Mission: Possible! Your cognitive future in government

©2015 IBM Corporation1

Your cognitive future in governmentMission: Possible!

http://bit.ly/CognitiveFutureInGov


Three disruptive forces are forcing government industry to focus on three key areas …

Increased demand for services and citizen expectations

Placing greater pressures and demands on and expectations for

public resources and services requiring organizations to operate

smarter and more efficiently

Increased complexity

Challenging decision making capabilities in navigating complex

operating and information environments and increasing the

need for enhanced innovation capacity to drive operational

improvements

Stagnant economic growth and resource constraints

Challenging organizations to do more with less and requiring them to better

leverage existing resources and expertise while reducing instances of

fraud and error

Provide expert assistance and extend capabilities of human

experts by leveraging deep insights from vast amounts of information

Engage DecideDiscoverProvide ability to digest vast

amounts of data to identify new avenues, navigate complexity,

and implement new ideas

Provide personalized, contextual, evidence-backed recommendations to support decision making at all levels


Successful organizations have stronger capabilities in engagement, discovery and decision making

Engage DecideDiscover

Outperformers are 43% more competent in consumer

engagement than underperformers

44% more outperformers are strong in decision making

48% Outperformers

18% Underperformers

167% more outperformers make innovation a major priority

60% Outperformers

42% Underperformers

62% Outperformers

43% Underperformers

43% 167% 44%

Source: IBM Institute for Business Value Cognitive Computing Survey , 2015.


Government organizations need to engage with citizens, discover insights and make effective decisions to succeed

Sources: See notes.

Government CXOs actively pursuing industry model innovation1

Government CXOs that believe citizens demand more

personalized experiences1


Today In 3 years

54% 59% 54% Annual spend of U.S. Federal Government3 …

… amount allocated based on basic evidence2

$3 trillion

<1%


They are faced with few key challenges pertaining to personalized experience, insufficient skills and lack of effective decision making

Government organizations are weak in making cost reduction

decisions

Government CXOs that believe they’re not competent in providing personalized citizen experience

Key challenges of Government CXO in pursuing disruptive

innovation


58%53%

54%

55%

58%Insufficient skills

Lack of quality/ reliable data

Lack of analytical tools

Organizational complacency

67%



Data is growing fast – in volume, variety, and complexity – and traditional analytics solutions are not able to fully exploit its value

Data is growing with time, but usability is limited..

... because of the limits of traditional analytics

Amount of world’s data being analyzed 1

.5% Addresses predefined problems but cannot adopt to new problem domain

Provides accurate and definitive answers but cannot handle ambiguity or gray areas

Handles structured and unstructured information with known semantics – thus cannot make use of data from new and varied sources

Interacts in formal digital means (e.g., commands, screens) with human – thus limits the engagement of end user

2.63 PBProjected volume of data stored on average by in

US Federal agencies in 20152,3

Sources: See notes.


… that can be bridged using a mechanism for overcoming the limitations of humans and current systems

Organizations need a tireless machine that can learn new problem domain, reason through the hypotheses, resolve ambiguity, evolve towards more accuracy, and interact in natural means to pursue three opportunities

Human Machine

Human brain can consume and process only limited amount of information

Human beings are subject to physical and mental fatigue – thus not scalable

Human workers and experts can make mistakes

Traditional technology cannot handle ambiguity

Traditional paradigm of computing is pre-programmed and rigid; it cannot learn, reason, or relate

Machines do not interact in natural means


Cognitive computing with its three capabilities can be that new vehicle that opens the door to new opportunities


Acts as a tireless agent providing expert assistance to human users

Carries a conversation naturally, e.g. in human language

Understands consumers from past history and enriches interactions with context- and evidence-based reasoning

Helps people discover insights far above human levels

Finds insights and connections, understands the vast amounts of information available

Visualizes possibilities and validates theories like experts

Offers evidence-based recommendations

Evolves continually towards more accuracy based on new information, outcomes, and actions

Provides traceability to audit why a particular decision is made


Cognitive computing complements traditional analytics by creating a value continuum

Analytics Cognitive computing

Addresses predefined problems

Addresses ambiguous problems

Provides accurate and definitive answers

Provides answers with a margin of error

Handles structured and unstructured information with known semantics

Handles unstructured information without explicitly knowing semantics

Interacts in formal digital means (e.g. commands, screens) with human users

Interacts in natural language with human users


1-2 yrs

3-4 yrs

>=5 yrs

20%

53%

27%

Government executives believe cognitive computing will play a disruptive role in the industry and plan to invest in this capability soon

… of executives familiar with cognitive computing believe it will be critical for their business in future

… of executives familiar with cognitive computing also believe it will play a disruptive role in governments

100% of executives familiar with cognitive computing indicated they are likely to invest in this technology in the future with the majority doing so in the next 4 years

83%

87%



Cognitive is helping public organizations to provide better service, discover insights and make effective decisions

Deakin University’s online student engagement

advisor is reimagining the way of engaging with

students, and providing them improved service1

Baylor College of Medicine is applying cognitive

computing to accelerate research and make

discoveries with greater precision2

MD Anderson Cancer Center leverages cognitive features to help oncologists develop more personalized

care for their patients3


Sources: See notes.


Organizations should follow a structured road map that nurtures optimism whilst break any complacency in their organization

1

2

3

4

Chart the course Identify candidate opportunities across mission & functional areas Define business benefits case Develop organization’s cognitive computing journey/road map

Experiment Prototype use cases Test and validate use case scenarios with users Test business case hypotheses

Develop & Train Develop & train the system Build & improve required corpus Train & educate solution end

users & the organization

Deploy, Explore & Evolve Deploy baseline solution Continuous learning &

corpus improvement Further use case

exploration

©2015 IBM Corporation13 May 1, 2023

Study approach and methodology

Quantitative Insights

Survey conducted by The Economist Intelligence Unit with 813 respondents

Survey conducted in February and March of 2015

Industry cover: Healthcare, Banking, Insurance, Retail, Government, Telco, Life Sciences, Consumer Products, and Oil and Gas

Geographical cover : Australia, Brazil, Canada, China, Egypt, France, Germany, India, Iran, Israel, Japan, Kuwait, Mexico, Netherlands, Oman, Qatar, Saudi Arabia, Singapore, South Africa, Spain, Sweden, UK, United Arab Emirates, and US

Field Research

Interviews with subject matter experts across IBM divisions

Supplemental desk research

©2015 IBM Corporation14 May 1, 2023

Dr. Cameron BrooksDirector, Watson Public Sector SolutionsIBM Watson [email protected]

Study authors

Dr. Sandipan SarkarCognitive Computing LeaderIBM Institute for Business [email protected]

Dave ZaharchukGlobal Government Industry LeaderIBM Institute for Business [email protected]

Patricia Martone Carrolo Director, Public Sector IBM Watson [email protected]

©2015 IBM Corporation

Government & Nonprofit

Mission: Possible! Your cognitive future in government