世界經濟論壇：數據業務的新范式（英文版）（24頁）.pdf

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1、A New Paradigm for Business of Data B R I E F I N G P A P E R J U LY 2 0 2 0 Contents Executive Summary 1 Introduction A Breakthrough Moment for the Business of Data 1.1 New Opportunities Are Emerging 1.2 Along with New Capabilities and Technologies 1.3 Driving the Emergence of a New Paradigm for Bu

2、siness of Data 2 New Opportunities 2.1 New Value Pools 2.2 New Business Models 2.3 Richer Stakeholder Experiences 2.4 Better Decisions 3 New Capabilities 3.1 Technology Enablers 3.2 Non-Technology Enablers 4 Conclusion A New Paradigm for Business 4.1 Stakeholder Empowerment 4.2 Collaborative Ecosyst

3、ems and Partnerships 4.3 Sustainable Value Creation and Systems Change 5 Further Reading 6 Acknowledgements 7 Endnotes 3 4 5 5 5 6 6 7 8 9 10 11 14 15 15 16 16 17 18 20 Cover Photo Credit: Getty Images/Orbon Alija 2020 World Economic Forum. All rights reserved. No part of this publication may be rep

4、roduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. A New Paradigm for Business of Data2 Executive Summary The COVID-19 pandemic represents a watershed moment for the role of digital technologies in our lives.

5、We have learnt how much we rely on them and how ingrained they are in almost every aspect of our day-to-day activities. And it seems clear that our future will be increasingly digital. At the heart of the digital economy and society is the explosion of insight, intelligence and information data. Dat

6、a is the lifeblood of the digital economy. While the exponential growth of data has the potential to enable better outcomes and new value for all, the way businesses, governments and consumers use data can also exacerbate exclusion, the unequal concentration of power and wealth, and social instabili

7、ty. For businesses, understanding how to leverage data is a critical component to success. Businesses are challenged to balance opportunity with material risks in a highly complex, often emotional and fast-changing environment. This paper captures replicable learnings and practices from organization

8、s leading the way in ushering in a new business paradigm for data that empowers stakeholders, is grounded in ecosystem partnerships and creates sustainable value for all. It provides a starting point for an ongoing programme to develop new playbooks for executive action and share lighthouse innovati

9、ons. Utilizing live, successful examples from across the business community today, it highlights: 1. New opportunities for data-driven value creation, categorized into four archetypes: new value pools, new business models, richer stakeholder experiences and better decisions 2. Powerful technologies

10、that are opening new possibilities for companies to protect their own interests and those of others 3. The new paradigm that these twin trends are driving one that leverages stakeholder interests as a core design parameter in building sustainable and shared value This paper is intended as a starting

11、 point to advance actionable understanding on this emerging set of approaches to catalyse further replication, collaboration and innovation. It also represents a contribution to an ongoing set of activities across World Economic Forum communities. Further resources are provided for additional readin

12、g on digital transformation, industry-specific views on data-driven value, data collaboration and policy, operationalizing end user agency through “good” digital identity and use cases that leverage data and technology for COVID-19 response. A New Paradigm for Business of Data July 2020 COVID-19 is

13、changing the world and how we use technology and data is changing with it. A New Paradigm for Business of Data3 Introduction A Breakthrough Moment for the Business of Data 1 COVID-19 has dealt the world a twin crisis. We face not only our greatest global health shock but also our greatest economic s

14、hock in a century. It has also provided a twin watershed moment. First, whether for school, work, health or keeping in touch with family and friends, we have realized the deep value of digital technologies. Second, it is driving a deep and widespread attitude change that we need to urgently reset th

15、e worlds economic foundations for a more equitable, resilient and prosperous future.1 There will be almost 30 billion connected devices by 2023, more than three times the global population and up from almost 19 billion in 20184 Intangible assets, including data, constituted 84%, or $21 trillion, of

16、S the latter delivers ills we can imagine all too well. For businesses, however, to say that data is a driver of great value leaves out half of the equation. Many companies feel they lack maturity or actionable understanding. It is also a source of existential reputational risk or liability, regulat

