- The document discusses closing the gap between customer expectations and companies' abilities to deliver excellent customer experiences.
- While most companies recognize the importance of customer experience, few have the necessary systems and capabilities to truly understand customers and act on insights.
- Customer experience leaders are more likely to have a customer-centric culture, single view of customer data, and empower employees to innovate for customers. However, most companies still struggle with data integration and silos preventing use of customer insights.
- IT can help break down silos and integrate customer data, but truly transforming customer experience requires executive support, clear strategy, and cultural change to make experience a priority.
In 2020 there were challenges to data integration that no one ever expected. Projects involving cloud migrations, security, and analytics accelerated at lightning speed. The rapid pace of change has left many teams stretched thin, struggling to keep up with the business’ ever-changing demands.
The question then becomes – is your data integration architecture prepared for the year ahead?
View this on-demand webinar for a lively panel discussion with Precisely’s top executives on charting a course for success in 2021 and beyond.
During this webinar:
• Hear how the 2020 data integration trends will impact the coming year
• Gain best practices for building future-proof data integration architectures
• Get your data integration questions answered by Precisely’s experts
Data Integration is a key part of many of today’s data management challenges: from data warehousing, to MDM, to mergers & acquisitions. Issues can arise not only in trying to align technical formats from various databases and legacy systems, but in trying to achieve common business definitions and rules.
Join this webinar to see how a data model can help with both of these challenges – from ‘bottom-up’ technical integration, to the ‘top-down’ business alignment.
LDM Webinar: Data Modeling & Business IntelligenceDATAVERSITY
Business Intelligence (BI) is a valuable way to use information to show the overall health and performance of the organization. At its core is quality, well-structured data that allows for successful reporting and analytics. A data model helps provide both the business definitions as well as the structural optimization needed for successful BI implementations.
Join this webinar to see how a data model underpins business intelligence and analytics in today’s organization.
LDM Slides: Conceptual Data Models - How to Get the Attention of Business Use...DATAVERSITY
Achieving a ‘single version of the truth’ is critical to any MDM, DW, or data integration initiative. But have you ever tried to get people to agree on a single definition of “customer”? Or to get Sales, Marketing, and IT to agree on a target audience?
This webinar will discuss how a conceptual data model can be used as a powerful communication tool for data-intensive initiatives. It will cover how to build a high-level data model, how the core concepts in a data model can have significant business impact on an organization, and will provide some easy-to-use templates and guidelines for a step-by-step approach to implementing a conceptual data model in your organization.
The Business Value of Metadata for Data GovernanceRoland Bullivant
In today’s digital economy, data drives the core processes that deliver profitability and growth - from marketing, to finance, to sales, supply chain, and more. It is also likely that for many large organizations much of their key data is retained in application packages from SAP, Oracle, Microsoft, Salesforce and others. In order to ensure that their foundational data infrastructure runs smoothly, most organizations have adopted a data governance initiative. These typically focus on the people and processes around managing data and information. Without an actionable link to the physical systems that run key business processes, however, governance programs can often lack the ‘teeth’ to effectively implement business change.
Metadata management is a process that can link business processes and drivers with the technical applications that support them. This makes data governance actionable and relevant in today’s fast-paced and results-driven business environment. One of the challenges facing data governance teams however, is the variety in format, accessibility and complexity of metadata across the organization’s systems.
The Evolving Role of the Data Architect – What Does It Mean for Your Career?DATAVERSITY
If you’re a data architect, you’ve heard it all—from ‘data management is the sexiest job of the 21st century’ to ‘data management is dead’. The truth almost certainly lies somewhere in the middle of the extremes, but how can you make sense of the true future of the data architect’s role in the rapidly-changing data landscape? The Data Architect holds a unique position as the translator between business value and technical implementation.
Join this webinar to learn how you can take advantage of the uniqueness of this role to catapult your career to the next level.
Data Architecture Strategies: The Rise of the Graph DatabaseDATAVERSITY
Graph databases are growing in popularity, with their ability to quickly discover and integrate key relationship between enterprise data sets. Business use cases such as recommendation engines, master data management, social networks, enterprise knowledge graphs and more provide valuable ways to leverage graph databases in your organization. This webinar provides an overview of graph database technologies, and how they can be used for practical applications to drive business value.
Data Catalogues - Architecting for Collaboration & Self-ServiceDATAVERSITY
The interest in Data Catalogs is growing as more business & technical users are looking to gain insight from data using a self-service approach. Architectural techniques for Data Provisioning and Metadata Cataloging have evolved to cater to these new audiences and ways of working. This webinar provides concrete methods of architecting your Self-service BI & Analytics environment to foster collaboration while at the same time maintaining Data Quality and reducing risk.
In 2020 there were challenges to data integration that no one ever expected. Projects involving cloud migrations, security, and analytics accelerated at lightning speed. The rapid pace of change has left many teams stretched thin, struggling to keep up with the business’ ever-changing demands.
The question then becomes – is your data integration architecture prepared for the year ahead?
View this on-demand webinar for a lively panel discussion with Precisely’s top executives on charting a course for success in 2021 and beyond.
During this webinar:
• Hear how the 2020 data integration trends will impact the coming year
• Gain best practices for building future-proof data integration architectures
• Get your data integration questions answered by Precisely’s experts
Data Integration is a key part of many of today’s data management challenges: from data warehousing, to MDM, to mergers & acquisitions. Issues can arise not only in trying to align technical formats from various databases and legacy systems, but in trying to achieve common business definitions and rules.
Join this webinar to see how a data model can help with both of these challenges – from ‘bottom-up’ technical integration, to the ‘top-down’ business alignment.
LDM Webinar: Data Modeling & Business IntelligenceDATAVERSITY
Business Intelligence (BI) is a valuable way to use information to show the overall health and performance of the organization. At its core is quality, well-structured data that allows for successful reporting and analytics. A data model helps provide both the business definitions as well as the structural optimization needed for successful BI implementations.
Join this webinar to see how a data model underpins business intelligence and analytics in today’s organization.
LDM Slides: Conceptual Data Models - How to Get the Attention of Business Use...DATAVERSITY
Achieving a ‘single version of the truth’ is critical to any MDM, DW, or data integration initiative. But have you ever tried to get people to agree on a single definition of “customer”? Or to get Sales, Marketing, and IT to agree on a target audience?
This webinar will discuss how a conceptual data model can be used as a powerful communication tool for data-intensive initiatives. It will cover how to build a high-level data model, how the core concepts in a data model can have significant business impact on an organization, and will provide some easy-to-use templates and guidelines for a step-by-step approach to implementing a conceptual data model in your organization.
The Business Value of Metadata for Data GovernanceRoland Bullivant
In today’s digital economy, data drives the core processes that deliver profitability and growth - from marketing, to finance, to sales, supply chain, and more. It is also likely that for many large organizations much of their key data is retained in application packages from SAP, Oracle, Microsoft, Salesforce and others. In order to ensure that their foundational data infrastructure runs smoothly, most organizations have adopted a data governance initiative. These typically focus on the people and processes around managing data and information. Without an actionable link to the physical systems that run key business processes, however, governance programs can often lack the ‘teeth’ to effectively implement business change.
Metadata management is a process that can link business processes and drivers with the technical applications that support them. This makes data governance actionable and relevant in today’s fast-paced and results-driven business environment. One of the challenges facing data governance teams however, is the variety in format, accessibility and complexity of metadata across the organization’s systems.
The Evolving Role of the Data Architect – What Does It Mean for Your Career?DATAVERSITY
If you’re a data architect, you’ve heard it all—from ‘data management is the sexiest job of the 21st century’ to ‘data management is dead’. The truth almost certainly lies somewhere in the middle of the extremes, but how can you make sense of the true future of the data architect’s role in the rapidly-changing data landscape? The Data Architect holds a unique position as the translator between business value and technical implementation.
Join this webinar to learn how you can take advantage of the uniqueness of this role to catapult your career to the next level.
Data Architecture Strategies: The Rise of the Graph DatabaseDATAVERSITY
Graph databases are growing in popularity, with their ability to quickly discover and integrate key relationship between enterprise data sets. Business use cases such as recommendation engines, master data management, social networks, enterprise knowledge graphs and more provide valuable ways to leverage graph databases in your organization. This webinar provides an overview of graph database technologies, and how they can be used for practical applications to drive business value.
Data Catalogues - Architecting for Collaboration & Self-ServiceDATAVERSITY
The interest in Data Catalogs is growing as more business & technical users are looking to gain insight from data using a self-service approach. Architectural techniques for Data Provisioning and Metadata Cataloging have evolved to cater to these new audiences and ways of working. This webinar provides concrete methods of architecting your Self-service BI & Analytics environment to foster collaboration while at the same time maintaining Data Quality and reducing risk.
DAS Slides: Self-Service Reporting and Data Prep – Benefits & RisksDATAVERSITY
As more organizations see the value of becoming data-driven, an increasing number of business stakeholders want to become more actively involved in the reporting and preparation of critical business data. Tools and technologies have evolved to support this desire, and the ability to manage and analyze vast amounts of disparate data has become more accessible than ever before. With this increased visibility and usage of data, the need for data quality, metadata context, lineage and audit, and other core fundamental best practices is greater than ever.
