This document discusses the limitations of relying solely on data systems of record for customer engagement and service delivery. Systems of record only contain historical transaction data and do not consider real-time data, incomplete data, or data from other sources which are important for customer service. Additionally, systems of record are not well-suited for managing back-office staff. The document argues that companies need an omnichannel engagement strategy that leverages both systems of record and systems of engagement.
Gaining financial and operational efficiencies through centralized processing. Lisa Baergen, APR
Centralized processing and divisional accounting has become a popular area of investigation for many multi-location/ multi-entity organizations
who struggle with the challenges of optimizing operational efficiencies and control within their disconnected organizations.
This White Paper takes a look at the challenges companies face with multiple entities today, some of the common solutions offered and will also suggest a framework for determining the critical components of centralized processing that are vital to your organization’s health.
Gaining financial and operational efficiencies through centralized processing. Lisa Baergen, APR
Centralized processing and divisional accounting has become a popular area of investigation for many multi-location/ multi-entity organizations
who struggle with the challenges of optimizing operational efficiencies and control within their disconnected organizations.
This White Paper takes a look at the challenges companies face with multiple entities today, some of the common solutions offered and will also suggest a framework for determining the critical components of centralized processing that are vital to your organization’s health.
1. Discuss the structured system analysis and design methodologies
2. What is DSS? Discuss the components and capabilities of DSS.
3. Narrate the stages of SDLC
4. Define OOP. What are the applications of it?
Types, Importance, impact of Information systems
Data
Data vs Information
MIS
Importance of MIS
Impact of MIS
Need of MIS
Outputs of MIS
Business objectives of Information systems
Management Information System - MIS - ApplicationFaHaD .H. NooR
Management information system (MIS) refers to the processing of information through computers to manage and support managerial decisions within an organization. The concept may include systems termed transaction processing system, decision support system, expert system, or executive information system. The term is often used in the academic study of businesses and has connections with other areas, such as information systems, information technology, informatics, e-commerce and computer science; as a result, the term is used interchangeably with some of these areas.
Management information systems (plural) as an academic discipline studies people, technology, organizations, and the relationships among them.This definition relates specifically to "MIS" as a course of study in business schools. Many business schools (or colleges of business administration within universities) have an MIS department, alongside departments of accounting, finance, management, marketing, and may award degrees (at the undergraduate, master, and doctoral levels) in Management Information Systems.
MIS professionals help organizations to maximize the benefit from investments in personnel, equipment, and business processes.There are different areas of concentration with different duties and responsibilities in information system managers starting from the Chief information officer (CIOs), Chief technology officer (CTOs), IT directors and IT security managers. Chief information officers (CIOs) are responsible for the overall technology strategy of their organizations. Basically, they are more of the decision makers and action takers when it comes down to determining the technology or information goals of an organization and making sure the necessary planning to implement those goals is being met.
Chief technology officers (CTOs) are responsible for evaluating how new technology can help their organization. They usually recommend technological solutions to support the policies issued by the CIO.[2]
IT directors including MIS directors are in charge of both their organization's Information technology departments and the supervision of thereof. They are also in charge of implementing the policies chosen by the other top branches (CIOs, CTOs). It is their role to ensure the availability of data and network services by coordinating IT activities.
IT Security Managers oversee the network and security data as the title implies. They develop programs to offer information and awareness to their employees about security threats. This team is very important because they must keep up-to-date on IT security measures in order to be successful within their organization. Any security violations need to be investigated and supervised by this specific team.
1. Discuss the structured system analysis and design methodologies
2. What is DSS? Discuss the components and capabilities of DSS.
3. Narrate the stages of SDLC
4. Define OOP. What are the applications of it?
Types, Importance, impact of Information systems
Data
Data vs Information
MIS
Importance of MIS
Impact of MIS
Need of MIS
Outputs of MIS
Business objectives of Information systems
Management Information System - MIS - ApplicationFaHaD .H. NooR
Management information system (MIS) refers to the processing of information through computers to manage and support managerial decisions within an organization. The concept may include systems termed transaction processing system, decision support system, expert system, or executive information system. The term is often used in the academic study of businesses and has connections with other areas, such as information systems, information technology, informatics, e-commerce and computer science; as a result, the term is used interchangeably with some of these areas.
