The journey: From visualisation through analytics to decision support

We describe Sabisu as a ‘decision support’ platform, but also as an ‘analytics’ or ‘metrics’ platform. The two are somewhat different, with decision support being a process.

Some customers understand their decision support processes and know they need better quality analytics to inform them. A great example is a complex capital project with many stakeholders and a well-defined change control system.

Occasionally, a customer will identify deficiencies in their deficiencies in their decision support processes and redesign them, but our customers are paid to run their plant or project – they just don’t have the time to take this approach.

Most of the time customers are on a journey of increasing maturity, one step at a time. Sometimes that’s because Sabisu’s features are designed to hook together to show them the way.

Most of the time, customers start off wanting better analytics, but they really mean visualisations (the difference being a whole other blog post for another time).

Journey to decision support step 1


So they concentrate on collecting the data (acquisition) and getting it to the right people. The visualisations are pretty simple; the data is usually static.

Often they do this with MS Excel, Sabisu Publisher and the core Sabisu platform.

With this in place, end-users start to push for more complex visualisations, perhaps the odd mashup with Google Maps. They may still drive this from MS Excel acquired data…or they may start to hook up data sources direct but the movement is clear: static begins to give way to dynamic.

The end-user push starts to demand a more managed approach, with shared pages for Communities used for distribution.

Journey to decision support step 2

As the exposure to the platform grows, so does the question: who’s going to deal with the stuff we’re finding out? This becomes a pressing problem as senior management get more involved, so Sabisu Actions starts to get used more and becomes pivotal for those accountable for the workflow.

The processes are therefore defined at this stage. We also usually start to see separate workstreams demanding their own Workplaces and use of the Mobile platform starts to take off.

The exposure to the exec team also increases the demand for presentation changes. It’s got to look good. Along with the Mobile, this is enterprise users as consumers.

Journey to decision support step 3

This is where Analytics slots in; there is now the demand in the organisation to link data and look for hidden value within it. Users want to see correlations, real-time process data calculations, ranking and prioritising of issues and the ability to interrogate data more easily.

This new Analytics capability, with its new insights, flows through the rest of the process, improving each part of it and causing it to evolve. Alongside this, the collaboration and workflow features are now core; Actions, Notifications, Comments, Posts, Chats are all in play, with each organisation using a different combination.

These features also allow the organisation to start to capture metadata around the decisions made and the impact they have.

Journey to decision support step 4

And the change your organisation effects is really the point of it all. The capturing of that change is the point where decision support isn’t just about choosing an option; it’s about changing your business. The metadata informs every part of the process.

Journey to decision support step 5

Which brings us to a new level of maturity altogether; this is continuous improvement.

Journey to decision support step 5a

And that’s real decision support.

As always if you have any questions or suggestions, head over to our LinkedIn group and share your thoughts.

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