Deloitte SA Blog


The talent imperative in the global chemical industry

During moments when companies need to make major decisions, the quality of their talent will likely be the only differentiating asset, as people can swiftly change to meet new needs and creatively solve problems. Unlike other assets, people are dynamic. A factory, for example, can only formulate the chemicals it was designed to make. Even a Bunsen burner can really only make a fire; it cannot adapt to other functions. In an atmosphere marked by change, people will always play a vital role.

The focus on talent in the chemical industry

The global chemical industry is currently experiencing intense changes. A slew of new and on-going challenges — from constrained margins and increasing cyclicality, to activist investors and a dramatic decline in new product introductions — are forcing companies to make dramatic shifts in strategy to continue to generate the return on capital that investors have come to expect. What is more, chemical companies will need to manage these changes in a difficult talent environment marked by a looming wave of retirements and incoming talent that seems to have little interest or awareness of importance of the industry to the economy and society at large.

As these changes continue to unfold and impact the industry, chemical companies may need to introduce new business models and build the corresponding talent capabilities to support them. A talent acquisition strategy could attract the resources companies demand, as well as offer the employees a value proposition that helps with development and retention.

Steps to tackle talent challenges

Addressing these challenges will not be an easy task for executives. However, there are several steps, as detailed in our latest report, that chemical companies can consider to proactively tackle the most pressing issues now rather than reacting to them later, when it may be too late:

  • Building collaboration with human resources
  • Identifying talent early
  • Understanding the Millennials
  • Thinking more broadly on STEM (Science, Technology, Engineering, and Math)
  • Balancing flexibility with productivity

A true, thorough, and effective rethink of a talent strategy means a dramatic shift in thinking. It means moving away from a traditional model that carries with it the inertia of a century-old record of success. Executives need to act now to build those few but critical organisational and talent capabilities required to attract, develop, deploy, and retain the people the industry will need.

What are your thoughts? Join the discussion.

For more information, please download The talent imperative in the global chemical industry here.

You can also contact us on the details below, to discuss these insights further.

Patrick Earlam:
Africa Manufacturing Chemicals Leader

Ursula Fear:
Africa Manufacturing Human Capital Leader

CIO as chief integration officer – A new charter for IT

For many organisations, it is increasingly difficult to separate business strategy from technology. In fact, the future of many industries is inextricably linked to harnessing emerging technologies and disrupting portions of their existing business and operating models. Other macro-level forces such as globalisation, new expectations for customer engagement, and regulatory and compliance requirements also share a dependency on technology. As a result, CIOs can serve as the critical link between business strategy and the IT agenda, while also helping identify, vet, and apply emerging technologies to the business roadmap.

CIOs are uniquely suited to balancing actuality with inspiration by introducing ways to reshape processes and potentially transform the business without losing sight of feasibility, complexity, and risk. But are CIOs ready to rumble? According to a report by Harvard Business Review Analytic Services, “57 percent of the business and technology leaders surveyed view IT as an investment that drives innovation and growth.” But according to a Gartner report, “Currently, 51 percent of CIOs agree that the torrent of digital opportunities threatens both business success and their IT organisations’ credibility. In addition, 42 percent of them believe their current IT organization lacks the key skills and capabilities necessary to respond to a complex digital business landscape.”

To remain relevant and become influential business leaders, CIOs should build capabilities in three areas. First, they should put their internal technology houses in order; second, they should leverage advances in science and emerging technologies to drive innovation; and finally, they need to reimagine their own roles to focus less on technology management and more on business strategy. In most cases, building these capabilities will not be easy. In fact, the effort will likely require making fundamental changes to current organisational structures, perspectives, and capabilities. The following approaches may help CIOs overcome political resistance and organisational inertia along the way:

  • Work like a venture capitalist
  • Provide visibility into the IT “balance sheet”
  • Organise assets to address business priorities
  • Focus on flexibility and speed.

Irrespective of industry, the African CIO in every company needs to consciously transition from an operator and technologist, to a strategist and catalyst, working with the business to introduce transformative technologies. Therefore, integrating the CIO as part of the executive committee needs to happen as soon as possible. Unfortunately, many businesses are not ready for this discussion as they relegate the CIO to a technical function. Technology is impacting the organisation whether more traditionally-minded businesses want to admit it or not.

To learn more about the CIO as chief integration officer, click here or contact Kamal Ramsingh, the Africa Technology Leader.


