In this six part series, we explore how Operational Intelligence Centre (OIC) implementations can be complex and often fail to address the challenges they initially set out to solve. Here are our 6 top OIC challenges:
- Complex Business Processes
- Vendor Protectionism & the Platform Approach
- Complex IT Landscapes
- Messaging <> Collaboration
- Genuine self-service is rarely delivered
- Business Intelligence sits in chairs, not spreadsheets
6. Business Intelligence sits in chairs, not spreadsheets
Many organisations are asking how web 2.0 techniques of personalization and community working can be leveraged promote efficiency and innovation. As yet, this ‘social’ capability is not present in OIC solutions.
Often social capability is added to the enterprise in a separate application so as to minimize risk, say by introducing Yammer, or Wiki-style databases. Though there are risks around long-term adoption, given a suitable culture this can work, producing a repository of ideas or other intellectual property.
However, such social software lacks that which is most crucial to an OIC solution; data.
Social capability really comes into it’s own when allowing user communities to focus on a developing situation, or working together towards better operational effectiveness. These scenarios require direct access to real-time data – anything else is simply a messaging system.
Once a social capability has access to this data, user communities can be brought into problem resolution as required, or can rapidly define and propagate best practices. The inherently viral nature of a social network ensures rapid propagation to those who are needed or wish to be informed.
This ensures that users with considerable expertise can bring it to bear on the problems of the day, or can use it to nominate unusual trends for discussion; their business intelligence can be actioned. Social capability then becomes of real value.
A social network without a purpose is a talking shop. A social network with a purpose is a place to get work done.
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