17、ory constraint and commercial sensitivity. Furthermore, value and responsibility are often seen as being on opposite sides of a scale. However, a new wave of innovations in business models and technological capabilities driven by companies across every sector and region are changing the paradigm. Th

18、is paper aims to highlight some of these innovations, to amplify the new art of the possible, spark debate with and across business communities and inspire a new direction of travel for business leaders, entrepreneurs, civil rights activists and policy-makers. Businesses play a critical leadership r

19、ole in defining a new paradigm for data through their business and operating model choices. While technological capabilities today are making it possible for companies to create immense value, organizations who can manage the fine balance between opportunity and responsibility will be the leaders of

20、 the future. C. Vijayakumar, President and Chief Executive Officer, HCL Technologies A New Paradigm for Business of Data5 FIGURE 1 New Opportunities 2 Large and small businesses are innovating data- driven approaches, increasingly motivated by rising market sensitivity to the interests of all stakeh

21、olders, not just shareholders. The following section outlines four new ways of creating value from data insights accompanied by live examples of businesses putting stakeholder-centricity into practice. Emerging opportunities for data-driven value creation New Value Pools New revenue streams, product

22、s and services, as well as richer insights for a broader range of stakeholders, all while ensuring privacy and security these are the results some businesses are achieving through data insights and technology. They are exchanging and combining data sets, codifying and selling analytical capabilities

23、, and engaging with new configurations of customers, providers and other actors to create new markets for value generation. UP42, a subsidiary of Airbus, expands the market beyond the traditional customer base and makes it easier to find, buy and use geospatial products from existing providers. A si

24、ngle scalable platform brings together multiple providers of satellite imagery and geospatial data, analytics and machine-learning algorithms, democratizing access to this data and these capabilities. The company creates value for stakeholders across the whole chain customers use data and algorithms

25、 to solve their clients problems faster and marketplace partners earn a share of the revenue every time their data and capabilities are used.7 2.1 ArchetypeOpportunity Better Decisions Analytics-based insights for better and contextualized decision- making, beyond improvements to operational efficie

26、ncy Richer Stakeholder Experiences More personalized, convenient and trustworthy experiences in lifecycles and contexts, enriched by data New Business Models New collaborative business models, enabled by ecosystem partnerships combining data sets New Value Pools New revenue streams, products and ser

27、vices for a broader range of stakeholders, enabled by data insights and analytics Source: World Economic Forum A New Paradigm for Business of Data6 New Business Models New, collaborative business models are addressing individuals core needs and building trust while enabling new business opportunitie

28、s. They augment customers data sets with external data, creating ecosystems for new opportunities and delivering a broader range of products and services. They embed privacy, security and agency. Inrupt enables a distributed data ownership model. Instead of a company storing siloed snippets of perso

29、nal data on their servers, users store it in interoperable online data stores (Pods on page 12), giving them unprecedented choices over how their data is shared and used. They can, for example, share their fitness data with their health insurance company, or allow sharing between their thermostat an

30、d air conditioner. They can set time limits on sharing and change their choices at any time. Businesses and developers can access a rich store of personal information drawn from all aspects of an individuals life, unlocking innovative services, business opportunities, ecosystems and applications. By

31、 flipping the rules of who gets to benefit from data, Inrupts technology lays the groundwork for the next era of business growth on the web.10 BBVAs data-driven banking strategy is based on a core idea: the customer owns the data and should be able to share it securely with whomever they want to ach

32、ieve their ambitions, even if that service cannot be provided by BBVA. BBVA therefore opened its Application Programming Interface (API) Market to share data with fintech start-ups and other stakeholders.11 This open, dynamic ecosystem enables new collaborations, business models, use cases, value-ad

33、ded products and customer experiences.12 As a further benefit, the partners using BBVAs API Market do not have to secure their own banking licences to provide financial products and services. Customers, partners and BBVA itself all benefit.13 The Machine Learning Ledger Orchestration for Drug Discov

