Kyle McNamara

Writing on the use of data and technology for competitive advantage

Archive for the ‘Analytical Capability’ Category

Energy Management is Not Dead

Posted by Kyle on August 17, 2011

This past week brought another announcement of a big name shifting investment away from energy management solutions, which has led some of our clients to ask what’s happening and what’s next.

For starters, Smart Grid represents a bold, new world, full of lots of opportunity and potential.  Countless companies have placed their bets, the government has helped spur innovation through grants, customers have piloted solutions, and we’ve seen the market react through acquisitions and divestitures.   This is healthy and unsurprising.

We’ve long believed, and research has supported, that success in Smart Grid requires an ecosystem of partners, a spirit and willingness to innovate quickly and adapt, and a focus on integrating systems and finding value in data.  We’ve also seen that a lot of the growth in this space comes from smaller firms, who are able to rapidly develop, deploy, and change solutions during these pilots.  And to that end, we have enlisted several to help with our pilots in building energy management and smart grid.

Despite these market moves, energy management remains the “killer app” of the smart grid. 

Traditional Building Management Systems (BMSs) are becoming obsolete and are being replaced with energy management systems.  A host of new types of sensors are available that are wireless and cheap, allowing companies to deploy them quickly and monitor power usage of their lighting, heating, cooling, and other systems.  Vendors are developing applications that integrate with these sensors and with the BMSs (which are becoming IP-enabled).  These applications are moving toward the enterprise level, giving the Real Estate and Procurement departments, not to mention the CFO, visibility into a previously undermanaged commodity across their portfolio of properties.  We believe this represents another great opportunity for our cloud infrastructure, and we are developing a cloud-based solution for our customers.

These solutions are also evolving toward integration with the Smart Grid.  It would be a shame to collect all this data, create elegant dashboards, develop great insights into how to improve energy efficiency – then not be able to act on it immediately.  Plus, once you’re armed with the knowledge of which pieces of equipment are using power at specific times, wouldn’t it be great to tell your utility that you could turn off non-essential equipment or raise the temperature, and bid that power back to them during peak periods?  That type of solution already exists, and we are working with our partners to improve upon what is already there – giving our customers a way to reduce energy consumption, participate in the energy markets, and create new revenue streams, while maintaining business processes and employee productivity.

This is the promise of energy management.  The best is yet to come.

Posted in Analytical Capability, Smart Grid, Utilities | Leave a Comment »

Fewer Data Sources Improves Analytical Capabilities

Posted by Kyle on May 28, 2008

Creating an analytical capability that allows for rapid model development and analysis requires (among other things) easy access to data with little cleansing. However, in many organizations, customer, product, and transaction data is distributed across systems or databases, making it more difficult to quickly develop a data set for analysis. Last fall, I performed a web analytics project and we were able to use less than half of the data available to us because the data sets came from multiple systems and could not easily be matched. Although we drew some insights from the smaller data set, one of our recommendations was to consolidate the data and make it easier to match so that the next round of analysis could be more complete.

I read today that at RBC, all customer data is owned by the enterprise and held in a central database. I don’t know how Wells Fargo manages its data, but I suspect it is distributed throughout the organization; I have two loans with them, my name is misspelled on one of them, there are different rules that govern how I access and pay each loan – when I interact with them, it’s almost like they are two different companies. If these two banks wanted to target their customers with offers based on product holdings, RBC would quickly be able to understand my customer profile, transaction history, and propensity to buy, whereas Wells Fargo would probably require more time to link data sources to develop the same information. RBC is better able to compete because they already have a central data source for analysis.

Last week, I received a mailer from my gas company pitching air-conditioning options to customers with boilers. (Most homes with boilers lack the ductwork required to install traditional “forced air” systems, but there are other options available.) Granted, my home is over 100 years old and utility companies collect information about services at each premise, but I was still impressed by a utility company’s use of data to develop targeted offers based on what they know about me.

Contrast that with Verizon Wireless. After several years of being a customer, I switched to another carrier – but I wasn’t happy with their service, so I came back to Verizon a few weeks later. Rather than re-activating my old account, they setup a new one, effectively losing the history of our relationship. (When I asked the sales rep if they could reactivate my old account or copy the data to the new one, he responded, “No, we can’t do that,” and proceeded to enter my personal details from my driver’s license.) Verizon can still send me targeted offers, but the extra account history would improve their revenue or churn-prediction models.

Posted in Analytical Capability, Information Advantage | 2 Comments »

 
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