Clarity on

Data &
Analytics
Data is more
than the new oil

2015 Edition

14
The future of data in our society
Interpreting data patterns will be a
key differentiator and it is likely that
new types of data will be used.

16
Key findings of the global survey
D&A has entered the mainstream
while key areas of opportunity remain
currently unexplored.

18
D&A at Swiss companies
Interviews with Louis Gisler, CSS,
Dr. Alan Hippe, Roche
and Dorian Selz, Squirro
4 6
20
18 22

38
24 50
 Clarity on Data & Analytics

Clarity on

Data & Analytics

E D I TO R I A L CHAPTER III

3  Data is more than the new oil 28 Global Survey

CHAPTER I 28 D&A enters the mainstream
33 Delivering actionable insights
4 Overview 36 Turning insights into value

4 A future perspective on the data driven society CHAPTER IV

6 The potential of data in Switzerland
16 Key findings 38 KPMG point of view
CHAPTER II 40 How to outsmart your peers: a heel-and-toe
strategy
Interviews 42 Are companies really going beyond the data?
44 Management reinvented: say goodbye
18  Igniting the business while to intuition and experience
46 The talent battle
managing expectations 48 Ask the right questions
Louis Gisler, CSS 50 Eight key take-aways

20  Integration of data across 52 A B OUT D & A A N D K P M G

organizations and the value 54 P I N B OA R D : C L A R I T Y O N P U B L I C AT I O N S

chain is key
55 I M P R I N T A N D C O N TAC T S
Dr. Alan Hippe, Roche

22  Do you know what you’re

looking for?
Dorian Selz, Squirro

1
2
 Clarity on Data & Analytics

E D I TO R I A L

Ueli Amberg Gerben Schreurs

Partner, Head of Consulting Partner, Forensic

Data is more than the new oil

Chances are that your biggest opportunity to outperform how it was with the emergence of the oil industry, where
your peers is in the domain of Data & Analytics (hereafter: a happy few landowners were dominant. Finally, one more
D&A). The question is: how do you realize your potential? difference: oil can be stored indefinitely while insights are
more valuable if based on recent data.
Data has been called “the new oil”. This exciting time indeed
reminds of the era when young and daring entrepreneurs took One thing is for sure: the transformation towards a data
their chances drilling new oil wells and developing new driven society offers opportunities to business leaders in
business opportunities. In many way, oil was the fuel for nearly all sectors. Their challenge is to anticipate new
innovations and paved the way for higher levels of welfare in developments in these times of accelerated change.
the 20th century. And in the early years of the 21st century, the A further key difference with the oil industry stands out:
exponential growth of data promises to do just the same. Data starting a serious business in the oil industry required large
& Analytics may help us better understand individual customer investments and other resources. In the digital domain,
needs, increase sales, find better ways to organize processes, greenfield companies may be started with just a few smart
predict criminal behavior, reduce traffic congestion or even lead people and a handful of laptops in a basement. This forces
to better focused cancer treatments. We seem to be at the companies to be more flexible and agile than ever before.
start of a great journey towards the data driven society.
Ergo: data is more than the new oil. The supply is unlimited
Please don’t misunderstand us. Like many others, we are and you don’t have to own it to explore business
convinced of the potential of data to transform society. opportunities. In this publication, you will find some
However, there are some essential differences between oil interesting insights from a global KPMG survey in this
and data. For starters, oil reserves are limited while the domain. You’ll also find our views on the dynamics of Data &
growth of data has no limits. Data can be produced, copied Analytics in the Swiss economy. We are convinced that
and distributed endlessly at almost no cost. Another key many Swiss companies and institutions have a golden
difference: data becomes more valuable when combined opportunity to turn the potential of data analysis into solid
and shared with others. This is definitely not the case with and tangible results in the coming years.
oil. Moreover, the data driven society offers plentiful
opportunities for bright entrepreneurs, even if they don’t We are happy to share views and perspectives on this topic
own the data themselves. This is also quite different from and are also open to learning from others.

3
A FUTURE PERSPECTIVE
ON THE DATA DRIVEN
SOCIETY

Imagine the following scenario. You need a loan to start a

business. You log in with your personal details on an online
platform, enter the details of your request and give
financial intermediaries access to your data. In the space
of a few seconds, algorithms from different financial
intermediaries plow through your personal data and your
most recent financial transactions. Based on the risk analysis of
these algorithms, you get competing quotes for your loan from
different competitors. Fully automated, no human intervention.
After choosing the best alternative and digitally agreeing to the
terms and conditions, you have the money in your account within
just a few minutes.

4
 Clarity on Data & Analytics

It is hard to make predictions, especially about the future. scoring than the bank could because they were looking at
But scenarios like the one above are almost certain to external data sources and thereby analyzing the new
become reality. In the case of the financial industry this is workfield of social physics – the behaviour of the people –
not only because of the vast possibilities of Data & Analytics rather than traditional bank data such as age, income or
but also because new European legislation will kick-start repayment history. This implies great opportunities for
these innovations. The European Payment Services realizing competitive advantage.
Directive (PSD 2) will inevitably shake up the financial
landscape and pave the way for innovations, both from A bit of imagination leads to numerous new possibilities.
incumbents and newcomers in the market. One of the Real time lending could be integrated in commerce
provisions in PSD is that banks will be obligated to grant transactions, based on automated data analysis. And
access to payment data to other parties (non-banks) which software companies could integrate payment platforms in
enables new products and services. Through the use of their software suites.
APIs (Application Programming Interfaces), third parties can
open up the Pandora’s box of the banks and offer customers Examples like this will of course not only take place in the
a range of options to interact with their bank, provided that financial industry, as a new data driven society is rapidly
their customers explicitly agree to this. emerging. It is a world in which everything is measurable
and in which people, and almost every device you can think
Other industries have similar challenges. The healthcare of, are connected 24/7 through the internet. That network of
industry is another good example. In Switzerland a new connections and sensors – sometimes coined “the internet
federal law on electronic patient records will be of everything” – provides a phenomenal amount of data,
implemented in 2017. Hospitals and care homes will need to and offers fascinating new possibilities which, together, are
apply the law, actively driving the digitalization of the often called Big Data.
healthcare industry. We expect patients having easier
access to their own patient records will enable more self All industries that are based on information will be
treatment and a higher level of patient initiatives. This offers transformed. Change may come from within an industry but
opportunities for new care provider operating models and also from other domains. We’ve seen challengers
products and services in related industries such as pharma. leapfrogging industry borders and introducing disruptive
In addition, it could influence how insurance providers new business models. Think of the travel industry, the
interact with customers and process claims. We expect that music industry, the insurance industry, the taxi business
this will enable more real-time predictive analysis in life and even the automotive sector, where greenfield
sciences. companies offer disruptive new propositions based on the
smart use of data. Twenty years ago, no one considered
Across many industries, interpreting data patterns will be a these sectors to be data-rich. Nowadays, data is at the heart
key differentiator and chances are that new types of data of business strategies.
will be used. A clear indicator of this is provided by recent
scientific research into bank data. Data scientists found that
they could achieve almost 50 percent more accurate credit Where will this lead us to?
Many areas are unexplored today. While companies and
institutions are taking the first steps towards a data
driven society, it is hard to imagine the possibilities. It
reminds us of the early days of the Internet back in the
nineties: we all knew that the Internet would change
the world but could hardly imagine how.
We also know that the laws of digital Darwinism imply
that it is not the strongest companies - the market
leaders - that will be tomorrow’s winners, but rather
those companies that are able to adapt to change better
and faster. The consequence is that many established
enterprises have to change quickly to stay ahead and
thereby safeguard a viable business model for the
future.