Management information systems (plural) as an academic discipline studies people, technology, organizations, and the relationships among them.This definition relates specifically to "MIS" as a course of study in business schools. Many business schools (or colleges of business administration within universities) have an MIS department, alongside departments of accounting, finance, management, marketing, and may award degrees (at the undergraduate, master, and doctoral levels) in Management Information Systems.
MIS professionals help organizations to maximize the benefit from investments in personnel, equipment, and business processes.There are different areas of concentration with different duties and responsibilities in information system managers starting from the Chief information officer (CIOs), Chief technology officer (CTOs), IT directors and IT security managers. Chief information officers (CIOs) are responsible for the overall technology strategy of their organizations. Basically, they are more of the decision makers and action takers when it comes down to determining the technology or information goals of an organization and making sure the necessary planning to implement those goals is being met.
Chief technology officers (CTOs) are responsible for evaluating how new technology can help their organization. They usually recommend technological solutions to support the policies issued by the CIO.[2]
IT directors including MIS directors are in charge of both their organization's Information technology departments and the supervision of thereof. They are also in charge of implementing the policies chosen by the other top branches (CIOs, CTOs). It is their role to ensure the availability of data and network services by coordinating IT activities.
IT Security Managers oversee the network and security data as the title implies. They develop programs to offer information and awareness to their employees about security threats. This team is very important because they must keep up-to-date on IT security measures in order to be successful within their organization. Any security violations need to be investigated and supervised by this specific team.
Cade firma acordo com Andrade e UTC sobre cartéis em licitações da PetrobrasPortal NE10
Estadão Conteúdo - A Andrade Gutierrez e a UTC assinaram, cada uma, dois Termos de Compromisso de Cessação (TCCs) com o Conselho Administrativo de Defesa Econômica (Cade) nos quais admitem a participação em cartéis investigados pela Operação Lava Jato, em licitações da Petrobras e da Usina de Angra 3. Os acordos preveem o pagamento de um total de R$ 195,160 milhões pelas construtoras, que também se comprometeram a colaborar com as investigações.
Cade firma acordo com Andrade e UTC sobre cartéis em licitações da PetrobrasPortal NE10
Estadão Conteúdo - A Andrade Gutierrez e a UTC assinaram, cada uma, dois Termos de Compromisso de Cessação (TCCs) com o Conselho Administrativo de Defesa Econômica (Cade) nos quais admitem a participação em cartéis investigados pela Operação Lava Jato, em licitações da Petrobras e da Usina de Angra 3. Os acordos preveem o pagamento de um total de R$ 195,160 milhões pelas construtoras, que também se comprometeram a colaborar com as investigações.
I have been drinking from a virtual fire hose since joining my most recent technology company, Anametrix, a cloud-based digital analytics innovator. A whole new book opened for me on how digital analytics can both increase top line revenue and reduce spend by shining a very bright flashlight into marketing efforts.
We are all painfully aware of the data explosion problem. In 2011, the Gartner Group stated that information volume collected by businesses today is growing at a minimum 59% annually. The rapid adoption of social media has also caused customer data to explode in the last few years, creating entirely new challenges for marketers. It is now imperative for organizations to think differently to accommodate the variety, volume, and velocity of their growing customer-related data.
This is where my recent experiences come in: I have personally seen how digital analytics can harness the power of massive amounts customer-related data. It can literally simplify the accelerating complexity by providing deep visibility – as well as clarity – into the effectiveness of various marketing efforts, across both online and offline channels.