34、ery (MELLODDY) is a consortium of 10 pharmaceutical companies, including Johnson Founding Director, World Wide Web Foundation; Co-Founder and Chief Technology Officer, Inrupt We must ensure the data revolution is a revolution for people and the planet. We need to recognize that users are the true ow

35、ners of the data they generate and allow them to share it across sectors and borders in order to foster sustainable development, inclusion and equality. Carlos Torres Vila, Chairman, BBVA A New Paradigm for Business of Data8 Analytics-based insights are helping companies make better decisions in are

36、as ranging from business process optimization to supply chain management, go-to-market strategies and more. Many use cases depend on partnerships and ecosystems on data that go beyond company boundaries.26 Aera Technology is using big data, machine learning (ML) and AI to develop cognitive automatio

37、n in the supply chain, offering real-time visibility into demand, supply, production and inventory performance.27 With a Google-like search interface, users ask questions and derive contextualized insights and results through built-in analytics, bolstering trust in guidance and decision-making.28 Ae

38、ra has also launched a cloud platform for cognitive automation, allowing customers and partners to access this technology flexibly and at scale, and operationalizing change by digitizing institutional expertise and experience.29 Kabbage, a financial technology and data company, is automating small b

39、usinesses access to working capital. In collaboration with the United Parcel Service (UPS), customers can provide access to their transactional shipping data to inform Kabbages financial assessment of companies, automatically underwriting decisions to provide small business loans.30 Ocean Protocol,

40、a decentralized data exchange protocol and network, uses blockchain and decentralized federated learning (on page 11) to unlock data services and marketplaces. Users can find, exchange and monetize data with privacy, security, auditability, transparency and compliance. Data owners have agency over t

41、heir data and its pricing, while data buyers can build AI models that train on data that never leaves the platform allowing the data seller to retain privacy and control. In Singapore, wellness and healthcare company ConnectedLife and other industry partners have used Ocean Protocol to share and ana

42、lyse sensitive healthcare and smart home data to improve care and independent living for people with chronic conditions. The resulting insights can also be sold to home care and insurance companies for improved product design. Roche Diagnostics is using the platform to support secure, real-time shar

43、ing of medical data from self-monitoring devices to assist health professionals with decision-making for patients on blood-thinning therapy.,31 32 Better Decisions2.4 By 2025, 49% of the worlds data will be in public cloud environments; nearly 30% will be real time, allowing for faster and contextua

44、lized decision-making24 Highly data-driven organizations are 3x more likely to report significant improvement in decision-making25 The heart of digital transformation is trust in data. Without the right data, conscientiously mined, managed, protected and applied, companies will lose what is now thei

45、r most precious asset trust. Paul Daugherty, Group Chief Executive, Technology; Chief Technology Officer, Accenture The explosion of computing power, bandwidth and storage presents an unprecedented opportunity to increase the quality, accuracy, and speed of decision-making by harnessing the vast tro

46、ves of data that digitalization is yielding. When used responsibly, data unlocks new levels of agility, utility, and societal value. Frederic Laluyaux, President and Chief Executive Officer, Aera Technology A New Paradigm for Business of Data9 New Capabilities 3 In an increasingly AI and data-driven

47、 world, realizing value from data will require collaborating outside company boundaries, even with competitors. Within the manufacturing industry, for example, sharing data among companies can likely unlock more than $100 billion in value, just from improved operations.34 Yet data sharing is not eas

48、y. Data sharing and even data activities within an individual organization are often held back by commercial, reputational and regulatory risks and immature capabilities. To meet their own needs as well as those of their partners, individuals and society, businesses must answer three key questions a

49、bout data: TABLE 1Stakeholders interests IndividualsGovernmentBusiness partners Interests Privacy, agency, security, personalized value National security, criminal justice, public health and safety, competitiveness, trade and consumer safety Growth, protection of commercially sensitive information, compliance and reputational risk Business design parameters Consumer choice Regulation, policy, incentives Contractual agreements, technological capabilities Example enablers Personal online data stores (Pods) Distributed insight generation, data