Big data is, of course, one of the business world’s most in vogue buzz words. It may even be having an impact on how various industries function. Case in point, today’s Wall Street Journal reports that several firms are selling data and services to fashion brands and retailers (Fashion Industry Meets Big Data, Sep 9).
So we’ve all probably heard the questions, either from direct or indirect customers, either straightforwardly or in a round-about way. Who’s making us do this? How is this benefiting my team? Is BPM even applicable to this project? Is BPM an IT or a Business methodology?
If you’re not a direct practitioner of BPM within an organization, then it is often hard to understand the value of the methodology. I’ve even been a part of projects within which the team members felt that BPM was being imposed upon them, almost as an administrative task or check-the-box, stifling their progress and affecting their timelines.
Who’s making us do this? The BPM bullet had to have been shot from one side or the other…IT or the Business; because of course this couldn’t benefit both, and their priorities are rarely aligned.
Any process development program is a phased program. The first important phase is the launch. You need a plan in which the organization describes how it will roll out the Business Process Management initiative, selects processes for development and trains the people to lead the actual implementation.
Your plan for a successful BPM deployment should include, but is not limited to the following nine steps:
Just like when Homer designed a new car for his brother that included shag carpeting, three horns and bubble domes, BPM and CRM applications are in danger of trying to become all things to all men. Social is the latest in the long list of capabilities being added to both BPM and CRM applications, on…
I have a gripe with the accounting profession. My gripe is with the fact that accounting information delivered to most business owners is old news. Stuff happened, the professional properly recorded it and reported on it, you paid your taxes, and that’s that. Game over.
Today, organizations face multifaceted problems and need to quickly realize the value of their technology solutions whether it’s for business intelligence(BI) or other technology implementations. Business challenges have become more complex and are often riddled with ambiguity that makes it harder to address using traditional methodologies in analytics and beyond.
As a result, to answer the most pressing business questions, we’re still left with an age—old problem—balancing functionality against scarce time and resources. Rapid deployment solutions (RDS) can provide an alternative method by providing an accelerated timetable and the right foundation to scale up as needed.
Infographics are visual representations of information, data or knowledge intended to present complex information quickly and clearly. They are incredibly popular in social media, because they work. Here are some of the favorite infographics of Fast Company magazine. And there are, of course, infographics about infographics – even interactive ones.
But what turns an infographic into an infauxgraphic? If it’s ugly, silly, misguided, or misleading.
And, some infauxgraphics are just really ugly.
So far in the series, I have charted a course for creating value in the sports and entertainment industry through analytics. I have advocated a holistic approach to paint the full picture that goes beyond the basic game-day stats, and I have underscored the important role that fan engagement plays in shaping thefan experience.
And finally, in my last post, I touched on the design thinking methodology as a framework to embark on this journey, including the power of proof of plays that can leverage the philosophy of “Fail early and often” to design better solutions. If I were able to pique your curiosity and get you excited enough that you started asking questions, the next logical piece in this puzzle would involve the crucial step of making it happen.
Even with good data and analytics, we need some additional discipline around our typical decision making practices. In order to avoid our own ‘entrepreneurial delusions’, we need a meta-process, a “decision management” process, to slow us down [and] provide us with the data and the options it is designed to evaluate.
Do you have all three layers of mobile BI security covered: device, app, and data? All of the convenience and benefits of mobile devices provide a particular security risk, complicating matters for the technology managers. When we think about the three layers of security in mobile BI, each layer plays an equally important role. Moreover, each layer represents a specific component of a user’s access profile. Therefore, it’s vital not only to understand how each layer completes the security picture, but also to make sure they work in tandem.