Editor’s note: To kick off the new year and in preparation for NRF The Big Show, we invited partners from across our retail ecosystem to share stories, best practices, and tips and tricks on how they are helping retailers transform during a time that continues to see tremendous change. Please enjoy this entry from our partner.

If you put a pot of water on the stove, it doesn’t heat up instantly. It simmers slowly at first, eventually picking up steam to reach a rolling boil. The retail landscape is not so different. Capgemini’s research shows the sector has evolved over four generations, from the early days of fragmented outlets to omnichannel and customer-centric focuses, with a fifth generation on the horizon that promises to be centered on consumption.

• Generation 1: Fragmented outlets
• Generation 2: Chain concentration
• Generation 3: Omnichannel
• Generation 4: Consumer-centric
• Generation 5: Consumption-centric

Although incremental change allows companies to experiment and iterate during their digital journeys, the COVID-19 pandemic rapidly accelerated the evolution of online and contactless shopping. Evolution became a revolution, with most Consumer Product and Retail (CPR) companies still mastering the omnichannel generation of their digital transformation to create a seamless shopping experience. Companies that are more digitally mature are already aspiring to the consumer-centric phase, embracing opportunities made possible by technology such as personalization and automation.

What consumers want

Customers have more choices in how they shop and engage with brands. This has made it harder for brands to predict and anticipate needs across customer journeys. And that’s convincing some companies to innovate more quickly as consumer demand drives the need for speed and scale.

Think about your own online behavior. Say you’re shopping for an item and searching online for the closest store in your neighborhood. Google is likely your go-to for finding that information. Looking to troubleshoot an issue with a product or seek out a service? Again, you’ll likely hit up Google first, not even considering going directly to a brand’s website for answers.

Both scenarios point to a disconnect between virtual and physical worlds, a gap technology can bridge in numerous ways such as breaking down silos and integrating fragmented media channels. Interestingly, though, not everything will be centered online all the time. In our recent study on consumer behavior, The great consumer reset, Capgemini discovered 57 percent of shoppers plan to return to brick-and-mortar stores post-pandemic, which is basically unchanged from the 59 percent who often interacted with physical stores before.

But business as usual? Not even close. Consumers have come to expect a frictionless shopping experience (buy online, pick up in store) or an immersive one (products displayed online using augmented reality), and are not content to return to in-store lineups, empty shelves, or a one-size-fits-all approach. Moreover, customers want personalized interactions while ensuring their data and privacy are protected.

So the role of the store is changing. In fact, many online-only brands are opening brick-and-mortar establishments to drive customer experience. In our research on “smart stores,” we found the majority of consumers (66 percent) believe automation can improve their shopping experience by solving the challenges they face at retail stores.

From personalization to serendipity

Retailers must recognize that they have to win consumer trust and confidence. Many consumers believe retailers’ use of tech is focused on reducing costs rather than easing friction. And they’re right. That same Capgemini research found that only one-third (35 percent) of retailers consider “solving customer pain points” as the most important criteria when deciding which automation use cases to implement.

“Retailers are largely in the early stages of adopting automation, and that’s an opportunity to rethink how they’re using technology, not just to smooth out friction and engender consumer trust but to build unexpected consumer benefits,” says Neerav Vyas, Head of Customer First, Co-Chief Innovation Officer, Insights & Data, North America, Capgemini. “We’re trying to move towards this idea of delivering serendipitous experiences to bridge the physical and digital divide.”

The focus is not solely on shoppers seeking out a specific product. “When consumers are in an exploratory mood, retailers can recommend products and services customers didn’t even know they wanted,” says Vyas. For example, business teams that use personalization platforms as part of an integrated media strategy can optimize algorithms against outcomes such as improving conversion and driving engagement.

Vyas says the elevated experience from “personalization to serendipity” fosters trust in the ability of recommendation architectures to persuade and influence consumers’ choices in beneficial ways. A case in point: our research found that half (52 percent) of spending by millennials goes towards experience-related purchases. As always, the key is to meet consumers where they are. Even better, according to Vyas, is to anticipate and understand when signals like customer intent are changing.

