Peter Koppenol 20 juni 2017 CPI Governance. Wordt Risk en Compliance ingehaald door digitale ontwikkelingen, zoals Robotic Process Automation?

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1 FOTO Peter Koppenol 20 juni 2017 CPI Governance Wordt Risk en Compliance ingehaald door digitale ontwikkelingen, zoals Robotic Process Automation?

2 1 Agenda Introductie CPI We spelen een spel: wat vinden jullie? Singularity en Exponentiele groei Van Manual naar Digital Orde in de digitale spraakverwarring Op digitale transformatie reis Uitstapje 21 st century skills Uitstapje cultuur en gedrag De draadjes aan elkaar BIG data Apotheose

3 2 CPI Governance Founded in 2005, CPI offers a new vision on risk, finance and governance; Successful challenger of the Big 4 professional services firms; Well respected partner of clients in the corporate and financial industry; Over 400 highly experienced professionals. Why clients choose CPI: Highly experienced professionals (line management & advisory); Flexibility; Honest pricing; Independent thought leader. Strong presence in Asia with offices in Singapore, Hong Kong and Shanghai.

4 3 CPI: Leading in Risk, Finance & Governance Strategic Advice Transformation & Embedding Subject-matter Experts

5 4 Een derde dimensie is noodzakelijk

6 6 Wat vinden jullie? Let s play the game Je krijgt zo dadelijk 7 vragen; Hoe vaak gok jij raak bij de Lotto? Per vraag zijn er 4 antwoorden; Je antwoord kies je op je smartphone; door het bijbehorende symbool op je smartphone kiezen. te Je moet binnen 20 seconden kiezen, anders vervalt je beurt. Dan kun je weer kiezen bij de volgende vraag.

7 7 Wat vinden jullie? Let s play the game. 1. Ga op je device (telefoon/ ipad/ laptop) naar je webbrowser (Chrome/ Firefox/ Internet Explorer) en Log in op: Kahoot.it 2. Toets op je apparaat de cijfers van de Game PIN code in die je op het centrale scherm ziet. Toets dan op Enter. 3. Voer een herkenbare Nick Name in (b.v. je voor/achternaam) kies weer enter.

8 8 De gedachte: singularity Ray Kurzweil The singularity is near 2005 Kern: Ontwikkelingen gaan exponentieel. Wat betekent dat?

9 9 Het principe van exponentiële groei Y START time

10 10 Exponentiële ontwikkeling, een voorbeeld Een voorbeeld: Y Iphone ipad Mobieltje Telefoon START time De mens heeft de neiging om lineair te denken. Als de eerste stap 10 jaar kostte, dan zal de volgende stap ook wel ongeveer 10 jaar kosten.

11 11 De gedachte: singularity Ray Kurzweil The singularity is near 2005 Kern: Ontwikkelingen gaan exponentieel. O.a. op vlak van # transisitors op een chip Wet van moore (Tx2/2jr) Omvang van Dynamic Ram chips Gem transistor prijs Klok snelheid van microprocessor Microprocessor kosten Prijs van een genoom check Bits opslag per dollar Aantal internet hosts US invest in opleidingen Aantal nano-gerelateerde patenten Consequentie: Computer capaceit neemt exponentieel toe (Singulariteit) De computer gaat de mens qua denkcapaciteit voorbij. De computer gaat op in de mens

12 12 Ontwikkelingen in perspectief Processen Besturing Data Processen Besturing tijd Data Vanaf 1960 Vanaf 1980 Vanaf 1990

13 Evolution 15

14 Evolution Transcendent 16

15 17 Transcendence Hai, I am Will. I used to be humanoid

16 18 A small brain mover Film Transscendence Will Caster, zijn vrouw Evelyn Caster en Max Waters zijn 3 wetenschappers die een systeem hebben gebouwd waarmee het mogelijk is om de hersenen te verbinden met het internet. Als Will door anti-technologie extremisten wordt neergeschoten en overlijdt, besluiten Evelyn en Max hem aan de machine te koppelen en zijn brein naar het internet te uploaden. Vanaf 00:01:00 00:01:40

17 Orde in de digitale spraakverwarring 19

18 20 Data, small en BIG De mensheid produceert vandaag in 10 minuten meer data dan de hele mensheid t/m 2003 produceerde; Schatting van Cisco: in 2019 wordt in 1 jaar door de mensheid 1 zetta-byte geproduceerd; Dat is: Bytes; giga Wij kunnen nu vaak de structuur al niet meer overzien. Gelukkig groeit de computerverwerkingscapaciteit exponentieel mee