I will now outline the role of IT and CFO in adopting cloud-based digital analytics solutions, discuss the benefits as well as challenges of moving to this emerging category, and provide some illustrative examples on how digital analytics can transform your marketing organization.
Slow Data Kills Business eBook - Improve the Customer ExperienceInterSystems
We live in an era where customer experience trumps product features and functions. How do you exceed customer’s expectations every time they interact with your organization? By leveraging more information and applying insights you have learned over time. Turning data-driven power into delightful experiences will give you the advantages required to succeed in today’s climate of one-click shopping and crowd-sourced feedback. Whether you are a retailer, a banker, a care provider, or a policy maker, your organization must harness the power of growing data volumes, data types, and data sources to foster experiences that matter.
Running head Key Factors in Computer Information Systems1Ke.docxwlynn1
Running head: Key Factors in Computer Information Systems
1
Key Factors in Computer Information Systems
2
Does Management Plays A Key Factor in Computer Information System Field?
Keenen L. Rush
Savannah State University
Business Research (BUSA 2185 02)
Dr. Lundy
February 6, 2019
Abstract
This paper purpose is to give key factors on why it is important to have management throughout the Computer Information System field. There has been reports that fortune 500 companies believe management is not a key factor pertaining to computer information systems. People believe in this field that management is to controlling over people and don’t allow the workers to finish their objective. As I reviewed companies that are stricter on management versus others the ones that are strict are usually more successful and last longer. This study is to answer one question does management really plays a key factor in the CIS world. Overall this study should help you realize management should be mandatory throughout this field and should always be implemented in any company.
What does Computer Information System consist of?
What are some roles of Management in Computer Information Systems?
Do companies find Computer Information Systems necessary for their company?
Keywords: Controlling, Strict, Successful, Computer Information Systems
Does Management Plays A Key Factor in Computer Information System Field?
Many people wonder what Computer Information Systems is and how companies implement it within their business. Questions have been constantly asked what the purpose of management within the CIS department of a company is. Godfrey B (2018) felt that storing, managing, documenting, analyzing, and visualizing geographic data were some of the main components of CIS. Every company in the world functions with an Information System department without one a company can not be successful. Management in CIS provides wide-ranging and reactive property management services for the entire CIS portfolio, as well as third-party contracts. CIS is also devoted to constructing lasting tenant relations by employing open-minded community managers.
Many experts have study that management is one of the biggest components in the computer information system field. There have been companies who try to disregard having management in their cis department because of the cost. Cis perform remote troubleshooting including power check, physical connection review and power cycling to restart hardware and this doesn’t come cheap. Studies have shown fortune 500 companies spends millions on IT equipment for multiple reasons. First reason to keep up with data and also collect data on sales, customers, competitors, marketing strategies and so much more. Another reason is everything you can think of is run through a computer within a company whether it’s the company Wi-Fi, Website, E-mail, Phones, which are all things you need for a company to be successful.
One deficiency within my studies is.
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DATA DISCONNECT
DATA SYSTEMS ARE NOT SUITED FOR ENGAGEMENT
Executive Summary
Reliance solely on data and systems of record to manage customer interactions is an
approach that has severe limitations. The primary reason for this is that such an
approach only considers historical information contained in the system of record
from completed transactions; it does not consider real-time events, data that has not
yet been entered into the system of record, or other sources of data—all of which
play an important role in customer service. In addition, systems of record are ill-
equipped to manage back-office staff because they can only base decisions on data
contained in their own system, ignoring tasks that are managed elsewhere that are
out of view. For these reasons, companies need to pursue omnichannel engagement
strategies that leverage systems of record with systems of engagement.
TABLE OF CONTENTS
Executive Summary.................. 1
Overview.................................. 2
The Role of Data....................... 2
Impact of Data on Service
Delivery.................................... 4
The Data Disconnect ................ 4
Omnichannel Engagement....... 6
Conclusions .............................. 9
About Genesys ......................... 9
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Overview
Apart from skill and training, the most important thing all great craftsmen do to
achieve outstanding results is simple:
Use the right tool for the job!