5
 DATA & ANALYTICS NEEDS
INNOVATION AND TRUST

THE SWISS D&A

POTENTIAL
Probably you have read about scenarios
and predictions like this before.
And you may wonder how the bright
and promising future of Data & Analytics
relates to the current state of affairs.

The questions is: how are Swiss companies and institutions personal and healthcare data is leading to better medicine
performing in this area? Based on our insights from Swiss and diagnostic approaches that are better tailored to
based companies we conclude that many organizations are individuals.
active in exploring new opportunities and also that their
focus is mainly on getting more out of Business Intelligence More importantly, we think that Switzerland has an excellent
approaches. starting position.

We expect that Swiss

companies will be challenged in
Swiss companies have a First of all, the Swiss business
landscape has a strong
this domain in the next five
years, as we are convinced that
strong historic track international orientation, yet
has a condensed structure. As
Data & Analytics offer
opportunities to grow and
record when it comes to a consequence, Swiss
companies have a tendency to
increase profit margins. Swiss
companies will be faced by
innovation. interconnect and work together.
This strong integration is an
international competitors who advantage in the digital
will use Data & Analytics to introduce new business models landscape. The distances between companies are small,
and better products. We already mentioned new concepts in both geographically and in terms of personal networks. On
the financial industry where Swiss banks simply cannot top of that, the Swiss government has a stake in a number
afford to lag behind. This is also true for the pharmaceutical of key players. This all contributes to opening up sources of
industry and healthcare providers, where the wealth of data and joint exploration of new concepts.

6
 Clarity on Data & Analytics

Secondly, Swiss companies have a strong historical track Finally, large companies (which Switzerland has plenty of)
record where it comes to innovation. In many cases, Swiss face a challenge when trying to enable change and alter
companies have had a hard time competing on price (of their business models as they are much less agile than
labor), thus being forced to focus leading the way with startups due to their size and legacy. There are ways to
innovations in products and services. Without a doubt, this overcome this disadvantage, however, such as setting up
attitude will be very helpful in embracing the data driven incubators to allow innovations to happen in separate
society and its new characteristics. domains outside the established business, or partnering
with (e.g. through joint ventures) or buying innovative start-
Thirdly, the brand “Switzerland” is known globally and ups to leverage their innovations.
associated with discretion and reliability. This in turn helps
Swiss companies get a better standing in a global market
where reputation is key to gain the trust of customers.

7
 DATA SCIENTISTS AND
BUSINESS
PROFESSIONALS SHOULD
EMBARK ON A JOINT
JOURNEY
We need data scientists to handle massive
amounts of data and the business for the context
as well as the understanding of customer needs.
A seamless cooperation between
them to imagine new opportunities and to create
additional value is required.
9
 SCALE OR FAIL
Data & Analytics offers tremendous opportunities
for both newcomers and incumbents. In the
digital domain, a new proposition can quickly be
scaled up based on superb algorithms and best in
class customer experiences. Companies that
cannot keep up risk being thrown out of business.  
11
 PEOPLE ARE MORE
PREDICTABLE THAN
PARTICLES
This quote from computer scientist
Stephen Wolfram means that in an age with
abundant personal data, smart algorithms enable
precise predictive models. This paves the way
for new ways of doing business, often based on
real time data.

13
 IT’S NOT ONLY ABOUT
COLLECTING DATA, IT’S
ALSO ABOUT COMBINING
IT SMARTLY
The disruptive value of Data & Analytics lies not
in isolated data sources, but in the combination of
data sources. Interlinking data from public
transport with location data from telecom
providers serves as an example where additional
customer value is unlocked with more accurate
travel advice.
15
 KEY FINDINGS
GLOBAL SURVEY

D&A HAS FAST

ENTERED THE ADOPTION

MAINSTREAM
92% use D&A for marketing purposes. 81% said D&A
has improved their understanding of customers
97%
of organizations say they are already
using D&A in some area of the business
EARLY
ADVANTAGES 86%
of respondents say they are already
making faster decisions
ARE ALREADY
BEING ENJOYED
of respondents say they are already
of respondents say 67% reducing business risk
they are already
80% making more
accurate decisions

STRUGGLING BUT BIG

FOR
SUFFICIENT
CHALLENGES
SKILLS STILL REMAIN
87% have avoided a significant risk as a
result of using D&A

only

14%
think they have all the talent and
capabilities they need to fully
leverage D&A
16
 Clarity on Data & Analytics

GETTING OPPORTUNITY LOST

INSIGHTS
MISSING VALUE
MISSING THE MARK
of respondents have created
only

19%
have improved more tailored
their offers to
understanding prospective
of customers customers
but only
say they are already
“very satisfied” with
the insights their
D&A tools provide
GROWING GAPS
BETWEEN
GOOD AND GREAT

KEY AREAS OF OPPORTUNITY

REMAIN UNEXPLORED

Less than a quarter say only only

31% 16%
they currently use D&A to
identify new revenue
streams

of respondents say they say they use D&A to

have used D&A to drive predict future trends
individualized marketing 17
Louis Gisler is Head of
Data Management, Data
Warehouse and Business
Intelligence at health
insurance company CSS.
In this role, he is at the
forefront of getting more
value out of data and has
a clear vision on how
Data & Analytics may
change the health sector.

