D&A strategy are immense. Organizations with a strong D&A strategy will, for instance, find that they always have a number of scenarios and hypothesis on hand that would allow the organization to effectively respond to sudden changes of direction. A data-driven organization would also be highly capable of using data to manage its exposure to risks in marketing, supply chain and finance. And it would be able to leverage those insights to ensure that it is selling the right products and services to the right customers. Those organizations able to connect the dots will be poised to achieve quantum benefits from their data and analytics. Those that cannot or those that do nothing will be forever submerged in data with untapped value. Achieving actionable insights: Data and analytics in the Caribbean 5

8 Key findings D&A on the agenda: 80% of respondents based in the Caribbean consider data and analytics to be crucially or very important to their current growth plans Benefits left on the table: 82% say they could be benefiting more from better utilization of D&A Looking for solutions: 90% said that one of their biggest challenges with analytics specifically is in implementing the right solutions to accurately analyze and interpret data Integrating systems: The largest share of respondents (44 percent) consider integrating data technology into existing systems and/or business models to be the biggest challenge their companies have faced regarding data capture A clear operational focus: Caribbean-based respondents were more than twice as likely to say they were focused on operational improvements versus innovations Slow to change: Less than half of Caribbean-based organizations say they have changed their business strategy to meet the challenges of big data Low but rising investment: 56% say they spent less than 1% of annual sales on D&A or IT over the past 5 years, but almost a third say they will spend more than 6% of annual sales over the next 2 years Capacity challenges: Respondents say that a lack of capacity for data capture and analysis represents the biggest barrier to implementing a data and analytics strategy across their business From insights to value: Just 29% say customer analytics has increased or greatly increased their understanding of their customers; only 24% say they have seen a significant increase in sales Clear disconnect: Just 23% suggest they are having significant difficulties making decisions around analyzing data Source: KPMG Island Groups D&A survey Achieving actionable insights: Data and analytics in the Caribbean

9 A clear value proposition Executives across the Caribbean and around the world are well aware of the potential value that lies within their data. Caribbean Data and analytics really got our attention after the economic crisis when we had to identify potential business opportunities in a more uncertain and competitive environment. With data and analytics, we gathered insights on economic conditions, consumer interest, changing regulations and financial conditions. Survey respondent Source: KPMG Island Groups D&A survey Note: Graph may not add up to 100% due to rounding. Caribbean respondents seem acutely aware of the value of D&A. Fully 80 percent of regional respondents said that D&A would be very or crucially important to their current growth strategies, versus just 69 percent of their global peers. Only one respondent from the Caribbean suggested that D&A would have no importance at all. How exactly does D&A add value to organizations? Simply put, data and analytics is about providing more accurate, more insightful and more timely information to help guide decision-making across the organizations. For some, this would mean better information about customer preferences often at an individual level which could lead to new products and services. For others, it s about identifying bottlenecks and process inefficiencies to drive enhanced productivity. And for almost everyone, it is about identifying potential risks and opportunities to help them remain ahead of their competitors. The reality is that, while value means different things to different organizations, the benefits of D&A are clear: better, faster and more insightful decision-making across the organization. Achieving actionable insights: Data and analytics in the Caribbean 7

10 Caribbean Source: KPMG Island Groups D&A survey Note: Graph may not add up to 100% due to rounding. Caribbean executives also seem to recognize that they may not be making the most of D&A s capabilities yet. More than eight-in-ten respondents from the region admitted they could be benefiting more from better utilizing D&A, almost double the number of respondents from Europe, Middle East and Africa (EMEA) who said the same. Interestingly, respondents from Asia Pacific (AsPac) were almost as likely as those from the Caribbean to admit that benefits remained untapped. 8 Achieving actionable insights: Data and analytics in the Caribbean

