The latest breed of applications aimed at streamlining and optimizing human-based behaviors at IT touchpoints -- smart process applications, if you will -- was the focus of November's CIO Decisions e-zine. And why not? CIOs and IT leaders at such organizations as Loma Linda University Health and Wellesley College are already seeing the returns on these smart process apps, and they're here to share their wisdom with you regarding the rationale behind smart process applications.
"You can have a great reputation, but if your business processes are very antiquated, customers
are going to realize that and start looking elsewhere."
-- Jeremy Hubbard, director of business innovation, Loma Linda University Health
"We have developed guidelines and strategies to make sure that this does not come to bite us
later. By making this the platform of choice, we are actually managing the portfolio creep."
-- Wellesley College CIO Ganesan "Ravi" Ravishanker
Smart process applications are a way to ramp up productivity, soften the gap between people and processes and rev up business agility. And speaking of Agile, our November 2013 issue also examined how to build a post-Agile culture and methods for extracting the most from your social collaboration efforts.
"We created an organizational culture that accepted the fact that even the organizational
structure was an experiment."
-- Adam Pisoni, co-founder and chief technology officer, Yammer Inc.
"You get feedback, you interview those students, those new employees as they come in, and you incorporate that feedback into how you're doing with your recruiting. It's imprecise, but it is a way of getting that information and seeing what's working."
-- Bill Miller, CIO, Broadcom Corp.
"If you could actually match that [social media information] with your purchase behavior, the
microsegmentation possibilities are enormous."
-- Michael Relich, CIO, Guess Inc.
And finally, big data, and the role of data science in the enterprise today, continue to be
talking points among high-level IT executives -- and with good reason. It boils down to this: Data
scientists can't work in a bubble. CIOs must keep their business aims, and the limits of data
"Most think, 'There's this huge pile of data, and I'm going to dig into it to find these big
nuggets of gold.' What I've learned over the years of doing analytics is that's not the way it
works. You really have to understand the business problem you're trying to solve."
-- Michael Koukounas, senior vice president of global scoring and analytics leader at Equifax Inc.
"One rule for data science: If it looks too good to be true, it probably is too good to be
-- Claudia Perlich, chief scientist, Dstillery
For more, check out the full November issue of CIO Decisions e-zine.
This was first published in December 2013