The potential of Data & Analytics like this. However, he is also a realist insights from our data in the interface
is completely unlimited in the health and knows that right now one of the key with our customers, we improve the
(insurance) sector. It is possible challenges is to build an organization quality of the services and the customer
to imagine a world where health that has a positive attitude towards the satisfaction. In contact with the
providers, insurance companies and use of data. customer, our representatives have a
other organizations share data to wealth of customer information as a
vastly improve customer experience, “In recent years, we have laid a strong basis for superb interaction.”
process efficiency and – perhaps most foundation for the use of data in our
importantly – the quality of diagnoses processes, with a good platform for the The results of this effort are very
and treatments. Gisler is fully aware of storage and analysis of data in place. satisfying and this paves the way for
this potential and eager to put a great Our vision is to be best in class in more innovative applications of data.
deal of effort into realizing scenarios customer service and by integrating Examples are diverse. CSS can integrate
data from social media to enrich their
customer data; data scientists can track

Data analysis at errors in (financial) processes by doing

probability analysis on data; integrating
data from hospitals can contribute to

CSS Insurance:
better health care for (groups of) CSS
customers; and a smart analysis of the
internal CSS customer data may give

igniting the
professionals surprising new
perspectives on their customer portfolio.

“Technologically, the possibilities have

business while become both immense and affordable.

We are now exploring the potential step
by step. One of the key preconditions is

managing
to be fully aware of the sensitive nature
of personal data in the health domain.
We can and should restrict ourselves to

expectations
using the data in such a way that our
customers feel comfortable. The use of
data from social media is an example of

18
 Clarity on Data & Analytics

Gisler, “It’s all about learning to think

in possibilities, not in limitations,” says
Gisler, “and enabling the business to
explore this potential themselves, as our
resources are limited. Once the business
starts to experience the value of the new
initiatives, more and more people will
jump on the bandwagon. The business
will then embrace data analysis as a
vital tool and may even become
addicted to it. Recent projects have
shown some surprising insights and that
this: although this information is out in in this respect is that the role of the CIO ignites enthusiasm in the business. Of
the open, we should be cautious in using and CMO is combined in one person.” course, that’s good. At the same time,
it. Data protection will and has always we can’t perform miracles or expect
been a key success factor of our Another important precondition is that data analysis to solve every problem.”
business and comes from the heart of the use of data analysis should be a joint
our business. Being an insurance effort of data scientists and business What is the future potential? Gisler
company, our success is strongly professionals. “Recently, we’ve started has no fixed ideas on the future of data
dependent on the trust we earn from our quite a few new projects to discover new analysis in the health sector, as he
customers.” possibilities. Typically, this is done in believes it’s a matter of a step by step
short sprints, with people from the discovery. “As of now, there’s ample
Gisler stresses the importance of good business and our data scientists working room for improving our own processes
governance: “To succeed, one must together in integrated teams. The by adding more data intelligence and a
ensure that Data & Analytics is approach is in many ways similar to the tailor-made approach, even if we
represented in a senior position in the agile software development. Adopting restrict ourselves to the use of
company. Data & Analytics is not a this approach helps in building the right anonymous data. But in the end, data
support function to the business; it culture in the business. Ultimately, the analysis will lead to tailor-made
should actually take the lead in business should pull the application of advice on your personal health. As of
transforming the business. This can only data analysis.” now, it’s uncertain what the killer app
be the case with strong sponsorship will be and who will take the lead. It’s
from the top. At CSS, we have full “It’s all about learning to think in definitely a matter of earning the trust
support from our leadership. What helps possibilities, not in limitations”, says of the customer to use the data.”

19
 Integration
“The data revolution in healthcare has
been building for a while, driven by an
explosion of information about the

of data across
human genome, digitization of
medical records and access to
healthcare databases. This on its own
does not really tell you anything,
though - it is data in the most classical
sense. organizations and
the value chain is
The exciting next step for Roche is
applying our comprehensive
knowledge of biology and medicine as

key
Molecular Information. This is the
interesting part as it is all about
identifying and characterizing
diseases. So you look at the mutations,
build the correlation to the disease and
finally build a correlation to the
treatment. Combining pharma and
diagnostics with information and analytics. We have already helping oncologists today by
technology has the potential to bring addressed a lot of the technology providing a characterization of the
Personalized Healthcare to a new challenges posed by big data in a very tumor and matching it with treatment
level, accelerating R&D and pro-active way. options.”
improving patient care.” To help with some of these challenges
over the last two years, we acquired 11 Predicting the future is impossible.
Hippe is aware that the revolution will companies, adding key capabilities to Nevertheless, can you share some
need a persistent and consistent efficiently aggregate and analyze insights on the future potential of
attitude, as there are quite a few molecular information. D&A for Life Sciences and how the
obstacles to overcome. He points out The use of sophisticated tests and access to better information and D&A
that standardization and integration are analytical tools such as those from will impact the industry in the next
essential on the road to success. Foundation Medicine are already five years?

“For the healthcare industry, the

challenge is to standardize and
manage this data in order to gain new
insights for fighting cancer and other
serious diseases. The ability to
integrate data across organizations and
the value chain is key, from discovery
to real-world use after regulatory
approval. This requires standards for
consolidating, characterizing,
validating and processing data. Roche
has a long history of investing in data

20
 Clarity on Data & Analytics

Dr. Alan Hippe is Chief

Financial and IT Officer at
Roche, a company
operating at the forefront
of the data revolution in
pharma. He elaborates on
the use of D&A and the
future prospects for
improving the lives of
patients.

“There are clear benefits for patients. really follow how a patient progresses chain, our vision is that we will begin
One element is smarter R&D, the other based on the molecular signature. For to be able to predict if and when a
is better and targeted patient care. In example, you understand the genome patient might relapse in the future. This
R&D what is already tangible is the of a patient, treat them with a certain could mean that hopefully patients can
ability to move towards more targeted medicine and then monitor how they be brought on to new treatments
prospective studies based on respond over time and how the proactively before a relapse.
retrospective analysis. Where we can mutations change over the same time
predict how certain patient populations period.” As the amount and complexity of data
will respond to a disease and a and the opportunities described above
particular treatment. This is an area To conclude: Information and D&A in increase, information management in
where we are already seeing an Life Sciences offers a range of new our organization becomes more
impact. possibilities in the marketplace. important. We are already working to
Innovations are rapidly changing the implement advances in information
What will be completely new is that business landscape and fuelling technology, data storage and
we will be able to monitor patients customers’ extreme expectations. How information sharing.
over time. Molecular signals change do you systematically explore these
over time and being able to get a clear trends and how can you anticipate what Nevertheless, all of these developments
understanding of how mutations in patients need next? are still in their early days, and there
DNA and alterations in proteins are still many questions related to the
develop will give us clear insights into “There are huge possibilities in these standardization and compatibility of
how a treatment can be adapted to areas and we are anticipating and data from different sources. It is also
meet those changes. On the patient hoping for significant improvements essential to ensure data privacy and the
care side, when you have the data and for patients. For example, by using appropriate regulatory oversight in
the analytics in place together, we can Data & Analytics across the value these areas.”