Tech Trends 2015 – The fusion of business and IT

On Thursday, 10 September 2015, Deloitte Africa launched its sixth annual Tech Trends Report. Each of the trends will be impactful over the next 18 – 24 months regardless of industry, geography or size of the business.

Each one of these eight trends has an impact across the African continent, and understanding what these trends mean locally is critical to implementing them sooner rather than later. Although the existing challenges across Africa are significant, especially when it comes to adopting technology into traditional business practices, the cost of ignoring these trends could be significant. To help bring more clarity, each trend has been rated according to its relevance in the African market, readiness to adopt and timeliness of this adoption.

Trends focused on CIO managing the business of IT

CIO as Chief Integration Officer

1Irrespective of industry, the African CIO in every company needs to consciously transition from an operator and technologist, to a strategist and catalyst, working with the business to introduce transformative technologies.Therefore, integrating the CIO as part of the executive committee needs to happen as soon as possible. Unfortunately, many businesses are not ready for this discussion as they relegate the CIO to a technical function. Technology is impacting the organisation whether more traditionally-minded businesses want to admit it or not.

API economy

2The API economy provides organisations with agility around their software integration needs and can extend the lifespan of their legacy applications. Despite its potential, this trend is still only being adopted in pockets given the traditional way many companies still manage their application and integration stacks. Business-to-consumer organisations will start to become hard-pressed to adopt this sooner rather than later, due to the increased need for systems of engagement to be transformed.

IT worker of the future

3The world has changed thanks to the digital explosion taking place. Companies are bracing themselves for a rise in millennials joining the business and with that, new expectations of what employment means. Existing human resource policies are not ready for this new environment; however it needs to be addressed now in order to change and reflect the requirements of the connected world. This is not something that can be deferred or de-prioritised, especially since it relates to the IT worker – a critical role in business today.

Core technological trends

Software-defined everything

4While this is something to consider from an agility perspective, the level of sophistication required from local businesses is not there yet. This trend focuses on a completely virtual environment and the reality of the local market means it might be some time before this trend starts gathering momentum.

Core renaissance

5With significant legacy systems in place across the continent, the need to modernize back-end processes is a very real concern for many organisations. Decision-makers need to look at different ways of embracing this modernisation including the likes of remediation and re-platforming. It is critical that organisations actively reduce their technical debt in core systems to benefit from newer technology and embrace the opportunities for digital disruption.

Amplified intelligence  

6Taking the likes of analytics, Big Data, and machine learning, and adding an increased depth in understanding can benefit any organisation. At the moment, this trend may be too mature for the African market as it requires technologies to be layered upon one another, some of which still need to be fully embraced and understood.

Trends driven by the business fusing with IT

Dimensional marketing  

7With consumers more connected than ever, companies need to embrace this trend as soon as possible. Knowing what your market really wants provides not only competitive advantage but ensures the agility of the organisation at a time when consumer brand loyalty is notoriously fickle. There is nothing stopping the business from taking this trend immediately to heart.

Ambient Computing  

8The Internet of Things is relevant to all businesses. Locally, the technology and skills are there with many organisations already completing proof of concepts around ambient computing. As its value is derived over time, some might prefer to implement other technologies in the short-term that provide more immediate benefits. Early stage experimentation is highly recommended, particularly for sectors where telemetry and machine-to-machine applications are prevalent.

“The modern African CIO needs to shape the opportunities of tomorrow and inspire the rest of the organisation to transform in order to be ready for what is to come. Things like bring-your-own-device and the democratisation of IT were but the thin edge of the wedge” says Kamal Ramsingh, Africa Technology Leader. “A wave is approaching that will hit business across all sectors. Based on extensive research and analysis factoring in current market conditions, these trends will help the CIO move away from “business as usual””.

Click here to access the full report.

To find out how to implement this year’s Technology Trends into your enterprise of future, contact Kamal Ramsingh.

Uganda tax changes affecting extractive industries

There are new changes to the tax legislation that will be a welcome relief not only for those companies in the exploration phase (or contemplating exploration under the new bidding round), but also the prospective petroleum refinery and pipeline.

VAT on Mining and Petroleum Operations

The changes recently introduced to the VAT Act now recognise the fact that for extractive industries (mining, petroleum) VAT only represents an additional cost during the initial stages of exploration and development. Until recently, the VAT element on goods and services were an additional cost to anyone exploring for minerals (the Act also now sets out definitions of Mining Operations, Petroleum Operations, and the Contractors serving such companies).