11 Few benefits yet While respondents may expect massive opportunities from D&A, few across the region seem to have managed to translate their data into insights and their insights into tangible business value. Clearly, organizations across the Caribbean are struggling to turn their data into tangible and sustainable value for the business. But the data also suggests that significant competitive advantage can be achieved by those first-movers in the region who can properly link D&A to customer outcomes. Donald Barnett, Partner, Risk Consulting, KPMG in Jamaica Caribbean Source: KPMG Island Groups D&A survey Note: Graph may not add up to 100% due to rounding. According to our data, less than a quarter of respondents from the Caribbean have achieved any tangible value from their customer analytics to date. Just 24 percent said they had seen an increase in sales as a result of customer analytics. In fact, respondents from the region were four times more likely than the global average to say they had seen no sales increases at all. According to another recent survey by KPMG International EARLY ADVANTAGES ARE ALREADY BEING ENJOYED 86% of respondants say they are already making faster decisions 80% of respondants say they are already making more accurate decisions 67% of respondants say they are already reducing business risk Source: Going Beyond the Data: Turning insights into value, KPMG International, 2015 Achieving actionable insights: Data and analytics in the Caribbean 9

12 Caribbean Source: KPMG Island Groups D&A survey Note: Graph may not add up to 100% due to rounding. Similarly, only 29 percent of Caribbean respondents said they had measurably improved their understanding of their customers by using analytics. And, once again, regional respondents fell far behind their global peers in driving tangible benefits; Caribbean executives were three times more likely than the global average to say they had seen no improvement in their understanding of their customers. According to another recent survey by KPMG International 45% of investors and analysts say they would view investing in a company in their sector more favorably if it were to use D&A to control costs, shrink inventory, and optimize resource allocation. Source: Data and Analytics A New Driver of Performance and Valuation, KPMG International, Achieving actionable insights: Data and analytics in the Caribbean

13 Maturing the definition Respondents from the Caribbean seem to suggest they already have significant experience using D&A and few are willing to admit they are facing problems. Evidence suggests that organizations across the region may need to update their definition of D&A. The reality is that D&A is much more than BI or MI. It s about bringing together Big Data, sophisticated analytics and a deep understanding of the business to improve decisionmaking and identify new ideas and new approaches that ultimately improve performance, reduce risk or grow sales. Abigail De Freitas, Director, Management Consulting, KPMG in Trinidad and Tobago Source: KPMG Island Groups D&A survey Note: Graph may not add up to 100% due to rounding. Rather surprisingly, respondents from across the Caribbean region seem to report extensive experience with D&A. Almost two-thirds of respondents from the region say they have been using D&A for more than 5 years. However, with just 35 percent of global respondents saying the same, the data suggests that Caribbean respondents may be confusing Business Intelligence (BI) and Management Information (MI) with D&A. Achieving actionable insights: Data and analytics in the Caribbean 11

14 Source: KPMG Island Groups D&A survey Note: Graph may not add up to 100% due to rounding. Likely due to a difference of definition around D&A, respondents from the region also suggest that they face fewer difficulties in making decisions around analyzing data with more than half of Caribbean respondents saying they find decision-making only somewhat difficult. According to another recent survey by KPMG International KEY AREAS OF OPPORTUNITY REMAIN UNEXPLORED Less than a quarter say they currently use D&A to identify new revenue streams ONLY ONLY 31% 16% of respondants say they have used D&A to drive individualized marketing say they use D&A to predict future trends Source: Going Beyond the Data: Turning insights into value, KPMG International, Achieving actionable insights: Data and analytics in the Caribbean

