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Effectiveness Of Agile Implementation Methods

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Question:

Discuss about the Effectiveness of Agile Implementation Methods.
 
 

Answer:

Introduction:

The “Business Intelligence” or BI is a blanket term referring to the processes, strategies, data, applications technical architectures and technologies. The digital ecosystem is the group of enterprise, things or individuals independently sharing digital platform (Hänel and Felden 2014).

The mutual benefits earned from the customer centric digital ecosystem like the common interest, innovation and commercial gain has been required to be assessed.

The following report discusses the reasons for development of business intelligence project. The outcomes are also analyzed on the growing delighted customers of digital ecosystem focusing on customer-centricity.

Reasons for the development of “Business Intelligence” project:

In the current world of massive competition, the customer has been the access to profitability with the overall success of an organization. As a result of this, the measurement and analyzing of the customer interactions has been critical. Hence the business intelligence hubs have been gaining popularity very rapidly among the organizations that has been “customer-centric”. The development of “business- intelligence” hubs has been making a quite sense in this world of data-driven customer service (Bukhari and Kazi 2016). However, it has been a confusing and challenging approach. The “big-data” has been currently in the entire rampage. The current analytics landscape has been vast, especially in the industry of customer experiences. The “contact center” has been the most “metric-driven” section of any enterprise as a frontline towards the customer. 

The consideration that has helped in formulating the success to create a hub for business intelligence has been the organization itself. Further, the technology solutions, implementation plan and vendors are also considered (Camilleri 2016). In the organization finding the need of business intelligence accurately capturing every customer has been required. It has been further crucial to invest in the solutions aggregating information from various sources. While planning a business intelligence project, the choosing the path ensuring success has been important under the implementation. Lastly, the vendors like analysts, consultants and scientists helps in deploying options and bring external perspectives.

The customer centric “BI” strategies have been business driven where particular business scopes to leverage BI have been sought up front. In the customer-centric digital ecosystem, the organizations adopt the approach for identifying ways that BI could be utilized in the business process. This helps in increase revenues and reduces costs. The prioritization of the opportunities for BI for execution is done. This helps in organizing people around BI development projects. It develops the enterprise “data warehouse” around incrementally around the data integrations. This further invests in enablers like data governance and mastering data management on the scale needed to back-up the road map. This has been rolling out the applications of BI with investments growing rapidly (Baur et al. 2014). Another reason has been concentrating on BI applications in serving the purposes of known business. This has been done in alliance with the data deployed without well-specified applications of BI for the data in mind.

The fundamental argument of the approach has been developing business value from the raw data. The data has been relying almost completely on the deployment of the applications of BI in the core processes. This has made difference in the operational and economic results. Another logic has been deploying the applications has not been relying upon possessing full scale versions of every “basic building blocks” (Gupta, Khanna and Kim 2014).

 

Outcomes on the implementation of business intelligence project:

The BI has been implemented utilizing the proven strategies to achieve capability excellence and business data. The BI has been an information-based argument enabling the organization in creating events. From every interaction with the customers, the business has been able to collect facts for generating revenue. For instance, customer might interact with his or her wish for a service or product that has been not present in the business website. A mechanism has been present to log every communication of customers in all “customer-centric” BI systems (Kisielnicki and Misiak 2016). This has been present as the customer data serving effectively at the requirements of the customer for further initiatives in business.

From the fifty thousand foot view, the business operates more effectively as their abilities are enough to control the requirements of production for operations. The customers require business nurturing, encouragement and attention. In order to create most of the capabilities of business and drive self-sustaining operations, the businesses has been opting a strategy that is capability based. The capability-focused planning meets the demands of the customers easily as a BI solution. It has enabled the business to depend upon its individual ability to deliver services and products sold by them (Williams 2014).

The business has been able to utilize and reutilize the cookie-cutter methods with this capability-focused approach. It has outcome in successful establishment of the capabilities in new subsidiaries, congruent, business units and the vertical integration approaches. For instance any “business development” consulting company might elect to sub-branch into little markets the “Center for Technology and Business” or “Center for Business Excellence” on the basis of its ability of support from program management. The strategy further continues to propagate the “customer-centric” BI for new implementation of business abilities. This automatically focuses on the customers. 

The widening of the business by the strategy has made the capabilities of the business portable. The strategy utilizes sales models and the sales pitches proven already at the “customer data level”. It also generates repeat sales with the present customers and recent sales with the potential customers (Laursen and Thorlund 2016).  The business has been able to utilize the strategy to impose methods of sales whenever and wherever the scopes arise, keeping the customers in mind. It works like the principles of code reuse. 

Conclusion:

The business intelligence has been used to prop up the presentation, collection, dissemination and data analysis of the business information. The “customer centric” is the approach to perform business providing positive experience to customers. There have been various ideas to be taken into consideration while embarking upon the journey of business intelligence. The vital aspect to remember is regarding the less concentration on “analytics solution” and more over the business aims. The “customer-centric” strategy of BI has tended to gain more optimal balance while the investment cashes flow and returns. Nonetheless, the “customer centric” approach of BI has been essential to strategically control the customer relationships.

 

References:

Baur, A.W., Genova, A.C., Bühler, J. and Bick, M., 2014, November. Customer is King? A Framework to Shift from Cost-to Value-Based Pricing in Software as a Service: The Case of Business Intelligence Software. In Conference on e-Business, e-Services and e-Society (pp. 1-13). Springer Berlin Heidelberg.

Bukhari, A.N. and Kazi, R., 2016. CRM triggers effectiveness through Customer Selection Orientation, Business Cycle Orientation, Cross-Functional Integration and Dual Value Creation: Myth or Reality. Journal of Marketing Management, 4(1), pp.163-171.

Camilleri, M.A., 2016. Using big data for customer centric marketing.

Gupta, V., Khanna, S. and Kim, I., 2014. Personal Financial Aggregation and Social Media Mining: A New Framework for Actionable Financial Business Intelligence (AFBI). International Journal of Business Intelligence Research (IJBIR), 5(4), pp.14-25.

Hänel, T. and Felden, C., 2014. The Role Of Operational Business Intelligence In Customer Centric Service Provision.

Kisielnicki, J.A. and Misiak, A.M., 2016. Effectiveness of Agile Implementation Methods in Business Intelligence Projects from an End-user Perspective. Informing Science: the International Journal of an Emerging Transdiscipline, 19.

Laursen, G.H. and Thorlund, J., 2016. Business analytics for managers: Taking business intelligence beyond reporting. John Wiley & Sons.

Williams, D.S., 2014. Connected CRM: implementing a data-driven, customer-centric business strategy. John Wiley & Sons.

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