How can an effective architecture & governance model be created that supports both business agility, as well as long-term sustainability and risk reduction? Where do these responsibilities lie between business and IT stakeholders? Join our panel of experts as they discuss the latest best practices, architectures, and tools that support self-service reporting and data prep to maximize benefits while at the same time reducing risk.
Data Governance — Aligning Technical and Business ApproachesDATAVERSITY
Data Governance can have a varied definition, depending on the audience. To many, data governance consists of committee meetings and stewardship roles. To others, it focuses on technical data management and controls. Holistic data governance combines both of these aspects, and a robust data architecture and associated diagrams can be the “glue” that binds business and IT governance together. Join this webinar for practical tips and hands-on exercises for aligning data architecture & data governance for business and IT success.
The Definitive Guide to Data Modeling for Business IntelligenceEran Levy
Data modelling is one of the most important steps in preparing data for BI analysis. Anyone working with data - either as an analyst or as a passive 'consumer' - should take a few moments to check out this slideshow and learn the bare basics of data modelling for business intelligence.
To learn more about data modeling, watch our free webinar at http://bit.ly/1N095Sn
Data Leadership - Stop Talking About Data and Start Making an Impact!DATAVERSITY
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<p>For any organization to be successful, whatever we do with data must connect to meaningful business improvements—and those must be measured. If current data efforts lack results or accountability, then Data Leadership is our answer.</p>
<!-- /wp:paragraph -->
<!-- wp:paragraph -->
<p>But Data Leadership isn’t really about the data at all. What makes Data Leadership so powerful is its ability to completely transform organizations. Going beyond traditional data management and governance, Data Leadership builds momentum and delivers the change we’ve long known our businesses need. Data Leadership helps us overcome the lingering data challenges our legacy approaches never will.</p>
<!-- /wp:paragraph -->
<!-- wp:paragraph -->
<p>This webinar will cover the key concepts of Data Leadership, and what anybody can do to start making a bigger impact for their teams and businesses. Whether your role today is large or small, Data Leadership will be essential to your future data success! </p>
<!-- /wp:paragraph -->
<!-- wp:paragraph -->
<p>Key Learnings Include:</p>
<!-- /wp:paragraph -->
<!-- wp:list -->
<ul><li>What Data Value really is, and why creating it is the goal of everything we do with data</li><li>Introduction to the Data Leadership Framework</li><li>Why Data Leadership is fundamentally about balance</li><li>How to immediately start making a Data Leadership impact in your organization</li></ul>
<!-- /wp:list -->
Data Architecture Strategies: Artificial Intelligence - Real-World Applicatio...DATAVERSITY
Artificial Intelligence (AI) may conjure up images of robots and science fiction. But AI has practical applications in today’s data-driven organization for product recommendation engines, customer support, inventory management, and more. To support AI in order to drive concrete business outcomes, a strong data foundation is needed. This webinar will discuss practical applications for AI in your organization, and how to build a data architecture to support its use.
DAS Slides: Data Modeling at the Environment Agency of England – Case StudyDATAVERSITY
The Environment Agency uses data models as a key part of their digital journey in reporting scientific results for water quality, fisheries, conservation and ecology, flood management, and more. Join special guest Becky Russell from the Environment Agency along with host Donna Burbank as they discuss how they were able to gain buy-in from various departments across the organization using data models and data standards.
ADV Slides: What the Aspiring or New Data Scientist Needs to Know About the E...DATAVERSITY
Many data scientists are well grounded in creating accomplishment in the enterprise, but many come from outside – from academia, from PhD programs and research. They have the necessary technical skills, but it doesn’t count until their product gets to production and in use. The speaker recently helped a struggling data scientist understand his organization and how to create success in it. That turned into this presentation, because many new data scientists struggle with the complexities of an enterprise.
Metadata management is critical for organizations looking to understand the context, definition and lineage of key data assets. Data models play a key role in metadata management, as many of the key structural and business definitions are stored within the models themselves. Can data models replace traditional metadata solutions? Or should they integrate with larger metadata management tools & initiatives?
Join this webinar to discuss opportunities and challenges around:
How data modeling fits within a larger metadata management landscape
When can data modeling provide “just enough” metadata management
Key data modeling artifacts for metadata
Organization, Roles & Implementation Considerations
DAS Slides: Building a Data Strategy - Practical Steps for Aligning with Busi...DATAVERSITY
Developing a Data Strategy for your organization can seem like a daunting task. The opportunity in getting it right can be significant, however, as data drives many of the key initiatives in today’s marketplace: digital transformation, marketing, customer centricity, and more. This webinar will help de-mystify Data Strategy and Data Architecture and will provide concrete, practical ways to get started.
Metadata is hotter than ever, according a number of recent DATAVERSITY surveys. More and more organizations are realizing that in order to drive business value from data, robust metadata is needed to gain the necessary context and lineage around key data assets. At the same time, industry regulations are driving the need for better transparency and understanding of information.
While metadata has been managed for decades, new strategies & approaches have been developed to support the ever-evolving data landscape, and provide more innovative ways to drive business value from metadata. This webinar will provide an overview of metadata strategies & technologies available to today’s organization, and provide insights into building successful business strategies for metadata adoption & use.
LDM Slides: How Data Modeling Fits into an Overall Enterprise ArchitectureDATAVERSITY
Enterprise Architecture (EA) provides a visual blueprint of the organization, and shows key interrelationships between data, process, applications, and more. By abstracting these assets in a graphical view, it’s possible to see key interrelationships, particularly as it relates to data and its business impact across the organization.
Join this webinar for a discussion on how a data model can be combined with an overall enterprise architecture for enhanced business value and success.
Join us as we launch our 2015 webinar series, ‘Metadata Matters’, with Martin Garland, President of Concept Searching, and expert guest speaker Doug Miles, Director of Market Intelligence at AIIM, as they explore the state of the market for unstructured content. Find out what your peers are doing, what’s on the horizon, and how other organizations are tackling and solving many of the same metadata challenges that you face.
Unstructured data is both a liability and an opportunity. With the uncontrollable rate of unstructured content growth, organizations are beginning to realize that the time has come to proactively manage content from inception to disposal. The real problem that disruptively impacts the management of unstructured data is metadata. This informative webinar will discuss the factors that prevent and enable organizations to leverage metadata to improve the bottom line.
Topics to be discussed include:
• Are organizations living with or fixing the problem of metadata, and what is Business Critical Metadata?
• What are the biggest challenges your peers are facing in applications such as enterprise search, records management, security, migration, content management, collaboration, social tagging, and text analytics?
• Has the cloud become a debilitating factor when managing metadata?
• How is Microsoft changing the role of SharePoint, and what’s the impact of Office 365, OneDrive for Business, and Delve in managing content as an integrated enterprise asset?
• What are sound strategies that successful organizations use?
• Why adding structure and application functionality with metadata assists in identifying and achieving business value
• When evaluating vendors and tools, what are some of the questions you should ask?
• Hear case studies on how organizations have solved their challenges from an enterprise and a departmental level
Metadata is hotter than ever, according to a number of recent DATAVERSITY surveys. More and more organizations are realizing that in order to drive business value from data, robust metadata is needed to gain the necessary context and lineage around key data assets. At the same time, industry regulations are driving the need for better transparency and understanding of information.
While metadata has been managed for decades, new strategies & approaches have been developed to support the ever-evolving data landscape, and provide more innovative ways to drive business value from metadata. This webinar will provide an overview of metadata strategies & technologies available to today’s organization, and provide insights into building successful business strategies for metadata adoption & use.
Data as a Profit Driver – Emerging Techniques to Monetize Data as a Strategic...DATAVERSITY
The Digital Economy is changing the way organizations do business across the globe, and is set to transform the economy on an unprecedented scale. Business optimization, and entirely new business models are emerging as data-driven technology provides unprecedented opportunity for innovation and change. In many organizations, data not only supports business profitability, but data itself has become the critical business asset.
What does it mean to leverage data as a business asset? And how can today’s data-centric technologies support the data-driven revolution? Join our expert panelists as they discuss the latest innovations in the data landscape.
AIMLEAP #outsourcebigdata.com is a Trusted Partner for #DigitalIT, #BI #Analytics, #Automation & #DataManagement, #dataprocessing. 20 % of CIOs may lose their jobs if they fail to implement a successful framework for #DataGovernance in their organization Source: Gartner.
Lessons in Data Modeling: Data Modeling & MDMDATAVERSITY
Master Data Management (MDM) can create a 360 view of core business assets such as Customer, Product, Vendor, and more. Data modeling is a core component of MDM in both creating the technical integration between disparate systems and, perhaps more importantly, aligning business definitions & rules.
Join this webcast to learn how to effectively apply a data model in your MDM implementation.
Master Data Management – Aligning Data, Process, and GovernanceDATAVERSITY
Master Data Management (MDM) provides organizations with an accurate and comprehensive view of their business-critical data such as customers, products, vendors, and more. While mastering these key data areas can be a complex task, the value of doing so can be tremendous – from real-time operational integration to data warehousing and analytic reporting. This webinar will provide practical strategies for gaining value from your MDM initiative, while at the same time assuring a solid architectural and governance foundation that will ensure long-term, enterprise-wide success.