15 KPMG Insight From ad hoc data to sophisticated business insights By Brenda Pope, Head of Management Consulting, KPMG Islands Group D&A s role in the future of business strategy is unquestionably huge. The fact is that winning in today s markets requires world-class insight and the capacity to change direction at short notice. And the only way to achieve that is through enterprise-wide data and analytics enablement. In the past, decision making was largely driven by intuition and experience; whoever had the best gut feeling would win. Today, the winners are defined by who has the more insightful grasp of their data. The problem is that, while everyone may intrinsically know that D&A is going to be big, most still struggle to do it effectively. Caribbean organizations are clearly hitting roadblocks in determining which data to collect, in integrating D&A into their legacy systems and in getting value from their analytics. Decisions are further complicated by a rapidly evolving ecosystem which is disrupting organizations ability to adapt. New technologies are emerging and new sources of data are being uncovered at a breakneck pace. Social media feeds, customer blogs, mobile data: all of these are increasing complexity and creating new opportunities for organizations. Going forward, business leaders will also need to focus on ensuring that they understand the veracity of their data. In fact, we believe that as more and more unstructured and external data become integrated into the organizational analytics the ability to gauge the trustworthiness of data and insights will be key to making smart business decisions. However, the fact that a third of respondents from the Caribbean said that they had achieved no improvements in sales as a result of D&A highlights our concern that businesses don t fully grasp the enormous potential value that sits before them. Achieving actionable insights:data and analytics in the Caribbean 13

16 Cost and risk versus growth? With operational benefits high on the agenda for Caribbean organizations, few have yet to hone their capabilities or their business strategy towards driving new growth opportunities through D&A. Caribbean Organizations are more focused on using D&A to analyze their data with greater speed in other words, doing the same things, only faster rather than as an opportunity to expand or sharpen their insights in order to do different things. Thomas Kelly, Managing Director, Insurance, KPMG in Bermuda Source: KPMG Island Groups D&A survey Note: Graph may not add up to 100% due to rounding. Facing high cost pressures and slow growth in most markets, it is perhaps not surprising that Caribbean organizations are looking to D&A to deliver operational improvements rather than new growth opportunities. Regional respondents were three times more likely to say they were focusing their D&A on process or performance efficiencies rather than discovering new innovations. 14 Achieving actionable insights: Data and analytics in the Caribbean

17 Source: KPMG Island Groups D&A survey Note: Graph may not add up to 100% due to rounding. Evidence suggests that organizations across the region and around the globe also understand the broad business impact of D&A. Around half of all respondents from the Caribbean and from Europe (EMEA) said that they had made changes to their business strategy to exploit the opportunities delivered by D&A; respondents from the Americas reported being the most likely to adapt their business models to respond to D&A. Achieving actionable insights: Data and analytics in the Caribbean 15

18 Facing common challenges According to our survey, organizations across every region are struggling to overcome common challenges related to data and analytics. Capturing data and integrating new solutions into existing legacy systems are at the top of the agenda. We frequently talk to organizations that are struggling to break down data silos and create a consistent data strategy. The bottom line is that if you can t access or trust your data then you probably aren t getting valuable insights. Andrew Hamilton, Director, Management Consulting, KPMG in The Bahamas, Bermuda & the Cayman Islands Around the world and across the Caribbean region, executives suggest they are facing significant challenges integrating D&A capabilities into their legacy systems. Forty-four percent of regional respondents said that the biggest challenge they face regarding data capture specifically is in integrating data technology into their existing systems and business models. Respondents also seem uncertain as to how to best proceed with their analytics with nine-in-ten Caribbean executives saying that they are facing significant challenges implementing the correct solutions to accurately analyze and interpret their data. 16 Achieving actionable insights: Data and analytics in the Caribbean

19 Source: KPMG Island Groups D&A survey Note: Graph may not add up to 100% due to rounding. The growing need to capture and analyze data is also creating significant problems for organizations with 58 percent of respondents from the Caribbean citing a lack of data capabilities as a potential barrier to implementing an enterprise-wide D&A strategy. According to another recent survey by KPMG International BIG CHALLENGES STILL REMAIN DOUBTING THE DATA 58% of organizations have difficulties evaluating data quality and reliability STRUGGLING FOR SUFFICIENT SKILLS ONLY 14% think they have all the talent and capabilities they need to fully leverage D%A Source: Going Beyond the Data: Turning insights into value, KPMG International, 2015 Achieving actionable insights: Data and analytics in the Caribbean 17