That same rule applies to service delivery. When the right process is enabled with the
right tools, great things happen. When the wrong tools are used, things go sideways
resulting in frustrated customers, overworked customer service staff, and declining
profit margins. Why does this happen? Why do companies fail to use the right tools
for the job? More importantly, what does a properly enabled service delivery process
look like, and how can it be achieved?
The Role of Data
Computers made their debut in the mid-twentieth century to consolidate various
tasks and centralize data. Early systems relied on large, expensive mainframe
computers for critical applications and bulk data processing. In the 1990s, companies
found that systems based on microcomputer designs were more flexible and could
be deployed at a fraction of the acquisition price of mainframe systems. Over time,
companies have increased their focus and reliance on data, forcing mainframe and
microcomputer systems to find a way to co-exist. Large-scale, batch processing and
core systems are mostly run on mainframes, while real-time transactions are handled
by microcomputers.
The common thread on both systems is data. Data is collected and analyzed to create
information suitable for making decisions. Broadly speaking, companies rely on three
basic types of data management systems:
• Core: the reference term varies slightly from one industry or company to the
next, but the reference here is meant to focus on those primary systems that
contain and manage anything that represents proof of existence. For
example, financial services companies use CORE (Centralized Online Real-
time Exchange) systems for things like customer data management,
processing payments and calculating interest. These are usually seen as the
system of record that is the authoritative data source for a given data element
or piece of information.
• CRM: Customer Relationship Management is both an approach to managing
customer interactions and the underlying systems that integrate and
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automate sales, marketing, and customer support. There are three main
components to CRM systems: salesforce automation for all stages of the sales
cycle; marketing automation for understanding and influencing customer
behavior; and service automation for customer service needs. These are
usually seen as the source of context for a given customer or interaction.
• BPM: Although Business Process Management initially focused on the
automation of business processes with the use of information technology, it
has since been extended to integrate human-driven processes in which
human interaction takes place in series or parallel with the use of technology.
For example, workflow management systems can assign individual steps
requiring deploying human intuition or judgment to relevant humans and
other tasks in a workflow to a relevant automated system. These are usually
seen as workflow management tools in an operation.
Most companies have some form of all three systems working together to manage
service delivery. A financial services company would store account information in the
Core system, manage offers and promotions with CRM, and process a mortgage
application with BPM.
On its own, data and data management systems have very real limits in the service
delivery process. In fact, it’s useful only if it’s:
• there, in the data system(s)
• accessible, not hidden in an unlinked system or silo, or blocked by other
processes in progress
• correct, current and complete
Some companies have attempted to rely on a single system of record to perform
routing of tasks and customers to agents under the assumption that a single source
of data has everything necessary to
do the job.
But what happens when it’s not?
What happens when key information
has not been captured by the data
systems? When the data system(s)
stop short, the customer becomes
the glue holding everything together.
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Impact of Data on Service Delivery
Within the organization, there are two ways to view the impact of data on service
delivery:
• Front Office: broadly speaking, this refers to the revenue-generating side of
the house, and includes activities that directly interact with customers. Key
measures consider the amount of effort customers need to put forward to
gain access, and effectiveness of systems and staff to respond as reflected in
customer satisfaction evaluations like Net Promoter Score.
• Back Office: broadly speaking, this refers to the cost-generating side of the
house and includes manufacturing and administrative tasks not seen by
customers. Key measures are designed to assess employee productivity and
process efficiency.
Customer sales and service lives across a spectrum, with self-service at one end, and
assisted service at the other. For most situations, customers will gravitate toward self-
service for most of their needs. People like to feel they have control over a situation,
like to see all of the available options, and like to see the results happen right in front
of their very own eyes. This may have started with the rise of ATMs and e-commerce,
but eventually found its way to build it yourself furniture, check-in kiosks at the
airport, and self-check stands at the grocery store. Much of the contribution data has
on service delivery happens in self-service.