How to create value throughout the customer journey

One solution companies can implement right now is an integrated media spend platform that incorporates reporting, planning, and strategy across the entire customer journey. This offers value throughout the customer journey by using technology to reduce friction along the way. Think of it as starting with the customer looking for a product (search and discovery), moving on to the purchase (omnichannel basket, “shoppable” screens) and pick up/delivery (QR code scan in store), and through to post-purchase engagement with the retailer (Google Contact Center AI).

Such a holistic approach also accelerates data acquisition, integration, and reporting using advanced analytics to break down silos and emphasize the importance of privacy and first-party data. This in turn guides end-to-end interventions across customer journeys that enable optimized media spend, empowers businesses to analyze their spend distribution, fine-tunes owned and paid tactics with agencies, and promotes stewardship to support audit efficacy.

A culture of experimentation

With this data-driven focus, CPRs can create a 360-degree perspective of the customer. That intelligence can be used to enhance and humanize automated shopping experiences by putting the customer in control, whether online, in store, or across company brands. Moreover, by using Google Cloud’s emerging technologies such as artificial intelligence (AI), we help companies accelerate value across the spectrum, from supply-chain optimization and customer innovation to consumer experience.

Building a culture of experimentation is a team effort. “It’s not ever just one person who had a big idea. It’s all incremental steps,” says Jennifer Marchand, Google Cloud COE Leader, Capgemini. “Finding the right use case and timing is everything.” Take Google Glass Enterprise, she continues. For greater consumer experience, it can enable in-store associates to better serve with hands-free checkout, customer personalization and recommendations, and special offers. At the same time, Computer Vision and Smart Shelves can help prioritize tasks for employees, notifying them of low stock or a spill in the store.

Marchand points out that companies and consumers alike might not be ready to fully adopt some technology like facial recognition, but since almost everyone has a smartphone these days, they can benefit from automation with ease. “What’s interesting,” she adds, “is the way Google thinks about these types of problems, solving them for the long term.”

The store of tomorrow

Imagine a truly frictionless shopping experience, where state-of-the-art computer vision and AI identifies the products you pick up, put back, and keep, allowing you to head home, completely bypassing the checkout, with a 99 percent accuracy rate and receipts sent directly to your mobile app. That utopian experience is already taking shape at CornerShop, Capgemini’s live experimental store in London, UK.

Jamie MacLoud, Transformation & Strategy Consultant at frog, part of Capgemini, describes the retail space, which runs on Google Cloud, as the store of tomorrow, and not the distant future. It’s an experiential space where retailers and brands can explore, develop, and test technological shopping innovations in real-time. The outcome is a clearer understanding of how digital innovation can enable new ways to progress the customer experience, improve in-store operations, and help consumers to rediscover the joy of in-person retail through new ways to shop and engage with brands.

“We build, test, and learn about store concepts of tomorrow that we believe could be implemented into actual stores in the next one to two years. Getting these experiences in front of real customers in the CornerShop allows us to generate tangible learnings that we can share with our clients and use to shape future store strategy” says MacLeod. CornerShop was opened to the public in two eight-week stints, which allowed real-time testing to see what technologies resonated with customers, which brands can adapt and scale. Frictionless checkout, not surprisingly, was a big win for customers, but the technology underpinning the “virtual try-on” of clothing was deemed more suitable for the store of the future.

So, unlike an innovation lab, CornerShop lets companies experiment risk free, speeding up the process from hypothesis to full-scale implementation. It’s also another step toward solving the challenges customers face, while delivering those serendipitous experiences that build brand loyalty and longevity.

Learn more about how Capgemini is partnering with Google Cloud to help retailers create next-generation shopping experiences today.

We would like to acknowledge Jamie MacLoud, Transformation & Strategy Consultant at frog, part of Capgemini and Neerav Vyas, Head of Customer First, Co-Chief Innovation Officer, Insights & Data, North America at Capgemini who supported with invaluable insights and subject matter expertise in the writing of this blog post.