From now on, those Contractors providing goods and services that are particular to the mining and/or petroleum sector would not physically collect VAT from their clients; instead, the VAT from those companies licensed for mining or petroleum operations (Licensees) will be deemed to have been paid, and neither party would include said VAT in their monthly calculations. This should result in the Contractors being eligible for VAT refunds on any excess VAT paid in, provided that they meet the threshold criteria for vat-able supplies set out in the VAT Act.

Reverse-Charge VAT and Withholding Tax
Reverse-Charge VAT applicable on imported services consumed by a Contractor or Licensee is now allowable for credit in terms of their VAT turnover. Thus, Reverse-Charge VAT should no longer represent an additional cost for either recognised Contractors or Licensees.

The Income Tax Act has also expanded their definition of Ugandan source income to include “any payment” arising out of Uganda, however the Withholding Tax rate for non-resident Contractors to Licensees is now reduced to 10% (from the statutory rate of 15%).

Director Matthew Tallarovic
Taxation Services Uganda

Are you ready for the regulatory backlash?  

How financial criminals make an impact on your business and the South African economy

To reach their critical development goals, emerging markets can ill afford to lose funds through tender fraud, money laundering and other forms of corruption; yet this loss of funds is at an all-time high and is increasing, with the December 2014 Illicit Financial Flows from the Developing World: 2003-2012 report by Global Financial Integrity showing that the developing world lost US$6.6 trillion in illicit financial flows from 2003-2012.

Impact of financial crime on the South African economy

Despite the country’s advanced regulatory standards, too few of South Africa’s financial criminals are being prosecuted, or at the very least, getting caught, which leads to a perpetuation of the problem and a resulting devastating effect on South Africa’s ability to grow its economy, build infrastructure and create jobs due to loss of funds. Not to mention that countries seen as having a low risk of prosecution will deter investors.

But amendments to the Financial Intelligence Centre Act are expected to “significantly enhance” the compliance regime to ensure that standards are adhered to, and even then, regulators need more support and resources. To nip all the criminal activity in the bud, up-skilling of professionals tasked with making this happen and increasing their tools and resources will be crucial.

What does this mean for your business?

SA loses roughly an average of $12 billion every year, which would be about R150 billion at today’s exchange rate, and the key to tackling the problem is to spot and deter motive, opportunity and rationalisation of such crimes, but organisations are rarely one step ahead.

You can help protect your business by embarking on the following:

Having in-house fraud risk assessments to spot vulnerabilities

  • Conducting anonymous surveys of staff
  • Educating staff
  • Assessing industry benchmarks and risk registers
  • Employing forensic data analytics and continuous control monitoring and
  • Using anonymous reporting facilities


Anthony Smith
Associate Director, Risk Advisory: Forensic
Tel: +27 11 209 8445

When does Discovery become eDiscovery?

The starting point is the law and rules within each relevant country pertaining to discovery whereby in litigation cases each side must conduct a reasonable search and submit to the other side any documents which may be relevant even if they are adverse to their case. If that is standard discovery, then eDiscovery is the collection, review and production of documents that are stored in electronic format. These are not just emails, but their attachments, together with spreadsheets, reports, meeting minutes, invoices and presentations – indeed any documents that are created on an electronic device. The major significance of this is that recent statistics show that more than 97% of business documents are now created electronically, and that only 35% of them ever see paper (at the moment here in SA that proportion is much higher in favour of paper, as it was in the UK 8 or 9 years ago. Therefore, lawyers need to conduct a reasonable search of these electronic documents in order to advise their clients about the case and at the same time meet their professional obligations to deal with the discovery process.

Document review is hugely relevant in this instance because with electronic documents we are referring to much larger volumes. For example the collection of data from an individual (a custodian) who has a laptop or PC as well as a portable device could potentially amount to 15 gigabytes of data. Experience tells us that this could be almost 100,000 documents and therefore if there were, for example, 5 relevant custodians we could be anticipating upwards of half a million documents. It is simply not possible to perform an eyes on review of this many documents in an efficient manner particularly when time is of the essence..

Firstly, by using eDiscovery technology, duplicates can be removed; similar documents can be grouped together; and documents falling only within a certain date range can be combined. Already this will reduce the total number of documents markedly. . Careful identification of key words that are important within the case and applying those words to the collection will produce only documents containing those words i.e. the relevant documents. Beyond keyword searching we have a number of intelligent technological tools available to us now. We can perform concept searching whereby the software is “taught” or informed of what concept you are referring to when a word has more than one meaning e.g diamond could relate to mining but also could relate to jewellery. Then there is predictive coding or technology assisted review whereby one person, usually the lawyer who is heading the case and knows it best, reviews a small number of documents for relevance and these are then applied to the complete collection in order to identify similar documents based upon the thought processes of the reviewer.