But there are times when self-service is not working, not intuitively designed, or the
complexity of the situation exceeds the capabilities of self-service. When that
happens, people need help from a live agent via phone, video, email or chat. Here,
it’s critical to leverage the data used in self-service to find the right resource and
educate them on what needs to happen next. Having systems in place to truly
understand how and why a situation crosses the threshold from self to assisted
service is critical for process improvement.
The Data Disconnect
Information is managed by systems of record. Interactions are managed by systems
of engagement. They are two completely different things, working together to
produce a desirable outcome. The disconnect with data can easily be understood by
considering the difference between information and interactions:
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• Information is data that is (1) accurate and timely, (2) specific and organized
for a purpose, (3) presented within a context that gives it meaning and
relevance, and (4) can lead to an increase in understanding and decrease in
uncertainty.
• Interactions involve reciprocal action, effect, or influence.
A customer service interaction (phone call, web visit, e-mail, chat session) relies on
an exchange of information (data) to resolve a problem. That seems pretty clear.
Where many companies run into a challenge is when they attempt to use systems
of record to perform the work that should be handled by systems of engagement.
This can be observed in two ways:
• Customer access to the front office suffers because the only data used to
identify the customer and the problem is that information that has already
been stored in a core or CRM system. Information that does not exist (wasn’t
completed, hasn’t been batch-processed) cannot be used; information that is
not accessible (in process, in a different location, user lacks permission to
access) also cannot be used; information that is inaccurate (mistakes made
by the customer or employees) will lead things astray. Real-time events
(multiple calls within a short period of time, escalations, events happening on
multiple interaction channels) are not considered at all.
• Productivity in the back office is sub-optimal because data systems are
focused on the process, not on the resource. While they may be good at
determining what, why and how something needs to be done, they are not
good at determining who should do it, and where and when that should
happen. They lack visibility to the broader context of what someone will be
doing throughout the entire workday.
As a result, many studies on the service delivery process find that customers are
frustrated by: the need for multiple attempts to resolve a problem; the amount of
time needed to resolve a problem is longer than it should be; the need to repeat
information. Is there a way to deliver consistent, repeatable, and desirable service
and control the cost?
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Omnichannel Engagement
Companies rely on effective service to maintain and grow the relationships they have
with customers, measured by revenue. Simultaneously, companies rely on efficient
service to optimize resource utilization, measure by cost. Omnichannel engagement
is designed to orchestrate the journey customers take when they go in search of a
solution to produce optimal outcomes for everyone involved in the journey.
Historically, customers searching for solutions took what can be described as a single-
threaded approach. If they had a question about a bill, they called customer service.
It was up to the customer to identify who they were, and explain the problem to the
person on the other end. Even when new channels like email were introduced the
process remained largely the same: identify who you are, outline the problem.
As technology advanced, it became possible to leverage data in a limited way identify
the customer, prompt the customer to categorize their need, access account
information, and pass the collective set of data along to the representative in
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customer service. However, success relied heavily on the customer to reveal their
identity and problem.
Further advances in technology made it possible to deliver multiple interactions from
the same customer to a single agent: the customer could send an email and
subsequently call customer service, and have the email and phone call delivered to
the same agent at the same time. But each of these advances in technology failed to
overcome the ongoing challenge: they all rely on the customer to identify and state
their need.
Omnichannel engagement was designed to overcome this historical conundrum by
leveraging customer data that exists in a system of record along with information
collected in real-time by the system of engagement. This combination makes it
possible to have a multi-threaded interaction, one that considers real-time and
historical information, in order to provide the context needed to dynamically change
the path presented to the customer and resolve the issue in the best possible way.
