How Sharing Data Drives Innovationi Matt Waller Chair, Orchestro Science Network, Chief Scientist Orchestro, Inc. Professor & Garrison Endowed Chair, Walton College, University of Arkansas PV Boccasam CEO, Orchestro In the late 1980s, Mike Graen of Procter & Gamble moved to Arkansas to work on the company’s Walmart team. At that time, Walmart was P&G’s fifth largest customer; data sharing and collaboration between suppliers and retailers was in its infancy. Graen was charged with improving the economics between the two companies using information technology. According to Graen, “Within the first eight months, we made a $50 million swing in profitability [in terms of Walmart’s profitability selling our product].”ii Before this change, the only thing that P&G knew about its product demand was that another order for a truckload had arrived. Graen called this level of data sharing and collaboration a “whole new world,” which he attributed to the ability to see – for the first time – inventory levels, store-level sales data, and everything from when P&G shipped an item to Walmart, to when it was sold at the register. The legendary story of how Walmart profited from data sharing and how it improved logistics through better forecasting and inventory management is well understood; however, it has not been replicated to the same level by any other retailer to date. This is the genius of Sam Walton, our first true big data analytics pioneer. By taking it to the next level, the information sharing had a network effect, as Walmart expanded its data sharing from P&G to every supplier that wanted in. As Tom Muccio, P&G’s President of Global Customer Teams, who began collaborating with Walmart in 1987, said, “We had the ability to invent the future.”iii This whole new world of data sharing and collaboration not only improved forecasting and marketing, but also created new points of competition between suppliers within Walmart’s growing supply chain. In the early 1990s, Walmart formalized its Retail Link system, which provided sales data – by item, store, and day – to all of its suppliers. This information translated to lower merchandising cost for Walmart, and also saved suppliers time and expense in planning their production and distribution. The surprising side benefit to Walmart and its customers was that each of its suppliers also competed with each other to make Walmart smarter, allowing Walmart to pass on the savings. For example, Supplier X might argue that Walmart should dedicate more shelf space to its products because of its high sales