On its website Panviva describes itself as providing “business process guidance,” which is a phrase I was notfamiliar with. As I searched the site, I found messages such as”it’s all about customer experience,” “the right information for the right person at the right time” and “navigating complexity.” All of these describe issues contact center agents face on a daily basis, and I concluded that Panviva competes in a space I track. My benchmark research into the agent desktop and its impact on customer servicefinds that agents play a significant role in the customer experience, but many have to work with a desktop that impedes them in accessing systems and information, and some of the interactions they handle are complex.It was this perspective I brought to a briefing with Steve Pappas, Panviva’s SVP for North America.
Topics: Customer Experience Management, Mobile apps, Self-service, Operational Performance, Cloud Computing, Collaboration, Customer & Contact Center, Customer Service, Agent Performance Management, Business Process Management, Call Center, Contact Center
Two key themes that emerged from Larry Ellison’s Sunday night keynote at this year’s Oracle OpenWorld were faster processing speed and cheaper storage. An underlying purpose to these themes was to assert the importance of Oracle’s strategic vertical integration of hardware and software with the acquisitions of Sun. I try to view technology keynotes like this from the perspective of a practical business user. Advancements such of these are important because enhancing the performance and cost-effectiveness of IT infrastructure can drive substantially improved business capabilities. As I’ve noted in the past, the ability to rapidly process large amounts of data provides business users with significant new capabilities in areas such as complex event processing, social media analytics and the ability to analyze unstructured or semi-structured data. In planning, it has the potential to change how companies perform a wide range of analytics-driven processes, especially in areas such as planning, budgeting and forecasting. It makes it feasible to more fully explore the impact of different courses of action, because rather than having to wait hours or days for answers to questions that start with “What happens if we…” the answers come back in seconds. Review and planning sessions can focus more on what’s next rather than rehashing history.
Topics: Big Data, executive, process, IT Performance, Business Analytics, Business Performance, Data Management, Financial Performance, In-Memory Computing, Information Management, Business Process Management, Data, FPM
Midsize businesses “pay” for their use of entry-level accounting systems by not having the essential information they need readily available and by using up valuable time that could be better spent generating business, finding issues or responding to opportunities sooner or simply enhancing the efficiency of the organization. Nevertheless, the transition from an entry-level accounting package such as QuickBooks to an on-premises system can be daunting for companies whose entry-level software no longer addresses their needs. Usually, the shortcomings start off as minor annoyances for companies that have between 100 and 500 employees and grow over time, and usually the pain grows with the number of employees and the volume and complexity of the underlying business. As business volumes expand and complexity grows, entry-level accounting systems are increasingly less able to support the underlying business. Yet finance executives usually don’t want to migrate to a new system until their old software threatens the orderly management of the business or becomes an overwhelming burden on finance operations. I know this firsthand, since not all that long ago I worked at a company where the CFO thought his biggest IT challenge was finding spare parts for the ancient Burroughs mainframe on which our financial system ran.
Topics: Sales Performance, ERP, end-to-end, finance cloud, process, procure-to-pay, Business Performance, Cloud, Cloud Computing, Financial Performance, Accounting, Business Process Management, CFO, finance, accounting software, business process execution, financial systems, FPM, order-to-cash
At its Business Analytics Analyst Summit (Twitter: #IBMBAS12) this week, IBM unveiled its new release of analytics software for decision management. Over the last 25 years decision support systems have transformed into decision management, in which analytics, rules and optimization methods help organizations use information to guide optimal outcomes. IBM has experience and technology in these areas, most of it acquired, to apply to specific organizational needs in vertical industries. In addition, IBM has advanced its information management technologies to support big data and predictive analytics in operational environments. Its stream- and event-processing technology helps speed routing and analysis of information across business processes. Each of these are critical for supporting decision management technology needs for business processes.
Topics: Big Data, Predictive Analytics, Sales Performance, Supply Chain Performance, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Performance, Cloud Computing, Customer & Contact Center, Financial Performance, IBM, Workforce Performance, Business Process Management, Decision Management
ERP systems not only collect information about transactions, they also automate processes. The latter includes managing the handoffs between roles and enabling electronic document creation and management associated with that. Indeed, it was the promise of improving process management and process execution that spurred companies to adopt ERP in the 1990s.