Here are some omnichannel examples:
• The customer of an insurance company files a claim. The claim is initiated and
adjudicated in the claims management system. The customer profile, wallet
share, and cross-sell opportunities are managed in the CRM system. Both of
these are systems of record. When the customer calls to speak to the claims
rep, claim and interaction history are used to identify the appropriate
representative and route the customer and claim. This is done by the system
of engagement. If the customer sent a fax outlining the estimate for repairs
immediately prior to the call, the system of engagement would be the
platform that would have awareness, collect the fax, and deliver along with
the call and claim to the claims rep as it would not have been in the system
long enough to get processed into the claims management system.
• A prospect visits the company’s website to make a purchase, and places an
item in the shopping cart. On checkout the customer enters shipping and
credit card information. When the information is submitted for processing, it
produces an error. The customer opts to call customer service. Because the
purchase form contained a field for customer phone number that matches
the caller ID, the customer’s identity and failed purchase are matched and
delivered to an agent who greets the caller with, “It looks like you were in the
process of making a purchase online and ran into some difficulty. Would you
like me to help you complete that purchase?” Because the order was not
initially processed, the customer and order do not yet exist in any systems of
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record. However, the system of engagement can leverage cached real-time
information to assist in completing the transaction.
• A patient has just been discharged from the hospital. When they arrive home,
complications from the hospital visit arise. The patient calls the nurse advice
line for assistance. The system of engagement is able to consult with multiple
systems of record to determine that a recent discharge happened even
though it has not yet been processed into the main patient information
database.
In each of these examples, the data did not exist in the system of record. Absent that,
it would be up to the customer to identify the problem to the person helping in the
front office. But the system of engagement has the ability to consult historical data,
real-time data, and interaction history to make informed routing decisions and
present relevant information.
Similar challenges are happening in the back office:
• Insurance claims are assigned to reps based on the total number of claims in
their work bin. No consideration is made for whether the claim is in ‘pending’
status waiting for the claimant or estimator to take action. It is therefore
possible for a claims rep to have many claims assigned, but no real work. The
system of record knows where the claim is in the process, but has no visibility
to other tasks the representative may be assigned that exist outside of the
claims management system such as training, meetings, and breaks. The
system of engagement has visibility to all tasks and status for a given
representative.
• An agent at the processing center could have many orders to fill. But if those
orders are incomplete (e.g., lack shipping information), are not sorted by
product or warehouse location, or prioritized by value, the clerk will waste
time filling the order. The order management system of record knows about
order backlog, but has no visibility to other activities the clerk may be
responsible for that exist outside of the order management system.
• The hospital may process discharges into the system of record on a nightly
basis, but until they are processed they don’t exist. The system of
engagement can access real-time events like recent discharges and use the
information regardless of whether it has been processed into the system of
record.
In each of these examples, the inherent limits of the system of record created
impediments to service delivery, and made it impossible to perform accurate
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resource planning. By leveraging the system of engagement to identify true task
requirements based on the sum of historical and real-time events, routing and
staffing decisions can be optimized.
Conclusions
When the right process is enabled with the right tools, great things happen. Service
delivery requires systems of record to manage data, and systems of engagement to
manage interactions. Systems of record on their own cannot route customers to the
right resource and achieve optimal levels of productivity because they lack real-time
context. That can only happen when paired with systems of engagement. That is why
omnichannel engagement is the only way companies can achieve low-effort customer
service and high levels of employee and system utilization.
About Genesys
Genesys is driven by our cause to save the world from bad customer service. We do
it by applying a relentless focus on the consumer perspective of the customer
experience — and the impact it has on your business. Genesys works with its
customers and partners world-wide to deliver the experience that today’s digital
consumers want. It all adds up to one seamless customer conversation.
Great customer service extends beyond the contact center to the processes and work
streams involved in meeting your commitments. Genesys products give you insight
into and control over these processes, so you can truly track the customer experience
from end to end.