21
 Do you
know what you’re
looking for?

Most Google users will have noticed this week and so on. This context is the answer is no, and that is exactly
that the company has developed its very helpful in delivering results that why Dorian Selz started Squirro to
search capabilities tremendously over really matter to you as a user: Google fill in this niche area. When
the years. One of the major provides you with tailor-made answers developing local.ch – Selz was the
improvements is that Google is now instead of a list of results that are 99% founder – he experienced how people
doing a better job at “guessing” what meaningless. Or at least, it tries to. used search strings – “an average of
you are actually looking for when 1.23 keywords as search input is not
typing a simple search string. It can do Now let’s jump to a business being very precise in describing
this because it has information about environment. And ask yourself the what they are looking for” – and
you: Google may know your current question: do your employees have concluded that a novel approach is
whereabouts, your profession, your this kind of contextual information in needed to actually figure out what
expertise domains, your schedule for their professional work? Very likely users want.

22
 Clarity on Data & Analytics

The classic problem of search: if you

want to find something, you need to
know precisely what you are looking for.
Often, this is not the case.

This contextual intelligence – aimed at

more efficiency and more effectiveness
– is of course just one of the domains
where D&A has potential. How does
Selz perceive the Swiss business
landscape in the perspective of D&A?
“Switzerland has a number of strong
industries where D&A has potential.
Take the pharma sector, where a wealth
of data is being used to develop new
drugs. And take the banking industry.
Banks basically thrive on data. In a
way, the financial crisis has been a
blessing in disguise as it has pushed
them into making better use of the data,
thereby delivering better value to the
customer. Laws and regulations have
forced them into getting their data in
order and many banks are changing
their business models and starting
experiments. I sincerely hope that they
are doing so out of a desire to discover
The mission of Squirro is simple: Get understanding of the data. This data is new frontiers, rather than as a reactive
the right information at the right time often available in lots of different response to the laws and regulations
in the context of your work. Turning structures and databases – internal and that are transforming the financial
this into everyday practice is a lot external - and with a variety of industry. More generally I see that as a
more complicated. Selz can slice it definitions. The third one is to offer a danger for Switzerland: a culture of
into 3 steps. “The first one to crack is coherent user experience. Using this ‘wait and see’ instead of eagerness to
the context. An example is an context intelligence should be discover new worlds.”
employee who has contact with a intuitive. It should be so easy that you
customer. In this case: the relationship don’t even need to train people.” To conclude: Does Selz have any
with this client is the context. The generic advice for companies with
second one is getting access to and Successfully dealing with these three respect to D&A? “Start small. You will
challenges will make sure that – for be surprised to see what comes up when
instance – an employee who is calling a you sit around with some people in a
client has all the relevant insights of this workshop to look at the data landscape
Dorian Selz is CEO of Squirro, a client at his disposal – without even and the corresponding opportunities.
Swiss company that enables typing key words in a search box. This These discussion may lead to cases of
context based search to solve this is enabled by a system that collates and more concrete use, and successful
problem in business environments. analyses data across multiple systems implementation sparks enthusiasm to
He explains why this is important both internal and external to the explore more potential. On the other
and shares his view on D&A in company. The system learns patterns hand, starting with big hairy goals has a
Switzerland: “Opportunities are that we would normally miss and also risk: if you don’t succeed, it will be
plentiful; a ‘wait and see’ attitude learns from human behavior to improve harder to jump on the bandwagon of
is dangerous.” the “search results”. D&A a second time.”

23
G
S
GLOBAL
SURVEY
25
 VAL·UE
/’valyoo/
Noun:
The achievement of an outcome that
has importance, worth or usefulness
to an organization.

26
 Clarity on Data & Analytics

About this research

At KPMG, we help to deliver value from D&A by helping

clients create solutions to their business problems in a
way that allows them to achieve measurable
improvements across the three key areas of cost,
growth and risk.

Christian Rast, Global Head of Data & Analytics

This report is based on survey data collected from 830

senior business executives across more than 15 countries.
The survey was conducted on behalf of KPMG International
by an independent research partner between August 2014
and January 2015 and was augmented by one-on-one
interviews conducted in May 2015 with sector leaders and
KPMG subject matter experts.

The survey represents a wide variety of the following: Thanks to our contributors:
• Job titles, including Chief Financial Officers, Chief Nova Spivack, CEO and Co-founder of Bottlenose. Mr. Spivack
Marketing Officers, Chief Human Resources Officers, Chief is a serial technology industry entrepreneur and recognized
Information Officers, Chief Analytics Officers and Chief thought leader on search, Big Data, cognitive computing and
Executive Officers the future of the Internet.
• Industries, including Telecommunications, Healthcare & Life
Sciences, Retail, Insurance, Banking and Industrials & Dr. Mark Kennedy, Director of the KPMG Centre for Advanced
Chemicals Business Analytics and Associate Professor in the
• Markets, including Australia, Brazil, Canada, China, France, Department of Management, Imperial College Business
Germany, India, Japan, Mexico, the Netherlands, Singapore, School, London. Dr. Kennedy’s research focuses on the
Spain, Switzerland, the UK and the US emergence of new markets and industries and the more basic
• Viewpoints, including comments, analysis and insights from building blocks of organizing – categories, identities, forms,
global organizations, international services organizations strategies, practices and reputation.
and KPMG’s own network of experienced professionals
around the world

27
D&A enters the mainstream
Address the issues you are facing

Most clients do not ask for a D&A solution; they ask for a
solution to a specific business problem. Understanding
your biggest issues will direct you to where you can best
focus D&A to address them.

Back in 2013, almost seven out of every ten ahead, it is clear that industry sectors now
senior executives agreed that they needed to do understand that D&A will be a game changer.
something about D&A. But a staggering 96
percent also admitted they were not using D&A Ask business leaders if their organization uses
effectively. D&A and you will hear a resounding “yes”.
According to our survey, 97 percent of business
Today, evidence points to the fact that D&A is leaders say they already use D&A to manage risk
enjoying widespread adoption across the (two of the remaining three percent say they will
enterprise and around the world. And while adopt D&A for risk within the next two years).
certain markets and sectors may seem further More than nine out of ten say they already use
D&A for sales and marketing purposes.