All of the above serve as examples of what can be achieved utilising a sound hosting platform designed specifically for the litigation, investigation and competition markets. The system reduces the number of actual documents requiring that traditional “eyes on” review and potentially results in saving time and money. Thereafter, the same software assists in the Discovery process by exporting only those documents which need to be discovered along with an electronic list in accordance with the Rules.

Of course, many cases still have paper documents as part of the collection. With the tools and technology available this paper becomes part of eDiscovery because technology transforms it into images to be dealt with exactly as described as above. We scan, OCR (to make the text searchable), then unitise and code the electronic images of the hard copy documents. Unitisation and coding are processes whereby the beginning and end of each document is determined and important fields of information are captured in respect of every document. Fields such as; author, recipient, date of the document; type of document, and the subject of the document. Capturing these fields allows for intelligent searching within the hosting platform as described above for electronic data. Next Generation Forensic needs to integrate with the increasing reliance and dependency on data and electronic communications. This necessitates enhanced approaches based on effectively leveraging technology based solutions aimed at improving efficiency. The relevance of eDiscovery extends beyond litigation requirements and is applicable to both the investigations and competition related environments.

This is technology’s answer to dealing with Discovery in today’s world – eDiscovery

Author – Waseema Harrison – Senior Manager, Risk Advisory

Director, Risk Advisory: Forensic


Tel: +27 11 209 8275

Connect with Clayton on LinkedIn


Tech Trends 2015 – The fusion of business and IT

The fusion of business and IT, the theme for the sixth annual Tech Trends report, seeks to inspire a fundamental shift in the way we conduct business as usual. Every company, globally and across the African continent, in some way or other, is leap-frogging to transform into a digital business. Technology today, more than ever before, is being infused into all facets of society, which makes it difficult to separate business and IT.

Tech Trends 2015 examines eight current technology trends that will fundamentally transform the way C-suite leaders and CIOs collaborate to leverage disruptive change, chart business strategy and pursue potentially transformative opportunities. These trends range from the way some organisations are making use of application programming interfaces to extend services and create new revenue streams, to the dramatic impact that connectivity and analytics have on digital marketing. “From a strategic perspective, these trends herald a fundamental shift in how technology is used within the organisation and help accomplish the growth objectives of the business”, says Kamal Ramsingh, Technology Leader, Deloitte Africa.

Deloitte has identified the eight trends that could be the most impactful over the coming 18 to 24 months irrespective of industry, geography, or size of the business.

CIO as chief integration officer

As technology transforms existing business models and gives rise to new ones, the role of the CIO is evolving rapidly, with integration at the core of its mission. Increasingly, CIOs need to harness emerging disruptive technologies for the business while balancing future needs with today’s operational realities. They should view their responsibilities through an enterprise-wide lens to help ensure critical domains like digital, analytics, and cloud aren’t spurring redundant, conflicting, or compromised investments within departmental or functional silos. In this shifting landscape of opportunities and challenges, CIOs can be not only the connective tissue but the driving force for intersecting, IT-heavy initiatives.

 API economy

Application programming interfaces (APIs) have been elevated from a development technique to a business model driver and boardroom consideration. An organisation’s core assets can be reused, shared, and monetised through APIs that can extend the reach of existing services or provide new revenue streams. APIs should be managed like a product—one built on top of a potentially complex technical footprint that includes legacy and third-party systems and data.

Ambient computing

Possibilities abound from the tremendous growth of embedded sensors and connected devices – in the home, the enterprise, and the world at large. Translating these possibilities into business impact requires focus – purposefully bringing smarter “things” together with analytics, security, data, and integration platforms to make the disparate parts work seamlessly with each other. Ambient computing is the backdrop of sensors, devices, intelligence, and agents that can put the Internet of Things to work.

Dimensional marketing

Marketing has evolved significantly in the last half-decade. The evolution of digitally connected customers lies at the core, reflecting the dramatic change in the dynamic between relationships and transactions. A new vision for marketing is being formed as CMOs and CIOs invest in technology for marketing automation, next-generation omnichannel approaches, content development, customer analytics, and commerce initiatives. This modern era for marketing is likely to bring new challenges in the dimensions of customer engagement, connectivity, data, and insight.