Master Data Management - Aligning Data, Process, and GovernanceDATAVERSITY
Master Data Management (MDM) can provide significant value to the organization in creating consistent key data assets such as Customer, Product, Supplier, Patient, and the list goes on. But getting MDM “right” requires a strategic mix of Data Architecture, business process, and Data Governance. Join this webinar to learn how to find the “sweet spot” between technology, design, process, and people for your MDM initiative.
DAS Slides: Self-Service Reporting and Data Prep – Benefits & RisksDATAVERSITY
As more organizations see the value of becoming data-driven, an increasing number of business stakeholders want to become more actively involved in the reporting and preparation of critical business data. Tools and technologies have evolved to support this desire, and the ability to manage and analyze vast amounts of disparate data has become more accessible than ever before. With this increased visibility and usage of data, the need for data quality, metadata context, lineage and audit, and other core fundamental best practices is greater than ever.
How can an effective architecture & governance model be created that supports both business agility, as well as long-term sustainability and risk reduction? Where do these responsibilities lie between business and IT stakeholders? Join our panel of experts as they discuss the latest best practices, architectures, and tools that support self-service reporting and data prep to maximize benefits while at the same time reducing risk.
Data Governance — Aligning Technical and Business ApproachesDATAVERSITY
Data Governance can have a varied definition, depending on the audience. To many, data governance consists of committee meetings and stewardship roles. To others, it focuses on technical data management and controls. Holistic data governance combines both of these aspects, and a robust data architecture and associated diagrams can be the “glue” that binds business and IT governance together. Join this webinar for practical tips and hands-on exercises for aligning data architecture & data governance for business and IT success.
The Definitive Guide to Data Modeling for Business IntelligenceEran Levy
Data modelling is one of the most important steps in preparing data for BI analysis. Anyone working with data - either as an analyst or as a passive 'consumer' - should take a few moments to check out this slideshow and learn the bare basics of data modelling for business intelligence.
To learn more about data modeling, watch our free webinar at http://bit.ly/1N095Sn
Data Leadership - Stop Talking About Data and Start Making an Impact!DATAVERSITY
<!-- wp:paragraph -->
<p>For any organization to be successful, whatever we do with data must connect to meaningful business improvements—and those must be measured. If current data efforts lack results or accountability, then Data Leadership is our answer.</p>
<!-- /wp:paragraph -->
<!-- wp:paragraph -->
<p>But Data Leadership isn’t really about the data at all. What makes Data Leadership so powerful is its ability to completely transform organizations. Going beyond traditional data management and governance, Data Leadership builds momentum and delivers the change we’ve long known our businesses need. Data Leadership helps us overcome the lingering data challenges our legacy approaches never will.</p>
<!-- /wp:paragraph -->
<!-- wp:paragraph -->
<p>This webinar will cover the key concepts of Data Leadership, and what anybody can do to start making a bigger impact for their teams and businesses. Whether your role today is large or small, Data Leadership will be essential to your future data success! </p>
<!-- /wp:paragraph -->
<!-- wp:paragraph -->
<p>Key Learnings Include:</p>
<!-- /wp:paragraph -->
<!-- wp:list -->
<ul><li>What Data Value really is, and why creating it is the goal of everything we do with data</li><li>Introduction to the Data Leadership Framework</li><li>Why Data Leadership is fundamentally about balance</li><li>How to immediately start making a Data Leadership impact in your organization</li></ul>
<!-- /wp:list -->
Data Architecture Strategies: Artificial Intelligence - Real-World Applicatio...DATAVERSITY
Artificial Intelligence (AI) may conjure up images of robots and science fiction. But AI has practical applications in today’s data-driven organization for product recommendation engines, customer support, inventory management, and more. To support AI in order to drive concrete business outcomes, a strong data foundation is needed. This webinar will discuss practical applications for AI in your organization, and how to build a data architecture to support its use.
DAS Slides: Data Modeling at the Environment Agency of England – Case StudyDATAVERSITY
The Environment Agency uses data models as a key part of their digital journey in reporting scientific results for water quality, fisheries, conservation and ecology, flood management, and more. Join special guest Becky Russell from the Environment Agency along with host Donna Burbank as they discuss how they were able to gain buy-in from various departments across the organization using data models and data standards.
ADV Slides: What the Aspiring or New Data Scientist Needs to Know About the E...DATAVERSITY
Many data scientists are well grounded in creating accomplishment in the enterprise, but many come from outside – from academia, from PhD programs and research. They have the necessary technical skills, but it doesn’t count until their product gets to production and in use. The speaker recently helped a struggling data scientist understand his organization and how to create success in it. That turned into this presentation, because many new data scientists struggle with the complexities of an enterprise.
Metadata management is critical for organizations looking to understand the context, definition and lineage of key data assets. Data models play a key role in metadata management, as many of the key structural and business definitions are stored within the models themselves. Can data models replace traditional metadata solutions? Or should they integrate with larger metadata management tools & initiatives?
Join this webinar to discuss opportunities and challenges around:
How data modeling fits within a larger metadata management landscape
When can data modeling provide “just enough” metadata management
Key data modeling artifacts for metadata
Organization, Roles & Implementation Considerations
DAS Slides: Building a Data Strategy - Practical Steps for Aligning with Busi...DATAVERSITY
Developing a Data Strategy for your organization can seem like a daunting task. The opportunity in getting it right can be significant, however, as data drives many of the key initiatives in today’s marketplace: digital transformation, marketing, customer centricity, and more. This webinar will help de-mystify Data Strategy and Data Architecture and will provide concrete, practical ways to get started.
Metadata is hotter than ever, according a number of recent DATAVERSITY surveys. More and more organizations are realizing that in order to drive business value from data, robust metadata is needed to gain the necessary context and lineage around key data assets. At the same time, industry regulations are driving the need for better transparency and understanding of information.
While metadata has been managed for decades, new strategies & approaches have been developed to support the ever-evolving data landscape, and provide more innovative ways to drive business value from metadata. This webinar will provide an overview of metadata strategies & technologies available to today’s organization, and provide insights into building successful business strategies for metadata adoption & use.
LDM Slides: How Data Modeling Fits into an Overall Enterprise ArchitectureDATAVERSITY
Enterprise Architecture (EA) provides a visual blueprint of the organization, and shows key interrelationships between data, process, applications, and more. By abstracting these assets in a graphical view, it’s possible to see key interrelationships, particularly as it relates to data and its business impact across the organization.
Join this webinar for a discussion on how a data model can be combined with an overall enterprise architecture for enhanced business value and success.
Join us as we launch our 2015 webinar series, ‘Metadata Matters’, with Martin Garland, President of Concept Searching, and expert guest speaker Doug Miles, Director of Market Intelligence at AIIM, as they explore the state of the market for unstructured content. Find out what your peers are doing, what’s on the horizon, and how other organizations are tackling and solving many of the same metadata challenges that you face.
Unstructured data is both a liability and an opportunity. With the uncontrollable rate of unstructured content growth, organizations are beginning to realize that the time has come to proactively manage content from inception to disposal. The real problem that disruptively impacts the management of unstructured data is metadata. This informative webinar will discuss the factors that prevent and enable organizations to leverage metadata to improve the bottom line.
Topics to be discussed include:
• Are organizations living with or fixing the problem of metadata, and what is Business Critical Metadata?
• What are the biggest challenges your peers are facing in applications such as enterprise search, records management, security, migration, content management, collaboration, social tagging, and text analytics?
• Has the cloud become a debilitating factor when managing metadata?
• How is Microsoft changing the role of SharePoint, and what’s the impact of Office 365, OneDrive for Business, and Delve in managing content as an integrated enterprise asset?
• What are sound strategies that successful organizations use?
• Why adding structure and application functionality with metadata assists in identifying and achieving business value
• When evaluating vendors and tools, what are some of the questions you should ask?
• Hear case studies on how organizations have solved their challenges from an enterprise and a departmental level
Metadata is hotter than ever, according to a number of recent DATAVERSITY surveys. More and more organizations are realizing that in order to drive business value from data, robust metadata is needed to gain the necessary context and lineage around key data assets. At the same time, industry regulations are driving the need for better transparency and understanding of information.
While metadata has been managed for decades, new strategies & approaches have been developed to support the ever-evolving data landscape, and provide more innovative ways to drive business value from metadata. This webinar will provide an overview of metadata strategies & technologies available to today’s organization, and provide insights into building successful business strategies for metadata adoption & use.
Data as a Profit Driver – Emerging Techniques to Monetize Data as a Strategic...DATAVERSITY
The Digital Economy is changing the way organizations do business across the globe, and is set to transform the economy on an unprecedented scale. Business optimization, and entirely new business models are emerging as data-driven technology provides unprecedented opportunity for innovation and change. In many organizations, data not only supports business profitability, but data itself has become the critical business asset.
What does it mean to leverage data as a business asset? And how can today’s data-centric technologies support the data-driven revolution? Join our expert panelists as they discuss the latest innovations in the data landscape.