Current uses of D&A

CURRENTLY USING

RISK 97%

SALES AND MARKETING 92%

FINANCIAL MANAGEMENT 87%

RESEARCH AND DEVELOPMENT 80%

FINANCIAL STATEMENT AUDIT 77%

SUPPLY CHAIN 77%

TAX MANAGEMENT 75%

HUMAN RESOURCES 75%

CAPITAL ALLOCATION 74%

28
 Clarity on Data & Analytics

D&A enters the mainstream

Understand that the insights do not come from data alone

They come from analyzing the data and working across

silos to map this back to the issues and challenges the
business is addressing.

Our data also shows that D&A adoption is activity. Only one in six cited cost reduction as
starting to spread across the organization. In fact, their prime motivation.
more than three-quarters of respondents said
they already use D&A in areas such as Research “Finding areas of potential cost reduction is
& Development, Supply Chain, Human Resources about looking at historical data and benchmarking
and Finance. Most of the rest say they plan to your cost structure to find savings and anomalies,
adopt D&A in these areas within the next two whereas identifying new growth opportunities
years. and productivity improvements requires
organizations to be more predictive in the way
At the same time, the motivation and drivers for they use and interpret their data,” notes Christian
adopting D&A are also starting to shift towards Rast, Global Head of Data & Analytics at KPMG.
value creation. Almost half (47 percent) of “At the end of the day, growth and productivity
respondents said that improving productivity is are about adding value to the organization,
the primary driver of their D&A activities, while something that D&A excels at.”
37 percent said that sales growth drives D&A

Greatest motivation for D&A

16% 16%

47% 47%

37% 37%

Reducing costs Reducing costs sales growth

Generating Generating sales growth productivity
Improving Improving productivity

29
D&A enters the mainstream
Go beyond point solutions

Transcend individual projects to move towards an

overarching enterprise-wise D&A strategy that underpins
investment decisions.

D&A implementation varies by region underpinning the rise of online transactions are of
Interestingly, respondents from Germany seem particular interest, as well as the increasingly
more focused on reducing costs than their peers, important roles of social media and mobile
while those from China were most focused on devices. These trends are fundamentally
improving productivity. However, looking across reshaping the way consumers in China purchase
markets it seems that most are focused primarily goods and services, and how businesses operate
on either improving productivity or generating online. We have therefore seen a significant
sales growth. increase in the volume of customer data through
transactions and social media in China, as well as
Similarly, retailers were the least likely to say new mobile and targeting technologies that
their D&A initiatives were focused on cost enable companies to understand and predict
reductions and were most likely to cite sales customer preferences.”
growth as the top motivator. Respondents from
the Telecommunications, Insurance and Banking However, while reported adoption rates seem
sectors all suggested that improved productivity very high, questions remain as to how advanced
was the top driver behind D&A. these capabilities are.

As Torsten Duwenhorst, Lead Partner of Data & Understand that the insights do not come from
Analytics for KPMG in China, says, “We have data alone. They come from analyzing the data
seen rapid take-up of D&A strategy in the China and working across silos to map this back to the
market, where homegrown platforms issues and challenges the business is addressing.

Many organizations are certainly using D&A-type solutions to generate insights from their
enterprise data; the real question is to what extent this is really advanced analytics or just
marginally more sophisticated management reporting. D&A increasingly means combining the
right tools, capabilities, algorithms and technology to analyze multiple sources of information in
near-real-time. Without that, organizations may never be able to reach a stage of maturity where
they can conduct more advanced activities such as predictive analytics, pattern recognition,
anomaly detection and so on.

Nadia Zahawi, Director, Global Data & Analytics

30
 Clarity on Data & Analytics

MOST IMPORTANT DRIVERS OF D&A

INSURANCE
TELECOMMUNICATIONS

15%

23%
60% 25%
60%
17%

RETAIL

7%
20%

73%

HEALTHCARE & LIFE SCIENCES BANKING

14%
15%
36%

50% 58% 27%

Reducing costs Generating sales growth Improving productivity

31
 FOCUS
on customers
92% use D&A for marketing
purposes
say D&A has improved their
81% understanding of customers

72% say they are regular or

heavy users of social media 41%

say D&A has helped them
create more targeted offerings
data to improve customer to prospective customers
relationships

32
 Clarity on Data & Analytics

Delivering actionable insights

Define what value you are looking for

What is it you want to achieve? Is it reduced cost? Better

risk management? Improved customer experience? The
truth is that “value” differs depending on the issue you are
dealing with.

As organizations improve the sophistication of their Are the necessary building blocks in place to
D&A capabilities and activities, many are starting turn insights into value?
to find that their greatest challenge lies not in Our data indicates that, while adoption may be
uncovering insights from their data, but rather in widespread, most organizations continue to
creating actionable, business-driven insights that struggle with some of the fundamental building
ultimately lead to tangible and sustainable value for blocks required to move from data to insights, such
the business. as improving the reliability and accessibility of data.
Indeed, more than half of all respondents said they
As Gartner noted when they first published the are still experiencing difficulties evaluating the
Hype Cycle Model2, most organizations tend to set quality and reliability of their data.
out on a technology journey with somewhat
inflated expectations, often followed by what
Gartner termed the “Trough of Disillusionment” as
expectations are missed and value is questioned.

In most organizations, customer data is often fragmented across almost every function in the
organization – from finance and risk through sales and customer service – and this data needs to
be brought together to achieve a richer understanding of the customer. But organizations can’t just
see this as a data or technology issue – driving real value from customer data requires multiple
stakeholders to come together to agree on what they want to achieve together and, therefore,
what questions to ask the data.

Anthony Coops, Partner, KPMG in Australia.

2
http://www.gartner.com/technology/research/hype-cycles/

33
Delivering actionable insights
Current and future benefits to competitiveness

Operations
CURRENT BENEFIT POTENTIAL FUTURE BENEFIT

FASTER DECISION MAKING 86% 9%

IMPROVED DIALOGUE 81% 13%

WITH CUSTOMERS

MORE ACCURATE DECISION MAKING 80% 18%

INDIVIDUALIZED MARKETING 31% 62%

IDENTIFICATION OF 24% 73%

NEW REVENUE STREAMS
PREDICTION OF FUTURE
16% 80%
MARKET TRENDS

Strategic
CURRENT BENEFIT POTENTIAL FUTURE BENEFIT

GREATER EMPLOYEE SATISFACTION 77% 13%

ENTERPRISE-WIDE ACTIONABLE 72% 23%

INSIGHTS

BETTER-TARGETED PRODUCTS 70% 25%

REDUCED BUSINESS RISKS 67% 30%

34
 Clarity on Data & Analytics

FOCUS
on risk
say they currently use D&A
97% for risk management
“From the early detection of new risks to the
ongoing monitoring of controls and systems, D&A
can help organizations and their boards significantly
reduce their risk profile,” noted Paul Tombleson,
have avoided a significant
87%
risk as a result of using D&A
Partner, KPMG in the UK. “In the Financial
Services sector, for example, organizations are
using advanced analytics to not only monitor
face challenges translating conduct risk, but also to predict – and then avoid –
36% data into actionable risk potential misselling situations. The more advanced
management insights organizations are then using the same data to
develop new products, identify new markets and
improve their customer experience.”
use D&A on a monthly
63%
basis for decision making

7% use it daily

35
Turning insights into value
Measure your success

What is it you want to achieve? Is it reduced cost?