Throughout the past couple of years, I have helped a good number of companies, big and small, migrate their systems to the Google Cloud Platform (aka GCP). During the course of these migrations, there are always a few of those moments where people look at a specific Google Cloud feature and say, “now, that’s cool!”.

More often than not, it is because, coming from other platforms, they have gotten used to some features requiring multiple steps, or some operations being complicated, etc. And often they find out that in GCP you can do this specific operation in a couple of clicks, or by setting up a simple text-based configuration. Then you see that light bulb turning on in their head, and there you go… happy customer.

A few of these happen so often that I compiled them in a list to share with others who might also benefit from these “aha!” moments. You could say these are the five things I wish they told me when I started using Google Cloud.

Projects: Naturally Group Resources Together

A project is a namespace where resources live. Every resource you instantiate in GCP, from load balancers to Kubernetes clusters to virtual machines, belongs to a single project, and has no access (by default) to resources in other projects. User roles and authorisations can be defined per-project and trickle down to everything in it. This has two immediate benefits: you can group things that belong together in neat logical units, and things that don’t belong together are isolated from each other (and isolation is a Good Thing)

This is powerful and quite simple, but it often takes new users off-guard. I’ve had many clients call me and ask me “How can I make sure my developers cannot access the production machines? What’s the best way to create access policies? ”

The answer to this is actually super-simple:

• have a project for development where your developers have rights,
• have a project for production where they don’t.
• That’s it.

Every machine/other resource in the production project won’t be accessible to developers.

Of course there is a lot more to it, and you can refine roles and permissions to a much greater degree using Organizations, Folders, etc. Not to mention all the crazy things you can do with per-project billing. But at least you can say “hey, if it’s a machine in the staging environment then it can be found in the “staging” project”.

Global Virtual Networks Are *Truly* Global

Imagine you are using a Cloud provider and that you have servers in the US, and servers in Singapore, and that they need to communicate.

So you create a VPC (Virtual Private Cloud) network in the US data center, another one in the Singapore data center, and then you will connect them by setting up inter-region VPC peering or a VPN (Virtual Private Network) or a transit VPC or other routing magic.

Lots of work, right? And many moving parts, so lots of opportunities for things to break.

With GCP, however, what makes my clients go “aha!” is when they realize that in GCP a single VPC network covers the entire planet. Only subnets are attached to a geographic location, and virtual machines communicate between subnets on private IPs (good old RFC1918 addresses) — no extra routing needed.

So, to make your server communicate across continents on GCP, here are the steps:

• create a VPC network
• create a subnet in the US, put your US servers in it
• create a subnet in Singapore, put your Singapore servers in it

That’s all there is to it. Your VPC network spanning 2 continents is ready to use. Below is a screenshot of how it looks on my account, for a VPC network called ‘my-global-network’ with 2 subnets. The first column (“us-central1” and “asia-southeast1”) contains the name of the GCP regions (read: data centers). The second column is the subnet name that I picked when I created them.

A machine in the US (on the “us-central” subnet) with IP 10.0.0.5 can communicate directly with a machine in Singapore (on the “singapore”) subnet with IP 10.10.0.8.

Nothing else to set up.

And thanks to the way these networks work, the Google Cloud Load Balancer can present a single IP to the world, and forward traffic to the instances that are the closest to you geographically without having to setup a tedious DNS-based load balancing. But that’s worth an entire blog. I’ll save it for another day.

Firewalls with Tags and (Almost) No IP Addresses

There is no network security without a firewall so unsurprisingly GCP comes with one built-in.

Now, I don’t know about you, but nothing makes my brain hurt like a list of firewall rules displaying IP ranges and addresses and ‘Allow/Deny’ directives. It looks a bit like this:

If you imagine a normal network with a few dozen (hundred?) servers, you can quickly see how this can get out of control. You’d better have a solid printout of your network layout to refer to when you start adding and changing rules. And good luck debugging things!