Software-defined everything

Amid the fervor surrounding digital, analytics, and cloud, it is easy to overlook advances currently being made in infrastructure and operations. The entire operating environment – server, storage, and network – can now be virtualised and automated. The data center of the future represents the potential for not only lowering costs, but also dramatically improving speeds and reducing the complexity of provisioning, deploying, and maintaining technology footprints. Software-defined everything can elevate infrastructure investments, from costly plumbing to competitive differentiators.

Core renaissance

Organisations have significant investments in their core systems, both built and bought. Beyond running the heart of the business, these assets can form the foundation for growth and new service development – building upon standardised data and automated business processes. To this end, many organisations are modernising systems to pay down technical debt, re-platforming solutions to remove barriers to scale and performance, and extending their legacy infrastructures to fuel innovative new services and offerings.

Amplified intelligence

Analytics techniques are growing in complexity, and companies are applying machine learning and predictive modeling to increasingly massive and complex data sets. Artificial intelligence is now a reality. Its more promising application, however, is not replacing workers but augmenting their capabilities. When built to enhance an individual’s knowledge and deployed seamlessly at the point of business impact, advanced analytics can help amplify our intelligence for more effective decision making.

IT worker of the future

Scarcity of technical talent is a significant concern across many industries, with some organisations facing talent gaps along multiple fronts. The legacy-skilled workforce is retiring, and organisations are scrambling for needed skills in the latest emerging disruptive technologies. To tackle these challenges, companies will likely need to cultivate a new species – the IT worker of the future – with habits, incentives, and skills that are inherently different from those in play today.


In our Technology Trends 2014 report, we took a look at “exponentials” for the first time. In collaboration with faculty at Singularity University, a leading research institution—based in the heart of Silicon Valley and whose founders include Cisco, Google, and others—we explored innovations that are accelerating faster than the pace of Moore’s law, that is, technologies whose performance relative to cost (and size) doubles every 12 to 18 months.

The rapid growth of exponentials has significant implications. Powerful technologies—including quantum computing, artificial intelligence (AI), robotics, additive manufacturing, and synthetic or industrial biology – are ushering in new and disruptive competitive risks and opportunities for enterprises that have historically enjoyed dominant positions in their industries.

In this year’s Technology Trends report, we once again discuss exponentials to build awareness and share new knowledge about their trajectory and potential impact.

“Each one of these eight trends has an impact across the African continent, and understanding what these trends mean locally is critical to implementing them sooner rather than later”, says Kamal. “The modern African CIO needs to shape the opportunities of tomorrow and inspire the rest of the organisation to transform in order to be ready for what is to come”.

Click here to access the full report

To find out how to implement this year’s Technology Trends into your enterprise of future, contact Kamal Ramsingh.

Change the way you combat financial crime

Out with the old and in with the new: Next Generation Forensic

It goes without saying that technology rules our working and personal environments. Electronic access to data, communications, financial services, research, commerce and the like is increasing exponentially.  With the enhanced connectivity come some obvious risks, many of which we are well aware. These risks poses a serious threat in terms of increased levels of fraud, corruption and cybercrime. Frankly the traditional Forensic approaches to investigation, prevention and detection of criminal activities are being outpaced by the speed at which new avenues of criminal perpetration are developing. Simply put the manner in which financial crime has been addressed traditionally will not suffice. There is an urgent need for critical reform of Forensic Services without which effective mitigation of financial crime will be severely hampered. The traditional theft of funds is now augmented with theft of Intellectual Property and personal information as we see in media reports on a regular basis. Fraud and misrepresentation for financial gain has now been supercharged with social engineering exploits. Hard currency has been augmented by digital currency. Face to face fraud perpetration has been augmented by cyber related exploits from around the globe. No need to travel, just logon. The message is fairly self-evident.

Traditional investigations will still have an important role as part of any remediation effort however the need to supersize the skills set of Forensic practitioners is inevitable. The question is not “if” or “when” cybercrime will comprise a significant portion of financial crime losses. Cybercrime is here and it’s not going to abate for us to catch up, instead it will feed off the inherent weaknesses present in many Information Technology environments and the consumer and business need for increased dependency on technology. Next Generation Forensic (NGF) is a term which should not be used lightly. It refers to a cold hard view of the current approaches and to a certain extent a change in mind set. So you may ask what is NGF and who are our NGF practitioners?