Improved risk management? Improved customer
experience? The reality is that “value” differs depending
on the issue you are dealing with.

Capturing value from your D&A initiatives requires particular focus will first need to be placed on
three ingredients: actionable insights, strong creating better alignment between the business
change management processes and executive and the analytics process, which will allow IT and
support. But more than anything, it requires business leaders to better understand what
organizations to take a fundamentally different improvements and capabilities might be required
approach to D&A that starts with understanding to better support the business.
what the business wants to achieve and then
aligning the D&A tools, capabilities and data to According to Dr. Mark Kennedy with Imperial
support that. College, London, “Many people seem to be doing
a pretty good job at gathering reliable data together
As our survey suggests, organizations around the and doing some analysis on it. The challenge is that
world (and their boards and investors) are there is often a disconnect between the people
increasingly looking to connect the insights they who are doing the analytics work and the people
are creating from their D&A programs to value who actually have to make the decisions based on
generation. Many are finding that much value those insights and then implement them.”
remains untapped and – while insights may be
flowing from the data – very few seem to have “Very rapid change is a challenge for any
figured out how to drive value from that organization, and with D&A, it is particularly acute.
information. Organizations now see three drivers of a big gap
between the vision and the reality of D&A: the gap
“The truth is that an insight is nothing more than between early adopters and laggards (both within
information until you use it to actually change and between organizations), the gap between
something; maybe it’s a new process or an data-savvy and non-data people, and the gap
improved control, or maybe it’s a new product between those at the peak and those in the trough
strategy or a tailored offering to an individual of Gartner’s Hype Cycle,” observes Nadia Zahawi.
customer – the trick is in knowing what you want “These gaps become a particular challenge when
to change and then applying the right D&A tools organizations try to take the leap from insight to
and algorithms to get there,” notes Anthony value because it becomes hard to align
Coops. expectations and build a common understanding
of what needs to be done to deliver maximum
Interestingly, while respondents cited challenges value.”
related to talent, data quality and education as
barriers to adoption, they were far more likely to
suggest that improved analytics techniques will
be the key to unlocking new revenue from their
D&A capabilities.

Better alignment
While improving analytics techniques will certainly
be important as the business becomes an
increasingly sophisticated consumer of D&A,

36
 Clarity on Data & Analytics

Top priorities to drive revenue from D&A

84% IMPROVE DATA ANALYSIS

TECHNIQUES

INCREASE

66% ADOPTION
ACROSS THE
BUSINESS

66% IMPROVE
DATA CAPTURE

52% BUILD UNDERSTANDING OF

HOW TO USE D&A

HIRE TALENT
TO DEVELOP 28%
D&A CAPABILITIES

Note: respondents were able to select more than one answer.

37
KPMG POINT OF VIEW

FOCUS
TOPICS
39
KPMG point of view
How to outsmart your peers: a heel-and-toe strategy

A good Data & Analytics strategy has the potential to

improve the financial performance of your company. We
can distinguish three domains for creating value: realizing
growth, controlling risk and optimizing performance.

The question is: how can executives outsmart At the same time, being successful in the age
their competitors in (a combination of) of Big Data depends not only on moonshot
these domains? One basic condition is that projects but also on incremental improvements.
companies must be able to adapt to changes Combined, these improvements act as an
to be tomorrow’s winners. important factor in competing with other
companies. The good news is that with the
Therefore, business leaders need a profound continuously decreasing costs of storing,
understanding of what’s happening in the field handling and analyzing data, it is becoming
of Data & Analytics in order to have a clear more and more attractive to put small wins
outlook on their options. into practice. Therefore, it is essential that
companies develop capabilities in this domain.
Every Data & Analytics strategy is in fact a
balancing act. On the one hand, it is about Furthermore, good governance is essential to
imagining new opportunities, and some of make sure that Data & Analytics projects live
these can only be lighted upon when the up to expectations and that their potential is
business strategy does not smother unorthodox more than “vaporware”: applications that are
or even weird ideas. However, a fully announced to the general public but never
experimental journey is rarely very rewarding actually manufactured or officially canceled.
for the business. That is why, on the other hand, Executives are in the position to make sure that
the problems in the business should always be Data & Analytics projects and departments get
the start of a journey into the possibilities of the power and the resources that are needed
Data & Analytics. The challenge is to empower to succeed. Data & Analytics should not be
the business while at the same time having the considered as a support function to the business.
flexibility to profit from new opportunities that It deserves to be in the driver’s seat to be able
are uncovered during the journey. to transform the business in the aforementioned
three domains. Strong sponsorship from the top
We can draw an analogy with moonshots is an important prerequisite.
versus incremental wins. Moonshots are
disruptive innovations that create radically To conclude, we refer to the analogy of the
novel products and new markets. To explore oil industry again. In the early days of the oil
this domain, business leaders should not industry, many “gold-diggers” were eager to
grant their employees an unlimited license find new oil fields, but had no idea if the land
to experiment. Rather, they should facilitate offered more than a promise. Drilling was a
experiments under strict governance. This gamble that involved hoping for the best. This
is comparable to the heel-and-toe technique need not be the case when it comes to Data
used by professional racing drivers, which & Analytics: armed with proper insights into
involves operating the throttle and brake pedal the potential results, the presence of data
simultaneously with the right foot in order to scientists and good governance, executives
raise the engine speed and smoothly engage can remain in control of their Data & Analytics
the lower gear. efforts. Succeeding with Data & Analytics is not
a matter of luck. It is a matter of preparation.

40
 Clarity on Data & Analytics

Realising growth
A smart use of Data & Analytics may uncover new potential to grow
current business or to start new business. Companies can develop new
revenue streams, expand existing revenue streams, and gain greater
customer insights.