19 A digital transformation journey CPI s proposition on Digital, Data, AI & Robotics 1. What s the question Which question(s) do you want to have solved, in relation to your strategy? This often requires a mind-set change. You might enter a new era; a new digital environment. Make sure it s at the top of the agendas. The whole organisation needs to be involved to change the way of working. Determine the expected business case. 2. Now choose Team up with the right people and consider and choose the required (new) technologies (toolbox). What is the best fit. Digital skills and knowledge are a must have, so are business knowledge and a clear vision. Privacy and security are constant requirements to be taken into account. 3. Let s try it pilot Perform the pilot/proof of concept and analyse. Team up with the right people. Who is able to read the results? Who is able to explain the results? Who is able to recognize the consequences? Did the chosen approach bring you the desired answers? Are you satisfied with the results? Which new opportunities open up as a result? 5 LET S DO IT! 4 What s next? 3 Let s try it! 2 Now choose! 1 What s the question? 4. What s next decide Go back to your business case and compare with the results from the pilot. The decision needs to be taken: continue, stop or go back. Who is able to make a decision, to offset any risks against potential wins in the future? Who is able to lead? Leadership and a clear vision are key, to switch to implementation mode. 5. Let s do it embed Here you will aim for success. Select the right team (RACI) and governance model; which partners are needed for maximum speed. Make sure to arrange the right budget. Set quality standards and make sure your data is correct. Then go: implement, scale up and embed! Prepare for the next cycle.

20 A digital transformation journey CPI s proposition on Digital, Data, AI & Robotics 1. What s the question Which question(s) do you want to have solved, in relation to your strategy? This often requires a mind-set change. You might enter a new era; a new digital environment. Make sure it s at the top of the agendas. The whole organisation needs to be involved to change the way of working. Determine the expected business case. 5 LET S DO IT! 4 What s next? 3 Let s try it! 2 Now choose! 1 What s the question?

21 A digital transformation journey CPI s proposition on Digital, Data, AI & Robotics 5 LET S DO IT! 2. Now choose Team up with the right people and consider 4 What s next? and choose the required (new) technologies (toolbox). What is the best fit. 3 Digital skills and knowledge are a must Let s try it! have, so are business knowledge and a clear vision. Privacy and security are 2 constant requirements to be taken into Now choose! account. 1 What s the question?

22 A digital transformation journey CPI s proposition on Digital, Data, AI & Robotics 5 LET S DO IT! 3. Let s try it pilot 4 What s next? Perform the pilot/proof of concept and analyse. Team up with the right people. Who is able to read the results? Who is able to explain the 3 Let s try it! results? Who is able to recognize the consequences? Did the chosen approach bring 2 Now choose! you the desired answers? Are you satisfied with 1 the results? Which new opportunities open up What s the question? as a result?

23 A digital transformation journey CPI s proposition on Digital, Data, AI & Robotics 5 LET S DO IT! 4. What s next decide Go back to your business case and compare with the results from the pilot. The decision 4 needs to be taken: continue, What s next? stop or go back. Who is able to make a decision, to offset any 3 Let s try it! risks against potential wins in the future? Who is able to lead? Leadership and a clear vision are 2 Now choose! key, to switch to implementation mode. 1 What s the question?

24 A digital transformation journey CPI s proposition on Digital, Data, AI & Robotics 2 Now choose! 1 What s the question? 4 What s next? 3 Let s try it! 5 5. Let s do it embed LET S DO IT! Here you will aim for success. Select the right team and governance model; which partners are needed for maximum speed. Make sure to arrange the right budget. Set quality standards and make sure your data is correct. Then go: implement, scale up and embed! Prepare for the next cycle.

25 27 Culture Digital Skills Randvoorwaarden voor Digitale Transformatie Cultuur Skills Naast de basics: Top level management support Budget

26 28 Uitstapje 21st Century Skills Life and Career Skills Flexibility and Adaptability Initiative and Self-Direction Social and Cross-Cultural Skills Productivity and Accountability Leadership and Responsibility Learning and Innovation Skills Creativity and Innovation Critical Thinking and Problem Solving Communication Collaboration Information, Media and Technology Skills Information Literacy Media Literacy ICT (Information, Communications and Technology) Literacy

27 29 Gedrag op 5 niveaus Intrinsic behaviour as driver Measures the maturity of behaviour of people in an organisation Do you comply to the normative rules and structures, and is your behaviour intrinsically motivated? On the Calculative Level (3) risk, integrity, and compliance are merely supported through rules, controls, and checklists A higher degree of maturity can only be achieved by integrating behaviour throughout the entire organisational cycle PATHOLOGICAL Who cares as long as we re not caught. CALCULATIVE We have systems in place to manage all risks. REACTIVE We do a lot every time we have an incident. GENERATIVE How we do business round here. PROACTIVE Good leadership and values drive continuous improvement.

28 31 De draadjes aan elkaar Exponentiële groei van de hoeveelheid data en de complexiteit Exponentiële groei van de verwerkingscapaciteit Exponentiële groei van de analyse kracht en effectiviteit Multi dimensionale super-transparantie Continuous monitoring en herkenning van outliers Grote delen van risk/ compliance werk verdwijnen onder de lijn

29 32 Antwoord op de vraag Wordt Compliance/ Risk ingehaald door digitale ontwikkelingen, zoals AI, RPA, data mining, uitgevoerd op Big Data? Mijn antwoord: Zeker! En het zal sneller gaan dan we nu denken.

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