AIMLEAP #outsourcebigdata.com is a Trusted Partner for #DigitalIT, #BI #Analytics, #Automation & #DataManagement, #dataprocessing. 20 % of CIOs may lose their jobs if they fail to implement a successful framework for #DataGovernance in their organization Source: Gartner.
Lessons in Data Modeling: Data Modeling & MDMDATAVERSITY
Master Data Management (MDM) can create a 360 view of core business assets such as Customer, Product, Vendor, and more. Data modeling is a core component of MDM in both creating the technical integration between disparate systems and, perhaps more importantly, aligning business definitions & rules.
Join this webcast to learn how to effectively apply a data model in your MDM implementation.
Master Data Management – Aligning Data, Process, and GovernanceDATAVERSITY
Master Data Management (MDM) provides organizations with an accurate and comprehensive view of their business-critical data such as customers, products, vendors, and more. While mastering these key data areas can be a complex task, the value of doing so can be tremendous – from real-time operational integration to data warehousing and analytic reporting. This webinar will provide practical strategies for gaining value from your MDM initiative, while at the same time assuring a solid architectural and governance foundation that will ensure long-term, enterprise-wide success.
Master Data Management - Aligning Data, Process, and GovernanceDATAVERSITY
Master Data Management (MDM) can provide significant value to the organization in creating consistent key data assets such as Customer, Product, Supplier, Patient, and the list goes on. But getting MDM “right” requires a strategic mix of Data Architecture, business process, and Data Governance. Join this webinar to learn how to find the “sweet spot” between technology, design, process, and people for your MDM initiative.
AGE OF EXPERIENCE, TRENDS RESHAPING THE FUTURE OF CUSTOMER SERVICE, by Gesner...Gesnerf
This report is the result of collaboration between Sitel’s employees and stakeholders from around the globe. Our company is now providing services through more than 61,000 employees in 21 countries on behalf of some of the best known brands in the world in the most diverse number of industries with global solutions that include customer acquisition, customer care, technical support and social media programs.
The question we try to address in this report is: how is the Customer Relations responding in 2015 to continued pressure on cost, expectation for higher quality, rising complexity, and decreasing cycle-time to respond to clients? This report will address the drivers of trends we are observing – evolving channels and customer experience expectations – and will provide insight into methods for addressing the customer relationship evolution.
Trends Reshaping the Future of Customer Service Jules Smith
How is Customer Relations responding in 2016 to continued pressure on cost, expectation for higher quality, rising complexity, and decreasing cycle-time to respond to clients? This report addresses the drivers of trends we are observing – evolving channels and customer experience expectations – and will provide insight into methods for addressing the customer relationship evolution.
Las tendencias que están redefiniendo la experiencia del cliente y su fidelización - See more at: http://www.sitel.com/es/noticias/sitel-senala-las-tendencias-que-estan-redefiniendo-la-experiencia-del-cliente-y-su-fidelizacion/#sthash.tMdJEjiA.dpuf
White paper - Customer Experience TransformationPablo Junco
This white paper highlights the business value of customer experience as a differentiator and explores three critical enablers to guide organizations embarking on the transformation journey.
Becoming Customer Centric: A Business and IT RoadmapPlus Consulting
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2. sponsor url
SPONSOR PERSPECTIVE
JOHN WOOKEY
EXECUTIVE VICE
PRESIDENT
SALESFORCE
PLATFORM
At Salesforce, we understand that today’s customers expect a smarter and more
connected experience. A company’s ability to deliver this modern customer
experience has become the ultimate competitive advantage. It is no longer enough
to offer the best good or service. To exceed customer expectations, companies
need to leverage customer data.
Thanks to the influx of customer data from social media, e-commerce and
mobile devices, companies have more data on their consumers than ever before.
Yet, without the means to act on this data—or extract meaningful insights—
businesses are struggling to understand their customers any better than they did in
generations past.
Harvard Business Review Analytic Services has done a deep-dive into what conflicts
companies are encountering while attempting to deliver one-to-one customer
experiences and what factors are contributing to the successes of others. These
findings reveal that IT decision makers are currently more empowered than ever to
position their companies to place customer experience at the forefront.
This report has identified many barriers that prevent companies from gaining
a single view of the customer. From organizational silos and data integration
problems to data quality issues and inconsistent data collection, companies need
solutions to the problems that stand between them and delivering personalized
customer experiences. The successful companies that are using customer data to
tailor experiences have identified that a company customer-centric focus and the
use of emerging technologies are critical.
It is no wonder that the ability to easily analyze customer data and create
actionable insights is becoming valuable. A single view of the customer from a
single, integrated source of truth will prove invaluable as customers and technology
continue to evolve together.
3. 3Harvard Business Review Analytic Services
HIGHLIGHTS
73%of business leaders say that delivering
a relevant and reliable customer
experience is critical to their company’s
overall business performance.
13%of companies have a single source
of customer intelligence today, and
30% are working toward that.
23%say they are able to act on all or most
of the customer data that they collect.
There is broad agreement in the executive and management ranks
that customer experience is a key competitive differentiator today.
Companies of all sizes and across all industries see the strategic
significance of superior customer experience expanding in the future.
Nearly three-quarters of business leaders (73%) said that delivering a
relevant and reliable customer experience is critical to their company’s
overall business performance today, and almost all (93%) agreed that it
would be two years from now.
However, very few companies have the necessary technology systems in place to
support the organizational and process changes required to reorient the business to
the customer. Delivering a superior customer experience requires flexible software
capable of ingesting and analyzing growing volumes of data in various forms, and
legacy systems are rarely capable of this task. As a result, there is a substantial
disconnect between the importance of customer experiences and the capabilities
of companies to deliver them. A mere 15% of business leaders rated their customer
service strategy and approach as very effective, while just over half (53%) said their
approach is somewhat effective. FIGURE1
These are among the findings of a new Harvard Business Review Analytic Services
study of 680 executives about customer experience management—research that
features in-depth interviews with several top-performing company leaders.
Increasingly, customer experience is the competitive differentiator as companies battle
for business in industries where products are growing ever more commoditized and
customers significantly more demanding—and IT is uniquely positioned to lead the
technology, process, and organizational transformation required to meet customers
where they are. “We must continuously improve our customer experience by, for
example, removing friction from our processes and adding new features to our
products,” said the customer experience leader at an international financial services
company in the midst of a global reorganization to improve customer experience
performance. “We need to make sure that our customers have an optimal experience
across various silos and products from start to finish.”
Data has a clear role to play in developing a superior customer experience—
and companies have access to more information on their customers than ever
before. Indeed, they are seeing an exponential increase in customer-related data,
driven largely by social media, mobile, and e-commerce. But these expanding
troves of customer information alone are clearly not driving customer experience
improvements—let alone innovation—in the vast majority of organizations.
CLOSINGTHECUSTOMER
EXPERIENCEGAP
How IT and Business Can Partner to
Transform Customer Experiences
4. 4 Closing the Customer Experience Gap: How IT and Business Can Partner to Transform Customer Experiences
THE GOOD NEWS IS
THAT THE CORPORATE
LEADERS AGREE ABOUT
WHAT IT WILL TAKE TO
DIGITALLY TRANSFORM
THEIR ORGANIZATIONS
AROUND THE CUSTOMER
The good news is that the corporate
leaders agree about what it will
take to digitally transform their
organizations around the customer—
culturally, organizationally, and
technologically. It requires explicit
executive support, a clear strategy, a
customer-centric culture, alignment
and integration, investing in and
partnering on new technologies and
skills, and empowering employees to
deliver and innovate around customer
experience. And, as evidenced by the
early adopters who are already making
these changes required to deliver
superior customer experiences, the
efforts pay off not only in terms of
improved customer experience quality,
but also in competitive advantage and
corporate growth.
The Keys to Customer
Experience Transformation
Business leaders are clear about the
most important factors in delivering
superior customer experiences today.
Topping the list is creating a customer-
centric culture, cited by nine out of
10 respondents. FIGURE 2 “Customer
experience has to be a priority, but
more than that, it has to be built into
the organizational culture, or it can
be set aside when other priorities
emerge,” said the president and CEO of
a U.S.-based credit union, noting that
it is something that both employees
and business partners must espouse
and bring to life every day. “Customer
experience is something we have to
focus on all the time to make sure
that we never let it slip, because we
always have new employees, new
systems, new vendor relationships. The
customer experience has to transcend
all of that as a key focus.”
Well over 80 percent of respondents
also said that having management and
leadership buy-in, visibility into and
understanding of the end-customer
experience, and a clearly communicated
customer experience strategy were
critical components of delivering a
winning customer experience. Yet less
than half of them rated their companies’
performance in any of these areas as
very effective.
But what companies are really
struggling with is customer data and the
Three-quarters of companies are not
able to act on the majority of data they
collect, owing in large part to disjointed
systems and data integration issues.
Organizational silos, lack of funding,
cultural resistance, and availability of
skills are preventing most companies
from creating a single source of customer
intelligence available throughout the
enterprise—long the Holy Grail for
customer experience improvement.