Wouldn’t it be nice if, instead, you could just tell the firewall: “the HTTP traffic from outside can only reach the HTTP servers and the MySQL database is only reachable by the HTTP server(s) on the same network?”

Turns out it’s pretty simple on GCP by using a little thing called network tags. As the documentation says:

“Network tags are text attributes you can add to Compute Engine virtual machine (VM) instances. Tags allow you to make firewall rules and routes applicable to specific VM instances.”

So let’s see how it works. Firewall rules in GCP are defined in terms of source and target (the traffic flows from the source to the target). You can define filtering rules that apply to the source or the target, and in both cases you can use tags.

This is simpler shown with an example. The rule below states that on the default network, the traffic to the VMs with the tag mysql-server can come from the VMs with the tag http-appserver. Any other traffic is “Deny”-ed by default.

All you have to do is to tag your machines properly, and they will automatically be covered by the rule. You don’t need to enter their IP range.

That’s neat if you ask me. It makes it a lot simpler to grasp what’s happening.

Of course, there’s a TON more to firewalls in GCP. Tags also apply to routes and you can mix and match IP-based rules with tag-based rules. Not to mention that thing called service accounts, but I’ll leave those for another day.

The bottom line is that you can create most rules by just expressing a business need and not having to remember complicated network layouts. I have no hard stats, but I’m pretty sure this has saved me hours of work.

Console Access to VMs from the Browser

Easily access virtual machines (VMs) from the Google Cloud console was one of my first “aha!” moments when I started using GCP.

This is a screen capture of my Google Cloud console, with a virtual machine and its internal IP.

The last column has a header that says “Connect” and when you click on the word “SSH” a separate windows pops up. You wait for a few seconds, and… this is what you get. Your personal shell access — in a browser popup no less.

You are connected through ssh to the virtual machine of your choice. You did not have to download ssh keys and put them in the ~/.ssh directory, do the correct chmod command and run a long-winded ssh -i ~/.ssh/somekey me@<it-took-me-forever-to-copy-paste-the-address-here>

In addition, you have access to a few nifty features such as uploading and downloading files, changing the user etc. Just use the menu behind the cog icon at the top right.

In truth, you should not need to connect directly that often, but when you have to, this is a godsend.

Your Personal Jumphost from the Google Cloud Console

The Google Cloud console has a cool trick: you can actually connect to a virtual environment that is managed by the Google Cloud console itself. It serves a bit as a jump host. You can access most resources from the projects from it, and you can activate it directly from the top menu with, no particular setup on your side. It’s called the Cloud Shell.

This is how it looks at the top right of the console:

When you activate the Cloud Shell, the session opens at the bottom of the console. You get a command line prompt and it’s fully configured with the gcloud command line tool (the jack-of-all-trades of Google Cloud scripting).

You can do a great many things from there, and this even includes uploading and downloading files, editing code or deploying it, a web preview for your AppEngine application, and more.

So you can get access to a fully configured shell environment in your project from any laptop where you can connect with your credentials. On top of this, it persists between connections so you can fine-tune it to your needs and have these changes available the next time you re-connect.

This has saved me many times during my previous life as a traveling consultant!

Live migration

Did I say 5 “Aha!” moments ? Well, you’ve been patient reading all the way to here, so here’s one more for free.

Google Cloud has an amazing way to literally “teleport” a running virtual machine between physical hosts without stopping it. It’s called Live Migration. It allows Google to move your virtual machine away from a defective host, or a host that needs a patch or an upgrade, or for any other infrastructure related reason.

It’s all done in the background, and is totally transparent, so you never really see it happening. Unless you look VERY closely. I once did a demo to a client, where a machine was live migrated while he was simulating a solid network load — and we did not lose a single packet, with no noticeable degradation in latency.

And that’s a wrap!

So there you go. These are 5+1 things that made me go “Aha!” when I became more familiar with the Google Cloud Platform, and that still make my clients do the same.

There is a lot of depth to the platform, and my examples above only scratch the surface of our features. I encourage you to try it yourself. There is a generous free tier, and when you are ready to take the plunge and create that new company, please contact us at Google Cloud for Startups. We’ll get you up and running in no time.