20 KPMG Insight Creating an analytical workforce By Shawn Christie, D&A SGI Champion, KPMG Islands Group How best to put data and analytics to work within a business is a major focus area for most organizations, and organizational culture is one area that will require particular attention if businesses hope to move towards a data-driven operating model. Organizations need to find ways to empower their workforce to be more analytical in their decision making. If they can get that right, they should quickly start to see analytics driving their overall people performance, their operational performance, their customer performance and their selling performance. Risk management and compliance could also see significant benefits as testing can be targeted, root causes can be better analyzed and truly effective mitigation steps identified. One of the most underestimated challenges facing many organizations is how to move from a gut feeling decision to a data-driven culture. This requires a pervasive shift in mind-set that can often be accelerated by adopting a collaborative federated model that cuts across silos. Some of the world s high-performing organizations are creating combined teams of functional and analytical professionals as a way to truly embed analytics-thinking into key business functions. As is often the case, the key question these firms should ask is what they are trying to achieve from their data and analytics. Defining the business problems and identifying key hypotheses may not be the easiest thing to achieve up-front, but it is far more efficient and effective in the longer term. Throwing all of your data together and hoping for valuable insights will rarely if ever deliver meaningful results. 18 Achieving actionable insights: Data and analytics in the Caribbean

21 Lagging investment set to boom While our survey shows that investment into D&A has historically been low across the Caribbean region, many organizations suggest that investment levels are set to increase significantly. Source: KPMG Island Groups D&A survey Note: Graph may not add up to 100% due to rounding. The fact that executives are struggling to integrate D&A solutions into their legacy systems is not surprising. The majority 58 percent of respondents say they spent less than 1 percent of their sales on D&A or IT over the past 5 years. In comparison, the majority of global respondents (55 percent) said they spent upwards of 10 percent of sales over the same period, suggesting that Caribbean respondents may be working with older IT systems and infrastructure. Caribbean organizations will need to focus investment into improving their legacy IT systems, their data processes and their D&A capabilities at the same time if they hope to keep up with global competitors. Brenda Pope, Head of Management Consulting, KPMG Islands Group Achieving actionable insights: Data and analytics in the Caribbean 19

22 Source: KPMG Island Groups D&A survey Note: Graph may not add up to 100% due to rounding. Looking ahead, respondents from the Caribbean region indicate that investment into D&A is set to increase. One-in-five Caribbean respondents say they will spend upwards of 10 percent of sales on D&A or IT over the coming 2 years; 39 percent say they will spend between 1 and 10 percent of sales. However, it is worth noting that 42 percent of respondents still plan to spend almost nothing on D&A or IT over the next 2 years. 20 Achieving actionable insights: Data and analytics in the Caribbean

23 KPMG Insight Moving to predictive analytics By Brenda Pope, Head of Management Consulting, KPMG Islands Group It takes a lot of foresight to see beyond today s problems to tomorrow s opportunities. And it s not about how much you are willing to invest in a D&A capability; it s about how you use the tools, data and insight you already have. The truth is that most business leaders are not yet able to visualize or contextualize what D&A can deliver. Indeed, it s not easy for many of today s business leaders to fully grasp the quantum shift that smart data and analytics will have on organizational performance. Some liken it to asking the Wright brothers how they planned to land their airplane on an aircraft carrier when they were still just struggling to fly an extra foot. Predictive analytics is one such area. Essentially, predictive analytics allows organizations to identify hitherto unknown patterns in complex data sets to not only start to see true causes and effects, but also to then use this insight to predict outcomes based on certain initial conditions. Whether it s predicting when a customer will switch to a competitor or knowing to a high degree of certainty what impact a marketing campaign will have on sales, organizations are now looking to harness their data to make accurate predictions based on sound analytics. For many, gaining this level of vision requires business leaders to take a step back to pause and clearly consider what they hope to achieve from their D&A strategies. Only then can they start to find answers to the tough questions around data, new business models and innovation. And only then can they start to really unlock tangible business value from their mountains of data. Achieving actionable insights:data and analytics in the Caribbean 21

