Big Data + Small Process Thinking = Disappointing Results

Big data is in the news this week.  In a recent Forbes article describing the hidden opportunities of big data, Albert Pimentel Chief Sales and Marketing officer at Seagate quoted Mark Dean, an IBM fellow and director of the Almaden Research Center as saying, “Computation is not the hard part anymore.”  As with most big technology transformations, one of the hardest parts is always getting the process and people part right.

Big data has the potential to position businesses to outperform their competitors, as described in a recent McKinsey article that dubs big data the next frontier for innovation, competition, and productivity.  As businesses race to implement big data technology, there are some serious business process transformations that need to take place to fully leverage the investment in any big data initiative.

In the Big Data-driven approach to business transformation, the most important business processes are those that relate to Customer Experience Management across all fronts:

  • Manage customer loyalty
  • Manage customer value
  • Manage customer relationships
  • Manage customer feedback

These processes cross the more  traditional high level process siloes of “Manage Sales, Manage Marketing, Manage Customer Service, ” which were usually organized along departmental lines.

What actions will be taken based on the actionable intelligence that big data provides? Initiatives across departmental siloes must be closely orchestrated or the customer experience will become chaotic and confusing. Marketing campaigns have to be coordinated with activities across all customer facing roles in the organization. Effective enterprise program management is critical to this successful coordination. Marketing has to be thought of less as a department and more as a shared business responsibility.

When trying to leverage big data, it’s important to step back and answer critical questions before moving forward on multiple fronts:

  • What strategies and processes do you use to influence customer behavior on your website, in your retail outlets, at virtual and real time events? Are they working synergistically, or are they are crossed purposes?
  • What change management principles do you apply to shift customer attitudes towards your company, your employees, your products? Are you fully leveraging the power of third party change agents, or only applying  traditional, direct influence measures?
  • Are our processes too rigid to allow us to be a world-class, big data-driven organization? Should we concentrate on defining broad strokes strategies instead?

At the end of the day, the most successful businesses will be those that harness the power of big data and big process thinking to outrun the competition. More food for thought on the intersection of big data and big process can be found at:

3 thoughts on “Big Data + Small Process Thinking = Disappointing Results

  1. Pingback: BIG DATA in Healthcare? Not quite yet… | Edgewater Technology Weblog

  2. Pingback: Are you Paralyzed by a Hoard of Big Data? | Edgewater Technology Weblog

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