Jerome is a Startup Architect at Google Cloud. Based in Singapore, he helps startups make the most of the Google Cloud Platform.

For many enterprises, the venerable mainframe is home to decades’ worth of data about the company’s customers, processes and operations. And it goes without saying that the business would like access to that mainframe data — to report on it, to analyze it with big data analysis tools, or to use it as the basis of new machine learning and artificial intelligence initiatives.

At Google Cloud, we are eager to work with organizations to help them transform their mainframe assets for the cloud era. Of course, we can help them modernize their mainframe applications by migrating them to the cloud. At the same time, working with partners and customers, we’ve developed another, more lightweight approach that can help them start to leverage the cloud for their mainframe assets much more quickly than performing a full-fledged migration. We call this approach data-first digitization.   

In this rapidly evolving digital ecosystem, it’s imperative to understand the difference between ‘modernization’ and ‘digitization.’ With modernization you start with the current state and look forward, and rely on mainframe application migration approaches such as rehosting (emulation), refactoring (automated code transformation), reengineering — or simply replacing a custom application with a commercial package. With digitization, you start with the future state that you want to achieve, and work back to what is required to get there.

This data-first digitization approach includes a mainframe data-first integration framework comprising in-house and partner products and tools to migrate heterogeneous data sources from the mainframe to Google Cloud Storage. Once mainframe data has been copied to Cloud Storage, it can then be integrated and leveraged by Google Cloud tools such as BigQuery, AI and machine learning prodcuts  and Smart and Stream analytics platforms. The integration framework covers both bulk batch data transfers and real-time data replication (change data capture).

Data-first digitization is based on the tenet that ‘applications are transient, data is permanent.’ By bringing data first to Google Cloud instead of traditional ways of modernizing applications (for example, with Gartner’s 7 options to Modernize), this allows organizations to leapfrog to new business models, use cases and innovative ways to serve end customers. For example:

• Making decisions with smart and stream analytics platforms and AI/ML engines. These tools need data to make decisions. Google is a pioneer in extracting information and value from the raw structured and unstructured data, and this approach opens up mainframe data for use by BigQuery and AI/ML models. 
• Building new reporting applications. With access to mainframe data, you can use Google cloud products like Looker and Appsheet to build net-new reporting applications, expediting the process of retiring mainframe reporting applications, and accelerating your overall transformation.

In our experience, taking a data-first digitization approach to your mainframe offers a number of benefits:

1. Faster time-to-business: Because data-first modernization is built on existing products, the implementation cycle is much shorter.
2. Less capital investment: You spend your time integrating products, not developing applications.
3. Minimized risk: Data-first integrates with existing, proven and reliable Google Cloud products.
4. Faster overall mainframe transformation: When you shift your modernization center of gravity from the application to the data, you look at mainframe applications from a business perspective instead of just “keeping the lights on.” As a result, only the most business-critical applications are modernized and many support applications can be decommissioned, accelerating your transformation journey. 

Taking a data-first approach to digitization is still relatively new, but we’re heartened by customers’ early successes. Watch this space for additional insights, reference architectures and technical white papers around data-first. And if you think this approach may be right for you, reach out to mainframe@google.com.

Learn more:

• Liberating your mainframe data with Confluent and Google Cloud
• Beyond mainframe modernization: The art of possibilities

When IDC recently asked CEOs what single word most reflects what their organization needs to thrive in 2022, the overwhelming response was “technology.” CEOs want to acquire greater digital know-how as they recognize that technology will underpin the business model of the future.

Digital transformation, already well underway, is becoming digital first. 

In fact, an astonishing 95% of CEOs see the need to adopt a digital-first strategy, according to IDC, and the majority of organizations are down the path of executing their plans. Currently, they report that about 30% of their organization’s revenue comes from digital products, services and experiences, a figure that will reach past 40% by 2027. 