IT leaders can play a critical role in
breaking down the organizational and
technology silos holding customer data
hostage and working with experienced
vendors and consultants with the data
and analytics capabilities and next-
generation technologies required to
build a robust foundation for customer
experience in the future. They must
also work in partnership with customer
experience leaders to tackle the larger
strategic issues holding companies back.
Organizations must have explicit
executive buy-in, and their leaders need
to develop, communicate, and execute a
clear and cohesive customer experience
strategy. The structural, technological,
and process reengineering required in
order to deliver a single customer view
is easier to deliver when the appropriate
customer values, incentives, and
direction are in place. Those companies
with leaders that have not bought into
the value of an integrated and all-
encompassing customer experience
foundation find their efforts lack
the clarity, budgetary support, and
organizational structures to drive
customer-focused transformation.
FIGURE 1
CUSTOMER EXPERIENCE EFFECTIVENESS
How effective is your company in delivering a relevant and reliable customer experience?
Veryeffective
Somewhateffective
Notveryeffective
15%
10 20 30 40 50 60 70 80 90 100
SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, APRIL 2017
53%
32%
5. 5Harvard Business Review Analytic Services
company—an industry not known
for satisfied customers—said creating
a customer-centric culture takes a
targeted effort. “One of our challenges
is bringing customer centricity into
all levels of the organization. Most
of our organization is made up of
engineers; understanding customers
is not something they are taught,” he
said. “When we hire someone, we
spend a great deal of time and money
to get them to the place where they
understand what is important [to the
customer]. Once you have a customer-
centric culture in place, it’s easier.
That’s a much more powerful tool than
just training.”
technology foundation required to make
sense of it all and distribute the resulting
insight throughout the organization.
Data and systems integration and
visibility across the enterprise, giving
employees the power to deliver and
innovate around customer experience,
and aligning IT decision-making
with customer experience demands
were all cited as extremely important
in delivering a superior customer
experience. Yet only around a quarter
of respondents said their companies
perform well in these areas.
The chief customer officer (CCO) at
a multibillion-dollar institutional
investment and benefits provider is
beginning to address some of these
issues by breaking down barriers
between customer experience and IT
strategy and execution. “We realized we
weren’t moving fast enough, so our CIO
handed 36 of his technologists to me,”
said the CCO. “You can’t get meaningful
customer work done if there are
functional lines getting in the way. So we
have arranged ourselves entirely around
the customer under one structure. We
make all the decisions—and we’re on the
hook for the outcomes.”
Having senior leaders define ideal
customer experiences and translate
those into a well-thought-out strategy
is also key. Ideally, executives convert
these intended outcomes into a
“detailed and prioritized customer
experience initiative road map that
incorporates a well-thought-out data
strategy, integration of databases, and
tools to provide a single view of the
customer, the means of delivering
the right intelligence to the frontline
employees to manage customers’
experiences, and staff training,” said
the senior vice president of strategic
analytics for a marketing services firm.
“When such an exercise hasn’t taken
place, customer experience is only
a ‘temperature-checking’ exercise
without the ability to quantify how
improvements in key engagement areas
translate into improving customer
experience and connecting those gains
to economic results.”
Creating a customer-focused culture is
easier in some industries than others.
The head of process and technology
innovation for a software development
FIGURE 2
THE MOST IMPORTANT FACTORS TO DELIVERING AN
EFFECTIVE CUSTOMER EXPERIENCE
How important is each factor in delivering a relevant and reliable customer experience?
How effective is your organization in this area? [PERCENTAGE INDICATING 8,9. OR 10 ON A SCALE OF 1-10)
•IMPORTANCE
•EFFECTIVENESS
Acustomer-centricculture
Management/leadershipbuy-in
Visibilityintoandunderstandingoftheendcustomerexperience
Aclearlycommunicatedcustomerexperiencestrategy
Clarityaroundcustomerexperiencevalue/ROI
Dataandsystemsintegrationacrossallchannelsandproducts
Visibilityofdataacrossallfunctionalareas
Employeeswhoareempoweredand/orautonomousindeliveringorinnovatingaroundcustomerexperience
AlignmentbetweenITdecisionsandcustomerexperiencedemands
90%
45%
88%
49%
87%
35%
86%
34%
79%
29%
78%
25%
77%
26%
76%
31%
76%
25%
SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, APRIL 2017
6. 6 Closing the Customer Experience Gap: How IT and Business Can Partner to Transform Customer Experiences
data to drive customer experience
efforts, giving their employees and
partners access to the tools and insights
needed to create a superior customer
experience. FIGURE3 They are more likely
to be using emerging technologies and
creating personalized and omnichannel
experiences. They are more likely to use
data to predict and anticipate consumer
needs, understand lifetime value, and
track customer advocacy.
From a demographic standpoint,
these leaders are more likely to be
based in North America, be the larger
organizations, and have both B2B
and B2C business models. They are
more likely to be found in business or
professional services, financial services,
and technology industries. Customer
experience laggards were more likely to
be smaller companies or those with an
entirely B2C approach.
Unlike those identified as followers (the
53 percent with somewhat-effective
customer experience practices) and
laggards (the 32 percent with less-
effective customer experience practices),
nearly all customer experience leaders
have a clear and coherent customer
experience strategy that is understood
by all employees.
But perhaps what really sets apart
leaders—and even followers—is that
they believe there is no time to waste
in transforming to deliver a superior
customer experience. They are
convinced customer experience is key
to performance today, while laggards
believe this will be the case in two years’
time. Thus, they have already begun
the hard work of defining customer
experience outcomes, developing
new customer-centric strategies, and
rethinking people, processes, and
technologies to deliver better customer
experiences and improve overall
performance.
The Need for Speed and Agility
What many leaders are working toward
is the ability not just to deliver a reliable
and relevant customer experience,
but also to quickly respond to changes
in customer or market dynamics.
“Customer demands are growing, and
the need for speed is increasing,” said
the credit union CEO.
What Sets Customer Experience
Leaders Apart
That CCO who has his own dedicated
customer experience technology
resources works in a company that is
investing $50 million in a three-year
customer experience transformation
in a recently deregulated, intensely
competitive industry. “Our leaders have
resolved that the future of our industry
is our customer,” he said.
A closer look at the customer experience
leaders identified in this report—the
15% of respondents who described their
customer experience as very effective—
reveals some fundamental differences
between these forward-leaning
organizations and others. They are
more likely to have a customer-centric
culture and a single source of customer
intelligence. They are more capable
and agile in leveraging their customer
7.18
5.55
FIGURE 3
CX LEADERS PRIORITIZE CULTURE, STRATEGY, SKILLS,
AND DATA ACCESS
How effective is your organization in delivering on/achieving each of these factors?
[RATED ON A SCALE OF 1 TO 10, WHERE 1 IS NOT AT ALL EFFECTIVE AND 10 IS EXTREMELY IMPORTANT/ EFFECTIVE]
•LEADERS
•FOLLOWERS
Acustomer-centricculture
Management/leadershipbuy-in
ClearlycommunicatedCXstrategy
Employeesempoweredtodeliver/innovateCX
StaffaccesstoCXdata/tools
PartneraccesstoCXdata/tools
Allemployeeshavegoodanalyticsskills
8.78
7.24
8.72
7.37
8.42
6.53
7.75
6.31
7.54
5.86
6.93
5.61
BASE: BEST IN CLASS N=100, FOLLOWERS=364
SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, APRIL 2017
7. 7Harvard Business Review Analytic Services
THEPACEOFCHANGE
ANDSHIFTINGCUSTOMER
DEMANDSARESOME
OFTHEBIGGEST
CHALLENGESTO
DELIVERINGASUPERIOR
CUSTOMEREXPERIENCE
FIGURE 4
CUSTOMER EXPERIENCE LEADERS’ RESPONSIVENESS
Do you agree with the following statement: My company is able to quickly build new and
innovative customer experiences in response to market changes.
•STRONGLY DISAGREE
•SOMEWHAT DISAGREE
•SOMEWHAT AGREE
•STRONGLY AGREE
1% 42% 44%
2% 18% 55% 11%
17% 39% 25% 5%
SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, APRIL 2017
10%Leaders
Followers
Laggards
end-to-end delivery of new features to
our customers difficult. It requires the
involvement of a number of other parties
to accomplish,” he said. “That’s the
biggest impediment to delivering fast
improvement to customers. It requires
alignment, and alignment inevitably
requires more time and planning.”
The Customer Data
Universe Expands
The volume of accessible customer
data has grown significantly over the
past two years, with much of the new
data potentially useful to companies
that seek to build more agile and
responsive customer experience
practices. Unfortunately, much of it
remains unused.
Social media, mobile, and e-commerce
or website data have seen the highest
levels of growth. The expansion of
third-party, partner, and beacon data
has been more modest, although
customer experience leaders report
substantially higher rates of growth in
these three areas, as well as in machine
or sensor and e-commerce data.
Most companies, however, are failing to
leverage the growing mountain of data
at their disposal. Just under a quarter of
respondents (23%) said they act on most
or all of the customer data they collect,
while a similar number (23%) said they
act on very little or none of it, and the
remainder use some of it. FIGURE5
The vast majority of customer
experience leaders (86%) said—as did
two-thirds of followers—that their
companies are able to quickly build new
and innovative customer experiences in
response to market dynamics, while the
majority of laggards remain flat-footed
in this fast-changing marketplace.