Controlling risk
Data & Analytics may also offer very efficient and effective approaches
for risk management and compliance requirements. These approaches
are often cheaper than established ways of working. Moreover, it offers
new ways for monitoring the abuse of authorizations and the detection
of fraud.

Optimizing performance
Data & Analytics also offers room for improvement in the domains of
process analysis, resource allocations and cost efficiency.

41
KPMG point of view
Are companies really going beyond the data?

In our opinion, executives need more than a D&A plan.

They need an execution strategy to follow through on their
D&A visions and reap the greatest benefits from D&A
applications.

D&A is rising up the agenda – for executives, for cases. The retail sector, for example, tends to
business managers, for customers and for equity demonstrate amazing sophistication when it
markets and investors, as explained in KPMG comes to focusing on customers. Banks often
International’s upcoming report Data and analytics: shine when using D&A to look at risk. And a host
a new driver of performance and valuation. Nobody of other sectors seems to understand how to
should doubt the progress that has been made extract value from insights when trying to improve
over the past two years – most organizations productivity.
should be fairly pleased with how quickly they have
adapted to this new data-driven world. Those that are leading the pack, however, show
that they increasingly understand the inherent
Today’s leading D&A organizations are now value that insights can deliver across the
focusing on key topics such as how to bring Data organization. They are breaking down the internal
& Analytics closer to the business, how to break silos and bringing the best of their data, people
down silos and encourage cross-functional and technologies together across the enterprise.
approaches, how to refocus their activity around They are experimenting, innovating and being fast
strategic imperatives, and how to prioritize what to fail. They are prioritizing efforts to make the
can be done by leveraging D&A. most out of their limited resources, but, most
importantly, they are acting on the insights they
However, this year’s survey suggests that most find.
organizations have not yet realized the full strategic
importance of D&A. Clearly, most are now running We are convinced that most organizations do not
D&A projects and the vast majority know that yet see how D&A could transform their ability to
success depends on the ability to both tap into serve customers and generate revenue in new
data and build the required analytics capabilities. ways. Many are simply following with blind faith
Given the massive potential of D&A, it is not the idea that D&A will eventually lead to improved
surprising that most also say they are already growth or competitive advantage. And they are
seeing value flow from some of the internal returns being driven by highly visible examples of
that come from cost cutting or greater productivity. companies that are successfully using D&A to
innovate and create new value. But most do not
Our experience suggests that while some yet have a clear vision of what is truly possible
organizations are already making good progress with D&A.
gaining value from insights, it is limited to particular

42
 Clarity on Data & Analytics

BIG DATA
ALONE ISN’T VERY SMART,
BUT THE APPLICATION OF EXPERT ANALYSIS?

BRILLIANT.
43
KPMG point of view
Management reinvented:
Say goodbye to intuition and experience
Management can be drastically improved by the use of
Data & Analytics as it offers us better insights as input for
decisions. But to do so, we must drastically reinvent the
way we make decisions.

In the words of Ian Ayres, in his book decisions and sometimes even ignore hard
Supercrunchers: “Instead of having the statistics facts. They are convinced that their judgment
as a servant to expert choice, the expert and intuition are better than an algorithm.
becomes a servant of the statistical machine.” The reality is: it’s not. Computer algorithms
Nowadays, management is considered an “art”: are already better than humans at diagnosing
decisions are largely based on experience in cancer, predicting supplier reliability, general
combination with gut feeling. It is our human election results and many other areas abundant
nature to interpret the past and use this as the with data. However, it will probably take a few
basis for our judgments of the future. Most decades for boardrooms to accept this.
managers believe they’re pretty good at making

D&A – A NEW DRIVER OF PERFORMANCE AND VALUATION

In the next several years investors and equity analysts believe Data & Analytics will have a
substantive and dramatic impact on the companies and sectors they cover. D&A will alter
the competitive landscape, rewarding some companies and punishing others - especially
in the longer term. “Across all industries, there’s no escaping it,” says a buy side analyst
focused on the technology industry. In response, investors and analysts anticipate that
companies’ strategic use of Data & Analytics will play a greater role in both investment
decision making and valuation.

The KPMG International report Data and analytics – a new driver of performance and
valuation confirms that D&A strategies have moved beyond boardroom discussions
and now impact the capital markets. Investors are more likely to reward those who
can effectively showcase their D&A strategy and its results with higher evaluations and
more favorable investments. More than half (54 percent) of investors and equity analysts
participating said that they expect companies’ D&A strategies to cause a disruption in
sector dynamics over the next three years, with many commenting on the appeal of
data-driven organizations to their investment portfolio.

Today, most companies are not doing a satisfactory job of explaining either their D&A
strategy or the results that will accrue from it. We believe that telling that story effectively
will be a major focus for companies in the next decade.

44
 Clarity on Data & Analytics

IT HAS BEEN SAID THAT

NUMBERS
DON’T LIE.
WITHOUT EXPERT ANALYSIS
HOWEVER, THEY DO
OCCASIONALLY.
45
KPMG point of view
The talent battle

Organizations that take Data & Analytics seriously should

invest in this domain, as it is more than crunching data with
the off-the-shelf tools. The basic capabilities are of course
in the domain of statistics in combination with the use of
specialized tooling.

However, this is really just the basics. in from different sources, to infer from those
Data scientists must also be able to fully patterns how customers behave and to write
understand the business context as this is statistical models that pinpoint behavorial
essential for spotting new sources of value triggers.” It is a fact that we can’t do without
and imagining new products, services and highly skilled data scientists to make sure we
business models. Seamless cooperation with don’t jump to wrong conclusions in the data
business professionals is also called for, along driven society.
with the willingness to conquer potential Skilled data scientists that are fully aware of
cultural clashes between the “hoodies” in the the risks of misinterpreting data. In scientific
world of the data scientists and the “suits” lingo we talk about the Simpon’s paradox, an
in the business context. Ergo: you need example of which is given by statistics on the
highly educated professionals that are smart, use of life jackets. These show that people
collaborative, curious, social and creative. And not wearing life jackets survive more often
we know that there is a shortage in talent… in case of an emergency. Although this is
counterintuitive, it does make sense on closer
A recent article in The Wall Street Journal said examination: sailors wearing life jackets are
data scientists are a hot commodity. They are more likely to be experiencing bad weather
called “unicorns” because of the combination conditions, which is a dominant factor in
of skills they must possess. The ideal survival. A good data scientist would notice
candidate “must have more than traditional this sampling bias - would be able to look
market-research skills: the ability to find beyond the obvious. This is the main argument
patterns in millions of pieces of data streaming why D&A is much more than number
crunching by fast computers.