But what will power this digital-first enterprise? Successful large-scale digital transformations are executed by a diverse set of partners and vendors—including a cloud partner, valuable channel partners and resellers, independent software vendors (commonly called ISVs), and services partners; multiple cloud partners are even becoming quite common.

These networks of experts are increasingly the driver behind enterprise transformation. They help companies and organizations to establish an actively managed and governed cloud ecosystem that integrates native and third-party solutions, which can create shared value for all partners from the latest digital technologies. In fact, 85% of CEOs told IDC that actively participating in digital ecosystems is important to their revenue growth.

The new digital agenda is built on cloud ecosystems

Recently, I sat down with the author of the IDC CEO survey, Philip Carter. He’s the group vice president, European chief analyst, and worldwide C-suite tech research lead at IDC, and I wanted to better understand from him how executives are approaching their digital-first mission. 

He explained that CEOs are turning to cloud platforms as a primary partner to put in place new, industry-specific digital business models. These platforms are at the center of “industry value networks” that accelerate time to value and benefit from cloud architecture’s ability to deliver scale, extensibility, and AI-driven experiences to create new revenue streams. 

At Google Cloud, we have made building such industry value networks a priority, comprising of: 

• Google Cloud, which provides the infrastructure and develops industry-specific data and analytics capabilities using artificial intelligence.
• Broader Google product areas like Google Shopping, Ads, Maps, Pay, Assistant, Android and Chrome.
• Independent software vendors (ISVs) relevant to a specific industry, who co-innovate with Google to provide end-to-end solutions to industry problems.
• System integrators (SIs) with deep industry knowledge who build the strategy and implement the business transformation for customers.

As an example, Google Cloud customers across multiple industries are looking for digital transformation to reinvent their core functions, such as supply chain. They might be identifying new distribution channels or restructuring their inventory. Google Cloud understands how to link the enterprise ecosystem with the consumer ecosystem. We can help enterprises access this broader ecosystem while leveraging AI-driven insights from data to help inform decisions in real time, at the point of engagement.

Google Cloud’s partner ecosystem can help achieve multiple items on the C-suite tech agenda such as improving customer experience, powering enterprise intelligence, building trust, supporting a distributed workplace, driving innovation, and streamlining operations. 

According to IDC, 75% of all organizations will be completely digitally transformed by 2030. Google Cloud has been working hard with our partners to create an extensive ecosystem that can help your organization achieve its digital transformation ahead of competitors. This includes co-developing and co-innovating industry-specific solutions with a host of partners in key areas such as operations, enterprise intelligence, customer experience, workplace productivity, innovation, security, and trust. 

And over the next few years, Google Cloud will double its investment in its partner ecosystem with increased co-innovation resources, more incentives, and co-marketing campaigns and funding. We’ll also offer greater integration into the Google Cloud Marketplace and a larger commitment to training and enablement. 

For more insights on the C-suite “Future of Enterprise” agenda, you can watch my full IDC interview. You might also download our ebook featuring IDC data on the future of enterprise with ecosystem examples from partners like AMD, Confluent, Fortinet, Genesys, Informatica, and Workspot.

Our goal is to provide comprehensive best-in-class support for our mutual customers’ digital transformations. As we look toward that goal, one thing is for sure: Our ecosystem of partners will continue to grow, adding solutions to meet the needs of digital-first enterprises. Care to join us on that journey?

When ATB Financial decided to migrate its vast SAP landscape to the cloud, the primary goal was to focus on things that matter to customers as opposed to IT infrastructure. Based in Alberta, Canada, ATB Financial serves over 800,000 customers through hundreds of branches as well as digital banking options. To keep pace with competition from large banks and FinTech startups and to meet the increasing 24/7 demands of customers, digital transformation was a must. To support this new mandate, in 2019, ATB migrated its extensive SAP backbone to Google Cloud. In addition to SAP S/4 HANA, ATB runs SAP financial services, core banking, payment engine, CRM and business warehouse on Google Cloud. 

In parallel, changes were needed to ATB’s legacy data platform. The platform had stability and reliability issues and also suffered from a lack of historical data governance. Analytics processes were ad hoc and manual. The legacy data environment was also not set up to tackle future business requirements that come with a high dependency on real-time data analysis and insights.