FIGURE4 Forward-looking companies have
invested in new technologies capable
of consolidating and analyzing key
customer data and have reorganized to
be able to act on that customer insight in
a more nimble way.
The pace of change and shifting
customer demands are some of the
biggest challenges to delivering a
superior customer experience, according
to the vice president of customer
experience of a software solutions
provider for logistics terminal operators.
In fact, that’s one of the reasons
his company created the customer
experience role two years ago. The
company has always been extremely
customer-focused, but his role is to
ensure that continues to be the case
as the software solutions grow in
complexity and as customers ask for
more from the company.
Staying ahead of the competition
and would-be disrupters is crucial
and requires a new approach. “Our
ability to create change rapidly as it
relates to a better customer experience
across this large organization requires
a very agile approach and mindset,”
said the institutional investment
and benefits company CCO. At the
software development firm, a flattened
organizational structure enables more
rapid response to shifts in customer
demands. “Most IT services companies
are hierarchical,” said the company’s
head of process and technology
innovation. “We adopted a matrix
structure primarily to enable increased
communication and empower
employees.”
One global financial service company
is replacing its structure with outcome-
oriented teams, according to one of its
customer experience leaders, who is
leading a team focused on customer
journeys. Even so, responsiveness and
rapid innovation remain a challenge.
“We still have legacy and current
IT infrastructure, which makes the
8. 8 Closing the Customer Experience Gap: How IT and Business Can Partner to Transform Customer Experiences
FIGURE 6
SINGLE SOURCE OF CUSTOMER INTELLIGENCE ELUDES
MOST COMPANIES
Do you have a single, reliable source of customer intelligence across all products and
activities today?
13%
Yes,singleCIsourceacrossall
productsandactivities
30%
No,activelyworkingon
creatingsinglesource
7%
Don’tknow
22%
No,havenotbegun
toaddressthisissue
28%
No,evaluating
requirements
forsinglesource
SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, APRIL 2017
Leaders are collecting and acting
on more data than their rivals are.
Notably, they also are more likely to
immediately put it to use. Four out
of 10 said confidently that they are
able to quickly act on the data they
do use to make enhancements to the
customer experience, compared to just
11% of followers and 5% of laggards.
But they too have plenty of room for
improvement in extracting the full value
of the customer information they are
gathering.
A Single Source of Truth
Remains Elusive
Despite—or, in part, because of—these
new and expanding data sources,
companies are still struggling to create
a single source of customer intelligence.
Just 13% have it today, and 30% are
actively working on it.FIGURE6
Leaders are more likely to have
achieved a single customer intelligence
source. However, three quarters of them
admit that they are not yet where they
would like to be.
The performance marketing manager at
an online fashion retailer said data and
systems integration has made creating
a single source of customer truth a
FIGURE 5
COMPANIES DO NOT ACT ON THE MAJORITY OF CUSTOMER DATA
How much of the customer data that your organization collects are you able to act upon?
3% Allofit
20%Mostofit
Don’tknow 4%
Very littleofit 21%
50%Someofit
Noneofit 2%
SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, APRIL 2017
ALL/MOST OF IT SOME OF IT LITTLE/NONE OF IT
43%
24%
12%
41%
54%
48%
10%
18%
36%
•LEADERS
•FOLLOWERS
•LAGGARDS
9. 9Harvard Business Review Analytic Services
challenge, although it is something they
are actively developing.
At the terminal technology provider,
consolidation of systems with its
parent company and also with a newly
acquired company has to date thwarted
such efforts. “It’s an ongoing process to
rationalize and clean up the data across
systems as we continually evolve,”
said the company’s vice president of
customer experience. Ultimately he
would like to begin correlating CRM
and financial data to start looking at
customers in new ways—in terms of
profitability and demand for support
services—but that will take another
year or two.
There are a number of impediments to
these efforts, led by organizational silos,
lack of systems or data standardization
and integration, data quality issues, and
inconsistent collection of data. FIGURE7
Eliminating silos has been critical to
customer experience innovation at
the global financial services company,
where employees have reorganized
around the customer journey. “We
are able to see and manage the end-
to-end customer processes better and
take on more responsibility to improve
them,” says the customer experience
leader. “Before, it was difficult to even
realize the smallest changes to the
customer experience. Now it’s much
easier and faster to do.” The company is
redesigning and streamlining customer
journeys and also developing a tool kit
that other employees can use to gather
insights to make further improvements
to customer experiences.
Inadequate budgets, cultural resistance,
and lack of availability of skills are also
significant barriers to creating a single
view of the customer for a third of
respondents. “The proliferation of new
technologies means that it’s becoming
harder and harder to access expertise
in these platforms, and there is often
significant competition in the market
for staff and even vendor resources to
assist,” says the CCO of the institutional
investment and benefits provider.
“Forming partnerships with vendors and
consultants has been our initial strategy
to deal with the skills shortage, with a
strategy to grow more internal talent
over time.”
FIGURE 7
BARRIERS TO CREATING A SINGLE SOURCE OF
CUSTOMER INTELLIGENCE
What are the biggest impediments to creating a single source of customer intelligence?
[MULTIPLE ANSWERS ACCEPTED]
•CULTURAL BARRIER
•PROCESS/DATA BARRIER
Organizationalsilos
Lackofsystemsordatastandardization/integration
Dataqualityissues
Inconsistentcollectionofdata
Inadequatebudgets
Culturalresistance
Skillsavailability
Difficultyextractingthedata/turningitintoinsights
DifficultyprovingROI
Outdatedtechnology
Lackofanalyticstools/real-timeanalyticstools
Identifyingmeaningfuldatatocollectandanalyze
Lackofexecutivebuy-in
Customerprivacy/datasecurityconcerns
Increasingvolumesofdata
Datatimeliness
56%
48%
42%
40%
36%
34%
33%
31%
31%
31%
30%
28%
26%
26%
21%
17%
SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, APRIL 2017
10. 10 Closing the Customer Experience Gap: How IT and Business Can Partner to Transform Customer Experiences
something—and then doing something
with it that’s valuable to customers—is
the real challenge.”
Similarly, the global financial services
company houses all of its own customer-
related data in a centralized data
warehouse but has not yet been able to
easily integrate behavioral data from
websites or social media. “We have to
go to several systems to get the whole
picture, and that can be tiresome,” said
the bank’s customer experience leader.
“In the future, we’d like to have all that
information in one place where we can
easily access it and cross-reference data
in various streams.”
The most important sources of
customer experience data are customer
relationship management systems (75%),
customer satisfaction surveys (53%),
social media tools (43%), feedback from
sales and retail staff (40%), email or SMS
(37%), and transaction data (34%). The
sources of data that are actually used
for customer experience are CRM (54%),
customer satisfaction surveys (52%),
websites (50%), contact center managers
(41%), and feedback from sales and retail
staff (31%). Very few companies are yet
using data coming in newer sources
such as mobile apps, internet-connected
devices, or wearables.FIGURE8
Creating a Platform for
Customer Experience Innovation
As important as breaking down
organizational barriers and acquiring
the requisite skills for customer data
gathering and analysis is putting in
place a technology foundation that’s
capable of delivering a single source of
customer truth. Even companies that
are committed to customer experience
improvement and innovation struggle
to integrate data in legacy systems
with new sources of customer data in a
streamlined and meaningful way.
Leading companies have invested in
databases and data warehouses that can
ingest both internal and external sources
of data across applications and channels,
but many have found that alone does
not solve the problem.
“It’s a struggle. We’ve got more data
than we can handle coming in from
different systems and sources, ” said
the CEO of a credit union, which uses
a data warehouse to pull in data from
various internal and third-party sources.
“Just because you pour it all into the
same container doesn’t mean you can
draw connections between disparate
data. There’s more than enough
information, but getting it all to mean
80%
60%
40
20
0
FIGURE 8
MOST IMPORTANT/MOST USED SOURCES OF CUSTOMER DATA
What sources of data are most important to delivering a superior customer experience, and what sources of data does your company
currently use to deliver a superior customer experience? [MULTIPLE ANSWERS ACCEPTED]
•IMPORTANT
•CURRENTLY USING
SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, APRIL 2017
WEARABLES INTERNET
OF THINGS
OTHER
3RD-PARTY
DATA
ONLINE
REVIEW
DATA
PARTNER
DATA
MOBILE
APPS
FOCUS
GROUPS
POS
SYSTEMS
ERP
SYSTEM
CONTACT
CENTER
SYSTEMS
TRANS-
ACTION
DATA
SOCIAL
MEDIA
TOOLS
SALES
STAFF
FEEDBACK
EMAIL/
SMS
WEBSITE CUST.
SAT.