WAR FOR TALENT – TIME TO CHANGE DIRECTION

In the fifteen or so years since The War for Talent changed how companies manage
talent worldwide, HR approaches that overly focus on high performers have become
deeply entrenched. Now, after the economic crisis, the war for talent appears to be back
in full force – and companies that take a fresh look at their tactics stand to gain more
competitive ground as a result.
Source: KPMG’s HR Center of Excellence Survey 2014

46
 Clarity on Data & Analytics

WHERE SOME SEE

ONES AND ZEROS,

WE SEE
OPPORTUNITY.
47
KPMG point of view
Ask the right questions

Don’t do D&A just for the sake of doing it. Prioritize

your insights and understand their potential value,
not only in terms of the “size of the prize”, but also in
terms of speed and complexity.

Companies using D&A in marketing said the growth opportunities or risks. As a result, many
greatest impact of D&A has been on improving seem to be missing out on some areas of
information about customers (arguably a passive enormous potential, such as individualized
activity) versus using that information to create marketing, the identification of new revenue
more tailored customer offers or to decide which streams and the prediction of future market trends.
services to launch.
“Companies are getting really good at collecting
Largely because of the gap between insights and data, but they are having big problems
value, many organizations said the greatest connecting it. Analyzing a single source of data
benefits from D&A stem from achieving faster, will never drive real value; it takes multiple
more accurate or better-informed decision making streams of data to get real insight,” says Nova
rather than the discovery and application of new Spivack, CEO, Bottlenose.

KEY QUESTIONS
Receive a lot of data, but little or no insights?
Trust the data to make decisions?
Utilize information to predict future behaviors at specific levels
of confidence?
Have the ability to analyze/combine information from across functional
areas to gain full process insights?
Know how the business is doing against its goals?

48
 Clarity on Data & Analytics

THE GENIUS OF
BIG DATA
IS NOT THE MOUNTAINS YOU BUILD.
IT’S THE VIEW YOU GET
FROM THE TOP.
49
 CLARITY ON DATA & ANALYTICS

EIGHT KEY TAK

1 3 4
ADDRESS THE
ISSUES YOU ARE
FACING

Most clients we work

2
UNDERSTAND
THAT THE
GO BEYOND
POINT
SOLUTIONS

Transcend individual
 DEFINE WHAT
VALUE YOU ARE
LOOKING FOR
with do not ask for a INSIGHTS DO projects to move
D&A solution; they NOT COME towards an overarching What is it you want
ask for a solution to FROM DATA enterprise-wise data- to achieve? Is it
a specific business ALONE. driven culture that reduced cost? Better
problem. Understanding underpins investment management of risk?
your biggest issues will They come from decisions. Improved customer
direct you to where you analyzing the data and experience? The reality
can best focus your working across silos to is that “value” differs
D&A capabilities. map back to the issues depending on the issue
and challenges the you are dealing with and
business is addressing. its relative importance
D&A is a team game. to the business.

50
KE-AWAYS 8
ENGAGE EARLY
ASK THE RIGHT WITH

5
QUESTIONS STAKEHOLDERS

7
Don’t do D&A just for Articulate the value of
the sake of doing it. D&A to the business
Prioritize your insights and to investors who
FOCUS ON and understand their increasingly see D&A
CUSTOMERS potential value (not only as a transformative
in terms of the “size MEASURE YOUR strategy, not simply as
Ask yourself how to use of the prize”, but also SUCCESS a way to bring greater
new forms of data and speed and complexity). insight to your existing

6
algorithms to automate Use your successes business problems.
decision making in and evidence of the
order to bring greater value created to fund
customer service and more projects and share
expand your capacity to your expertise and
transact profitably with knowledge across the
customers. organization.

51
About D&A and KPMG

D&A, at its core, is a new way of solving problems with

insights and innovation. Data sources are exploding, and
businesses need to turn data into insights and value. Our
D&A strategy focuses on understanding the overall data
landscape and getting to the heart of your problems so that
our member firm professionals can help solve your most
pressing growth, risk and cost concerns.

KPMG has taken a number of steps to develop new suites of innovative solutions and services
innovative solutions that help clients unlock the in D&A, cloud compliance and transformation,
value of their data: and business solutions.

• KPMG Capital is an investment fund focused on • KPMG member firms have announced a number
accelerating innovation in D&A services and of acquisitions and partnerships that are
solutions to help clients of member firms unlock designed to offer D&A and digital solutions to
tangible value from their data. KPMG Capital is clients helping manage risk and cost, and drive
focusing its investments on solutions that growth.
address the client issues of risk, cost and
growth. For example, KPMG Capital recently Across sectors and countries, through our Tax,
invested in Bottlenose, a company that provides Audit and Advisory services, we can help you gain
stream intelligence to enable enterprises to new insights to remain competitive and relevant.
identify, anticipate and monitor the trends that With 4,300 KPMG specialists across the globe
drive their businesses. focused on delivering D&A capabilities, we believe
that KPMG member firms are uniquely placed to
• In March 2015, KPMG announced an expansion solve your biggest business issues and generate
of its strategic relationship with Microsoft to real value for you, your company and your
include a global collaboration to jointly deliver shareholders.

LOCATIONS
1 10 8 BASEL 1
BERN 2
9 GENEVA 3
11
7 6 LAUSANNE 4
2 LUGANO 5
LUZERN 6
4 NEUCHÂTEL 7
ST GALLEN 8
ZUG 9
3 ZURICH 10
5 SCHAAN (LI) 11

52
53
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Turning regulation
Transforming into value
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 Clarity on Data & Analytics

I M P R I N T A N D C O N TAC T S

For further information on

Data & Analytics
please contact:

Ulrich Amberg Publisher

Partner, Head of Consulting KPMG AG
+41 58 249 62 62 Badenerstrasse 172
uamberg@kpmg.com P.O. Box 1872
CH-8026 Zurich
Gerben Schreurs +41 58 249 31 31
Partner, Forensic +41 58 249 44 06 (Fax)
+41 58 249 48 29 kpmgpublications@kpmg.ch
gschreurs1@kpmg.com
Editorial Team KPMG
Teodor Pistalu Ulrich Amberg
Senior Manager, Data & Analytics Gerben Schreurs
+41 58 249 62 52 Teodor Pistalu
tpistalu@kpmg.com Konrad Schwenke
Rikard Sandstroem
Ilias Ortega
Anne van Heerden
Partner, Head of Advisory Concept and design
+41 58 249 28 61 KPMG, Stephan Erdmann
annevanheerden@kpmg.com Konkret, Andi Portmann

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