Customer support operations increasingly rely on automation and complex workflow processes to reduce costs and improve experiences. Automation also allows organizations to make their service processes richer, incorporating information and staff from back offices, for example, or embedding conversational tools into contact center processes.
Topics: Customer Experience, embedded analytics, Analytics, Contact Center, natural language processing, AI and Machine Learning, agent management, Customer Experience Management, Field Service, Process Mining, Streaming Analytics, customer service and support
Rapidminer is a visual enterprise data science platform that includes data extraction, data mining, deep learning, artificial intelligence and machine learning (AI/ML) and predictive analytics. It can support AI/ML processes with data preparation, model validation, results visualization and model optimization. Rapidminer Studio is its visual workflow designer for the creation of predictive models. It offers more than 1,500 algorithms and functions in their library, along with templates, for common use cases including customer churn, predictive maintenance and fraud detection. It has a drag and drop visual interface and can connect to databases, enterprise data warehouses, data lakes, cloud storage, business applications and social media. The platform also supports push-down processing for data prep and ETL inside databases to minimize data movement and optimize performance.
It’s no secret that many large organizations operate in a somewhat insular and siloed manner. This dynamic applies to corporate functions where value-creation from taking advantage of operational synergies could otherwise be quite significant. Historically, human resources and finance departments, for example, were among the operating areas known to closely collaborate only when absolutely necessary. Actually, the 1992 book, "Men are from Mars, Women are from Venus," comes to mind when I reflect back on how I needed to navigate around a lack of integrated HR/finance data and processes when I was a global HR practitioner, especially since this was often exacerbated by the use of stereotypes like "people/people vs. numbers/people." The combination of these factors clearly created a sense of disconnectedness between the two groups. And having different definitions for commonly used business terms — like headcount and labor costs — as well as different methods for measuring and reporting on these items didn’t make the situation more manageable. But that wasn’t the whole enchilada of operational challenges when linking HR and finance: You also had to account for different processing and reporting cycles and cutoff dates, which often created hours of agonizing reconciliation work for the respective teams.
Among the many digital economy trends written about in recent years, one of the most significant has been the adoption of a subscription business model. For organizations with a business model that also includes reselling third-party products and services, this shift to subscription services adds complications and potential challenges.
As a result of the rapidly changing business landscape in 2020 and the need to quickly – and intelligently – change business plans and budgets, many more companies have been deciding to adopt a continuous planning approach to be able to add speed and flexibility. Transforming how organizations plan and budget has become a top-of-mind issue for CFO and even CEOs. Ventana Research has been advocating what we call continuous planning to improve organizational performance. In this multimedia Analyst Perspective, SVP and Research Director Robert Kugel discusses three important technologies necessary for continuous planning – technologies that can substantially enhance the effectiveness of the FP&A organization.