24 Taking action to encourage adoption Organizations across the Caribbean are already taking concrete steps to improve the way D&A is integrated into their business. But much more must still be done. Regional respondents are taking strong steps to improve their data collection and storage, but they seem to be lagging when it comes to turning that data into better decision-making by either improving the way insights are visualized or by helping management better understand the role that D&A can play. Christopher Brome, Partner, Advisory, KPMG in Barbados Source: KPMG Island Groups D&A survey Note: Graph may not add up to 100% due to rounding. According to our survey, Caribbean organizations are adopting a variety of strategies to help drive adoption and enhance value from D&A. The vast majority (88 percent) say they have upgraded their IT systems (though, given the investment levels indicated in the previous chapter, the extent and value of these upgrades may be negligible) and around half say they have improved their data storage or collection in some way. 22 Achieving actionable insights: Data and analytics in the Caribbean

25 Source: KPMG Island Groups D&A survey Note: Graph may not add up to 100% due to rounding. Of those Caribbean respondents who said they had changed their business strategy to take advantage of D&A, more than two-thirds say they increased their D&A capacity while 59 percent pointed to attaining executive buy-in. Interestingly, 55 percent said they had focused on applying their insights to real business challenges in a timely way. Achieving actionable insights:data and analytics in the Caribbean 23

26 Conclusion: Moving to a fully embedded D&A strategy Given these findings and insights, many executives are keen to understand what a fully embedded D&A strategy would look like for their business. For one, organizations with a strong D&A strategy will find that while they have clearly stated goals and a strategic vision there is no longer a one-size-fits-all approach to strategy execution. Instead, the business would always have a number of scenarios and hypotheses on hand that would allow the organization to effectively respond to sudden changes of direction. Furthermore, a data-driven organization would be highly capable of using data to manage its exposure to risks in marketing, supply chain and finance. And it would be able to leverage those insights to ensure that it is selling the right products and services to the right customers. The achievement of risk and performance objectives would become inextricably linked to the exploitation of the data and analytics. Marketing would still focus on the needs of the customer, but would do so with pin-point insight into how their activities would create top and bottom line implications. And finance would no longer focus on analyzing why forecasts were missed and instead focus on providing insight on where the business can close the gap in order to meet or exceed upcoming financial goals. In other words, a fully embedded D&A strategy would mean that businesses and employees look first to data to guide their actions; that business decisions are made based on deep insight and keen analysis; that opportunities are naturally identified and exploited through predictive analytics; and that business flexibility is delivered through a keen understanding of data and its resulting insights. 24 Achieving actionable insights: Data and analytics in the Caribbean

27 What are the biggest barriers to adopting D&A in your market? Bermuda Sourcing talent or training existing talent to set up and manage data and analytics infrastructure Bahamas Sourcing talent or training existing talent to set up and manage data and analytics infrastructure Jamaica Capacity to capture and analyze all data from all areas of business Barbados Capacity to capture and analyze all data from all areas of business Trinidad & Tobago Identifying what data to collect Achieving actionable insights: Data and analytics in the Caribbean 25

28 Contact us Andrew Hamilton KPMG in The Bahamas T: +1 (242) E: Brenda Pope KPMG in Barbados T: +1 (246) E: Thomas Kelly KPMG in Bermuda T: +1 (441) E: Russell Crumpler KPMG in the British Virgin Islands T: +1 (284) E: Kris Beighton KPMG in the Cayman Islands T: +1 (345) E: Ashley Paxton KPMG in the Channel Islands T: +44 (0) E: Brian Glasgow KPMG in the Eastern Caribbean T: +1 (784) E: Micky Swindale KPMG in the Isle of Man and Gibraltar T: +44 (0) E: Donald Barnett KPMG in Jamaica T: +1 (876) E: Jan Grech KPMG in Malta T: +1 (356) E: Abigail de Freitas KPMG in Trinidad and Tobago T: +1 (868) E: Gary Brough KPMG in the Turks and Caicos Islands T: +1 (649) E: kpmg.com/socialmedia kpmg.com/app The information contained therein is of general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will remain accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation KPMG International Cooperative ( KPMG International ), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International. Designed by Blueprint Creative Inc. Publication name: Achieving actionable insights: Data and analytics in the Caribbean Publication date: September 2015

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