SURVEYS
CRM
SYSTEMS
11. 11Harvard Business Review Analytic Services
FIGURE 9
UNDER HALF USE DATA TO ANTICIPATE AND PERSONALIZE
In which of the following ways do you leverage customer data to deliver or innovate
around the customer experience? [MULTIPLE ANSWERS ACCEPTED]
Improvedcustomerinsightforemployees
New/innovativecustomerengagement
Streamliningcustomer-facingprocesses
Improvingcustomerresponsiveness
Informnewproduct/servicedevelopment
Customized/personalizedCX
Identifyingcross-sell/upsellopportunities
IT/recordintegrationforcustomerpicture
Automate/introduceself-servicetoCX
Predicting/anticipatingcustomerengagement
Createomnichannelexperience
60%
55%
46%
43%
43%
42%
41%
39%
39%
37%
21%
SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, APRIL 2017
finding and integrating new technologies
into a data platform.”
Increasing the Return on
Customer Data
Companies are most likely to leverage
customer data to deliver improved
customer insight to employees, engage
customers in new or innovative ways,
streamline customer-facing processes,
and improve customer responsiveness—
all important data-driven improvements.
FIGURE9 But those may soon become table
stakes as customers seek out companies
that can anticipate their needs and
customize experiences for them.
Approximately four out of 10
respondents said they have used or
will use customer data to customize
However, being able to ingest and analyze
such new sources of customer insight and
use that to inform and update a single
source of customer intelligence will be
a key competitive differentiator going
forward. Ingesting new sources outside
enterprise systems “is vitally important,”
says the credit union CEO. “We need to
use those small seeds of information
that may be easily overlooked. The key
is to have a very flexible system that can
ingest a variety of data in many forms. It’s
difficult to require normalized data from
each source.”
Legacy CRM systems—particularly
proprietary or highly customized ones—
are seldom a fit for such purpose. The
institutional investment and benefits
provider threw out its proprietary CRM
platform, replacing it with a software-
as-a-service option that, in conjunction
with a marketing automation system,
serves as the company’s technology
hub of customer insight. All other
applications and sources of data exist as
spokes feeding into that central source of
customer intelligence. “Over the years,
large organizations build up overlapping
technologies, and, very often, the
customer comes last. You have to strip
away those layers so that the customer
record has primacy. I’m not sure anyone
can get there by adding new platforms
into legacy systems structures.”
Figuring out how best to stitch together
these expanding sources of customer
data is itself becoming a competitive
advantage, says the CCO. “Our CRM and
marketing automation platforms are
the only systems connected to our data
warehouses and insights platforms, and
they are then used to deliver any type
of data or insight to any other platform
within the ecosystem seamlessly on
an as-needed basis. This approach
offers a lot of flexibility, simplicity,
and efficiency as we deal with ever-
increasing data sources and insights.”
The key is having “a data-rich,
aggregated dashboard that remains
consistent yet open to new forms of
data—the customer insight visualization
platform,” says the vice president of
IT at the software solutions provider
for logistics terminal operators. The
technology powering the dashboard
must be capable of elegantly weaving
together disparate data sources, he says.
“Success requires an ongoing process of
THETECHNOLOGY
POWERINGTHE
DASHBOARDMUST
BECAPABLEOF
ELEGANTLYWEAVING
TOGETHERDISPARATE
DATASOURCES
12. 12 Closing the Customer Experience Gap: How IT and Business Can Partner to Transform Customer Experiences
analyzing customer data to create more
personalized and anticipatory customer
service, sales, and product development
processes. As the online retail
performance marketing leader said,
one of the biggest customer experience
priorities is “anything that helps us
with personalization, because we are
moving toward a one-to-one approach to
customer experience.”
One reason more companies are not yet
prioritizing personal, predictive, and
omnichannel customer experiences
may be the disconnect between the
capabilities required to deliver those
kinds of singular customer experiences
and their level of mastery in those
areas. Ensuring that employees and
partners have access to the customer
data and analysis, creating automated
or streamlined business processes, and
having a single and reliable source of
customer intelligence were all deemed
critical, yet less than a quarter of
companies rated themselves as effective
in those areas. FIGURE11
For those with the right technology
architecture in place, providing
customer intelligence to employees and
partners can be a more straightforward
exercise than it is for those still
struggling with disparate customer data
and systems. But even then, there must
be clarity around how to act on that
insight. “Information needs to be both
robust and actionable,” said the senior
vice president of strategic analytics for
a marketing services provider. “[Even]
more important than giving staff access
to customer data or presenting analysis
is prescribing rules or means to make
smarter decisions via those data and the
derived intelligence.”
Customer experience excellence requires
“giving the right person the right data
at the right time,” said the credit union
CEO. “Too much data is useless, and
trying to match what I might need
now and what I have access to can be
difficult.” The credit union has made
significant progress identifying and
highlighting the next best action for
call centers to take with an individual
customer, for example. “Keeping a
consistent look and feel of the platform
allows team members to continue to
or personalize experiences for
individuals, while just 37% said they
use it to predict or anticipate customer
needs, and just one-fifth said they
are using customer data to create an
omnichannel experience. FIGURE10
Leaders, however, are more likely to
use data for predictive and personalized
customer experiences and to create
cohesive customer experiences
across channels. Indeed, the business
leaders interviewed for this report
were mapping customer journeys and
reorganizing around the customer
experience to create more seamless
omnichannel interactions. They were
FIGURE 9
UNDER HALF USE DATA TO ANTICIPATE AND PERSONALIZE
In which of the following ways do you leverage customer data to deliver or innovate
around the customer experience? [MULTIPLE ANSWERS ACCEPTED]
Improvedcustomerinsightforemployees
New/innovativecustomerengagement
Streamliningcustomer-facingprocesses
Improvingcustomerresponsiveness
Informnewproduct/servicedevelopment
Customized/personalizedCX
Identifyingcross-sell/upsellopportunities
IT/recordintegrationforcustomerpicture
Automate/introduceself-servicetoCX
Predicting/anticipatingcustomerengagement
Createomnichannelexperience
60%
55%
46%
43%
43%
42%
41%
39%
39%
37%
21%
SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, APRIL 2017
13. 13Harvard Business Review Analytic Services
But the biggest and most significant shift
will be in the use of advanced predictive
analytics to drive data-driven customer
experience decisions. FIGURE12
The senior vice president of strategic
analytics for the marketing services
provider is increasing investment in
technologies that offer more control
to the customer, including augmented
reality and self-service systems as well
as AI. Of course, emerging capabilities
such as advanced analytics, process
automation, or chatbots cannot
transform customer experience in
isolation. Only companies that put
in place the cultural, structural, and
technological foundations to take
advantage of such new approaches will
extract the full value from them.
“If you want to be an experience-led
business, any technology that can
provide a more personal and more
contextualized experience is going to
be very important in the future,” said
the CCO of the institutional investment
and benefits company, which is already
placing small bets in the areas of machine
learning and robotic process automation.
“One of the most important skill sets
of the future will be taking these new
modular technologies and integrating
those for single customer view, channel
focus on using the solution to generate
insights rather than focusing on the
tools,” adds the vice president of IT for
the software solutions provider. “The
key technology skills involve managing
the integration of multiple data sources,
obfuscating the complexity from the
customer experience managers.”
Automating and streamlining as much
a possible to free up employees and
partners to engage more effectively
with customers is also crucial. “We try
to automate as much as we can, from
sales to delivery and all the way to our
long-term support service,” says the vice
president of customer experience at the
software development firm. “It’s very
important because that enables us to
provide excellent customer experience
at an effective cost.”
The Future of CX: Advanced
Analytics and Artificial
Intelligence
A significant strategic shift is coming
in terms of the tools companies use to
deliver superior customer experience.
Website and email channels, which
are more dominant today, will become
much less business-critical. Meanwhile,
mobile apps, chatbots, and other
AI-driven tools will grow in importance.
FIGURE 11
KEY CUSTOMER EXPERIENCE CAPABILITIES/EFFECTIVENESS
How important is each factor in delivering a relevant and reliable customer experience?
How effective is your organization in this area? [PERCENTAGE INDICATING 8,9. OR 10 ON A SCALE OF 1-10]
•IMPORTANCE
•EFFECTIVENESS
Ensuringstaffhasaccesstothecustomerdataandanalysisitneedstodeliverasuperiorcustomerexperience
Havingautomatedorstreamlinedbusinessprocessestofreeupemployeestodeliverasuperiorcustomerexperience
Havingasingle,reliablesourceofcustomerintelligence
Ensuringourstrategicpartnershaveaccesstothetoolsanddatatheyneedtodeliverasuperiorcustomerexperience
71%
24%
69%
23%
63%
22%
53%
20%
SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, APRIL 2017
THEBIGGESTANDMOST
SIGNIFICANTSHIFT
WILLBEINTHEUSEOF
ADVANCEDPREDICTIVE
ANALYTICSTODRIVE
DATA-DRIVENCUSTOMER
EXPERIENCEDECISIONS
14. 14 Closing the Customer Experience Gap: How IT and Business Can Partner to Transform Customer Experiences
effectiveness with customer satisfaction
surveys (56%) than any other method,
followed by customer retention or repeat
sales (42%). EXHIBIT13
While customer satisfaction is one
metric that leaders use to take the
temperature of their transformation
efforts, it is typically not the sole
measure relied upon—or even
the most important one. Leaders
are considerably more likely to
look at metrics such as customer
lifetime value, customer advocacy,
and customer retention than their
counterparts—an approach that
better positions them to develop and
implement more targeted and fruitful
alignment, and the delivery of contextual
customer experiences. That’s the
real challenge—but it’s also the real
competitive advantage.”