After evaluating several potential solutions, ATB chose BigQuery as a serverless data warehouse and data lake for its next-generation, cloud-native architecture. “BigQuery is a core component of what we call our data exposure enablement platform, or DEEP,” explains Dan Semmens, Head of Data and AI at ATB Financial. According to Semmens, DEEP consists of four pillars, all of which depend on Google Cloud and BigQuery to be successful:

1. Real-time data acquisition: ATB uses BigQuery throughout its data pipeline, starting with sourcing, processing, and preparation, moving along to storage and organization, then discovery and access, and finally consumption and servicing. So far, ATB has ingested and classified 80% of its core SAP banking data as well as data from a number of its third-party partners, such as its treasury and cash management platform provider, its credit card provider, and its call center software. 
2. Data enrichment: Before migrating to Google Cloud, ATB managed a number of disconnected technologies that made data consolidation difficult. The legacy environment could handle only structured data, whereas Google Cloud and BigQuery lets the bank incorporate unstructured data sets, including sensor data, social network activity, voice, text, and images. ATB’s data enrichment program has enabled more than 160 of the bank’s top-priority insights running on BigQuery, including credit health decision models, financial reporting, and forecasting, as well as operational reporting for departments across the organization. Jobs such as marketing campaigns and month-end processes that used to take five to eight hours now run in seconds, saving over CA$2.24 million in productivity. 
3. Self-service analytics: Data for self-service reporting, dashboarding, and visualization is now available for ATB’s 400+ business users and data analysts. Previously, bringing data and analytics to the business users who needed it while ensuring security was burdensome for IT, fraught with recurrent data preparation and other highly manual elements. Now, ATB automates much of its data protection and governance controls through the entire data lifecycle management process. Data access is not only open to more team members but it is faster and easier to acquire without compromising security. And it’s not just raw data that users can access. ATB uses BigQuery to define its enterprise data models and create what it calls its data service layer to make it easier for team members to visualize their data.
4. AI-assisted analytics and automation: Through Google Cloud and BigQuery, ATB has been able to publish data and ML models that provide alerts and notifications via APIs to customer service agents. These real-time recommendations allow customer service agents to provide more tailored service with contextualized advice and suggested new services. So far, the company has deployed more than 40 ML models to generate over 20,000 AI-assisted conversations per month. Thanks to improved customer advocacy and less churn, the bank has realized more than CA$4 million in operating revenue. During the ongoing COVID crisis, the system was also able to predict when business and personal banking customers were experiencing financial distress so that a relationship manager could proactively reach out to offer support, such as payment deferral or loan restructuring. The AI tools provided by BigQuery are also helping ATB detect fraud that previously evaded rules-based fraud detection by using broader sets of timely and accurate data. 

Thanks to the speed and ease of moving data from SAP to BigQuery, ATB is using artificial intelligence (AI) and machine learning (ML) to do things it previously hadn’t thought possible, including sophisticated fraud prevention models, product recommendations, and enriched CRM data that improves the customer experience. 

Using the power of Google Cloud and BigQuery, ATB Financial has been able to draw more value from its SAP data while lowering cost and improving security and reliability. Speed to provide data sets and insights to internal team members has improved 30%. The bank also has seen a 15x reduction in performance incidents while improving data governance and security. Dan Semmens projects that the digital transformation strategy built on Google Cloud and BigQuery has both saved millions compared to its on-premises environment and has also realized millions in new business opportunities. 

Semmens is looking toward the future that includes initiatives like Open Banking and greater ability to provide real time personalized advice for customers to drive revenue growth. “We see our data platform as foundational to ATB’s 10-year strategy,” he says. “The work we’ve undertaken over the past 18 months has enabled critical functionality for that future.” 

Learn more about how ATB Financial is leveraging BigQuery to gain more from SAP data. Visit us here to explore how Google Cloud, BigQuery, and other tools can unlock the full value of your SAP enterprise data.