NGF practitioners will need to embrace the mandatory requirement of understanding cybercrime, the impact and risks posed by malware, inadequate IT Controls, dark web access and social engineering practices. Furthermore, the multi-jurisdictional layering associated with cybercrime brings into question the importance of Cyberlaw and the considerations that need to be made when investigation an incident across multiple jurisdictions. There is still an important role for some of the traditional outputs associated with investigations, such as forensic interviews, analysis, analytics, financial reconciliations, affidavits and the like, however the approach to identifying key persons of interest and/or perpetrators is where the need for critical reform resides. However the NGF practitioner will need to have the broad based skills set that will enable them to conduct multiple facets of Forensic Services such as data collection, imaging, processing of data, eDiscovery reviews and interviews. Speed of response, technical considerations, legislative compliance and evidence handling will be key areas of focus when taking on the current cyber-crime infestation. Financial crime has gone digital and the capabilities of criminal are fast developing into a formidable force which is sadly outpacing the ability to respond from both an organisational and law enforcement perspective.

Prevention and detection approaches will require equal reform since many of the risks identified from an IT perspective may pose significant opportunity for tech savvy criminals to exploit. Fraud Risk Assessments, Awareness and Education, Compliance Disclosures and Forensic Analytics will now need to factor in the IT infrastructure related risks. In order to adequately address this the NGF practitioner will need to have a sound understanding of these risks and the appropriate mitigation strategies.

In summary the bridge between tradition and technology needs to be developed, fast. Failure to take cognisance of this vital component of Forensic Services will most certainly increase the risk of both financial and reputational prejudice resulting from criminal activity within the cybercrime context.

Clayton Thomopoulos

Director, Risk Advisory: Forensic


Tel: +27 11 209 8275

Things your company can learn from the Ashleigh Madison hack

AMReputation is something you build over many years, it adds value to your brand and translates into shareholder value, studies have indicated that 75% of an average  corporation’s value is intangible. A tarnished reputation is therefore also something that can potentially destroy 75% of your corporation’s value in a blink of an eye!

Reputational value translates into greater profits and ultimately results in a sustainable business. In today’s global environment, the reliability, integrity and continued availability of an organisation’s information is a key determinant of its success. Recent studies have revealed that cyber-attacks, data breaches and security incidents feature in the top five risks to resiliency in 2015.

Do you really understand the cyber risk your company is facing and the associated reputational value risk?

An organisation’s reputational value consists of external and internal elements, market perceptions being the most prominent external element while unique intellectual property assets are the most valuable internal element.

The recent Ashleigh Madison hack is a perfect example of how a unique intellectual property asset (subscriber details) was exposed by a cyber-attack and the subsequent public reaction (market perception) to the attack.

With over 9,000 domains made public by the hackers, many of which belonged to well-known South African companies, the question is, do you really understand the cyber risk your company is facing and the associated reputational value risk?

Organisations need to follow a risk-based approach

By conducting a risk based reputational assessment, organisations are able to identify their internet footprint and exposure to potential threats. Identifying critical assets is a crucial step to understand what actions are necessary to defend against attacks. From an attacker’s point of view it is possible to analyse:

  • Internet domains, associated domains and Internet facing hosts;
  • Technology and hosting infrastructure vulnerabilities;
  • IP address geolocation and hosting provider assessment;
  • Employee identities and credentials available in cyber space; and
  • Evidence of compromise on existing Internet facing hosts, hosting facilities as well as exposure from internal networks

Contact us to engage in a workshop to assist with a roadmap to address deficiencies and improve your current cyber capabilities and maturity.

Henry Peens
Associate Director, Risk Advisory


Tel: +27 (0)11 806 5625

Trusting big data: Perspective on data governance as a customer analytics investment

Many companies are investing significant amounts in customer analytics to drive their business and seek new ways to offer value to their customers. However, much of the potential value of that investment is at risk because data governance practices have not kept pace with the ways in which data is being used.

With the investment in customer big data programmes growing, the potential value add for companies that get this right is significant. However, success demands a robust control environment. Companies that underinvest or delay their investment in their control environments over customer big data, threaten that investment. Aside from the fact that a strong control environment have significant benefits, rising expectations of confidentiality and security in contracts, law, and regulation, as well as the potential from brand damage when data is leaked or misused, are quickly making this a business imperative. The companies that will ultimately succeed with customer big data are those who have a strategic and proactive framework that can get consistent and more reliable insights while carefully protecting that data.

Click here to read more.

To gain a comprehensive perspective on data governance as a customer analytics investment, contact the Deloitte TechSights Africa team.

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