New Ways to Measure
Customer Success
Even as it becomes clear that companies
that want to win on customer experience
must embrace new organizational,
technological, and process changes,
many business leaders continue to rely
on outmoded approaches to measuring
customer value.
Companies today are more likely
to measure customer experience
FIGURE 12
THE SHIFTING CX TECHNOLOGY TOOL KIT: ADVANCED PREDICTIVE ANALYTICS AND AI
WILL TAKE THE LEAD
What are the most important systems or tools your company uses to deliver a superior customer experience today? And which will be most
important two years from now? [MULTIPLE ANSWERS ACCEPTED]
•TODAY
•TWO YEARS FROM NOW
SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, APRIL 2017
45%
Voicerecognition
Augmented/virtualreality
Imagerecognition
Intelligentagents/chatbots
Roboticprocessautomation
IoTtechnologies/sensors
Sentimentanalysis
Location-basedapplicationsAdvanced/predictiveanalytics
Self-servicetools
Mobileapps
Socialmediaplatforms
CRM
Email/SMS
Website
25%
5%
-15%
15. 15Harvard Business Review Analytic Services
much effort it takes for a customer to
get something done with us, and how
we can reduce that.”
The Customer
Experience Payoff
Of course, what really matters to any
business is the bottom line. Customer
experience efforts are only a priority
insofar as they benefit the bottom line.
And it’s becoming clear that they do.
Leaders are outperforming others on
the customer experience leadership,
cultural, and skills fronts, which
explains why they are also more
effective on the process, technology,
and organizational alignment fronts.
FIGURE 14
That has led these organizations
to outperform their rivals and see
stronger revenue growth than their
competitors. A coordinated, clear,
and fully integrated customer-centric
transformation yields not just improved
customer experience quality but also
business growth.
The leaders interviewed for this report
were convinced that their customer
experience focus was critical to their
overall performance and would
continue to be so for the foreseeable
customer experience strategies and
tactics going forward.
“Surveys are only one piece of the
puzzle,” explained the credit union
CEO. “Identifying actual behavior is far
more important and gives us insight
into what customers actually do versus
what they say they do.” The online
fashion retailer uses a combination of
information from surveys, focus groups
and individual interviews, CRM data,
and online behavioral data to monitor
and adjust customer experience
efforts. “The combination enables us
to overcome the shortcomings of any
one method and build a more holistic
view of results,” said the company’s
performance marketing manager.
Net promoter scores and customer
satisfaction figures give the
institutional investment and benefits
company common metrics to compare
across business units and against the
competition, but they serve as only a
“high-level read on how we’re [doing]
with customers,” said the company’s
CCO. “Beyond that, we focus on
the metrics that matter. Unsatisfied
customers can stay because they don’t
see alternatives. Satisfied customers
still leave. So for us, the key metrics
are things like customer friction: how
FIGURE 13
HOW LEADERS MEASURE CUSTOMER EXPERIENCE
EFFECTIVENESS
How do you measure the effectiveness of your customer experience strategy and tactics?
[MULTIPLE ANSWERS ACCEPTED]
•OVERALL
•LEADERS
60%
40
20
0
180
160
140
120
100
80
60
40
20
0
17% 22% 27% 27% 27% 32% 42% 56%
SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, APRIL 2017
LIKES IN SOCIAL/
CUSTOMER SENT.
ANALYSIS
TOTAL
TOPLINE
SALES
CUSTOMER
LIFETIME
VALUE
CUSTOMER
ADVOCACY/
REFERRALS
NET
PROMOTER
SCORE
REVENUE
PER
CUSTOMER
CUSTOMER
RETENTION/
REPEAT
SALES
CUSTOMER
SATISFACTION
SURVEYS
159
133
119
future. Their biggest concerns were not
whether the efforts put into customer-
focused transformation would pay off,
but the challenge of making sure that
customer experience efforts remain a
top focus.
“There are always strategic choices
to be made, and other priorities
can overshadow the benefits of
improving the customer experience.
Nonetheless, we aim to improve
the customer experience whilst, for
example, replacing legacy systems,”
said the customer experience leader
at a financial services company. At
the online retailer in hypergrowth
mode, “a lot of things are happening,”
says the performance marketing
manager, noting that the launch of a
new collection can take precedence
over consolidating and analyzing
customer data. “Getting resources to
lock up the effort is always a challenge.
It’s not a matter of buy-in. There is
complete alignment and agreement
that this needs to happen. But things
are happening so fast, it can be hard
to keep up with everything.” The vice
president of customer experience at the
terminal technologies provider agreed.
“Overcoming competing priorities is
the biggest challenge we face on all
customer experience fronts.”
Ongoing vigilance will be important
for all companies. Even leaders that
may be ahead of their rivals in their
customer experience delivery have
by no means achieved mastery. They
have plenty of scope to improve their
data usage through a single-source of
customer intelligence system. They
too suffer from budgetary constraints
and the continually growing deluge of
customer data.
“There will always be new data
elements, and tools are getting better
and better,” said the credit CEO.
“We’re doing reasonably well. But
it’s something we can never become
complacent with. It’s a journey.” And
as it is one without a foreseeable end,
what the best companies can do is map
out a direction and pave the way for
ongoing improvement and innovation.
“Anyone that says they’re done with this
is mistaken, particularly as technologies
continue to evolve at a breakneck
pace,” says the CCO of the institutional
16. 16 Closing the Customer Experience Gap: How IT and Business Can Partner to Transform Customer Experiences
investment and benefits provider. “Our
goal is to lay a solid foundation and
create a technology environment that
will serve us well in the future.”
Call to Action
There is no debate: Customer
experience is and will continue to be
a key differentiator for all companies.
While there are significant cultural,
organizational, and technological
barriers to customer experience
transformation, there is also clarity
around the requirements to overcoming
them. Customer experience leaders will:
• Have unambiguous executive
support for customer experience
transformation
• Develop a clear customer experience
transformation strategy built
on desired customer experience
outcomes
• Create a customer-centric culture
throughout the enterprise
• Break down customer data and
organizational silos
• Align IT priorities with customer
experience demands
• Invest in next-generation customer
technology that can deliver a single
source of customer insight across
functions
• Partner with vendors and consultants
with experience and skills required to
collect, analyze, and act on expanding
volumes of customer data
• Empower employees to deliver and
innovate around customer experience
These efforts to reorganize around
the customer will only become more
important as customer requirements
evolve and expand and sources of
customer data continue to increase.
Those companies that are not able
to adapt to meet customer demands
with agility and speed will quickly
lose customers—and revenue—to
competitors that do.
7.43
5.90
FIGURE 14
LEADERS’ CX PROCESSES ARE MORE EFFECTIVE
How effective do you feel your organization is in delivering on/achieving each of these same
factors? How effective is your organization’s performance on each of these same attributes?
[RATED ON A SCALE OF 1 TO 10, WHERE 1 IS NOT AT ALL EFFECTIVE AND 10 IS EXTREMELY IMPORTANT/ EFFECTIVE]
•LEADERS
•FOLLOWERS
Understanding/visibilityofendCX
ClarityaroundCXvalue/ROI
SufficientCXprocess/systemsbudgets
ITdecisions/CXdemandsaligned
Datasystemsintegratedacrosschannels/products
Datavisibilityacrossallfunctionalareas
StreamlinedprocessesfreestaffforCX
Single,reliableCIsource
8.26
6.61
7.84
6.29
7.55
6.28
7.52
6.06
7.46
5.78
7.22
5.78
7.09
5.52
BASE: BEST IN CLASS N=100, FOLLOWERS=364
SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, APRIL 2017
17. METHODOLOGY AND PARTICIPANT PROFILE
A total of 682 respondents completed the survey, including 367 who are members of the
Harvard Business Review Advisory Council. All the respondents had knowledge of their
organization’s CX across channels, business lines, and products.
SIZE OF ORGANIZATION
ONLY ORGANIZATIONS WITH 100 OR MORE EMPLOYEES TOOK PART IN THE SURVEY
37%
10,000 +
EMPLOYEES
29%
1,000 – 9,999
EMPLOYEES
34%
100 – 999
EMPLOYEES
SENIORITY
21%
EXECUTIVE
MANAGEMENT OR
BOARD MEMBER
32%
SENIOR
MANAGEMENT
30%
MIDDLE
MANAGEMENT
17%
OTHER
LEVELS
KEY INDUSTRY SECTORS
14%
MANUFACTURING
14%
FINANCIAL
SERVICES
13%
TECHNOLOGY
9%
CONSULTING
7%
OTHER
JOB FUNCTION
15%
OPERATIONS/
PRODUCT
MANAGEMENT
10%
SALES/BUSINESS
DEVELOPMENT
9%
MARKETING/
COMMUNICATIONS
9%
HR/TRAINING
7%
OTHER
REGIONS
35%
NORTH AMERICA
34%
EUROPE, THE
MIDDLE EAST,
AND AFRICA
23%
ASIA/PACIFIC
8%
SOUTH/CENTRAL
AMERICA