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Edge Business Solutions Framework

October 28, 2012 Leave a comment

EDGE has been structured to handle specific enterprise workflows addressing access control, content management, intellectual property and security requirements. EDGE enables the enterprise to harness the power of Web 2.0 to drive customer loyalty, drive marketing and product management, as well as provide collaborative environments for promoting ideas that drive continuous innovation.

Web 2.0 has transformed the way we look at online community behavior and the possible implications of collective, collaborative knowledge management models. The power of the model has been universally recognized. However, the implications for enterprise adoption suffer from a lack of immediate consensus.

Jesu Valiant – The Major Service Industry Trends

With the above trends shaping the services industry; there is a need to address the ever-increasing gap with a solution from a technological and logical perspective that would stand to evolve with the dynamics of the service industry. We tend to get attracted to terminologies in the services industry ‘use case’ like KCS, Social Media, Collaboration, Analytics, etc., forgetting that these idea bundles do not have a tested platform with observable data that can be adapted in similar environments, providing the same yield. With such a dearth of proven solution models; here I am looking at replicating the models of successes and to present the entire solution in a concise logical framework for global comprehension.

Introducing the Edge Business Solutions framework; I address the technology components, logical functions, ongoing support and evolution to the ‘services’ business dynamics. This is a working  solution model adapted by a few organizations; there is a mapped platform, defined process set, metrics & measurements and a visible ROI.

The Edge Solution Framework

Jesu Valiant_Edge_Framework

Edge new market solutions are designed to address a wide range of challenges and help users increase performance levels and streamline operations. Lean is in Edge Solutions DNA, this DNA ensures that we structure and deploy specific enterprise workflows addressing access control, content management, intellectual property and security requirements. EDGE framework enables the enterprise to harness the power of BPA-BPM and Analytics like never before; having a direct bearing on ROI. Solutions help drive customer loyalty, drive adoption and better product management, as well as provide collaborative environments for promoting ideas that drive continuous innovation. Edge Solutions have helped transform the way we look at Business Process Management and the possible implications of collective, best practice models.

Key Solutions:

  • Knowledge Systems
  • Data Collection & Capture
  • Online Collaboration
  • Learning Management
  • Social Media Solutions
  • Document Management
  • Enterprise Wiki
  • Enterprise Content Management
  • Analytics + Reporting Dashboards
  • Scorecards & KPI Management
  • Self help / DIY Solutions
  • Survey Management
  • Process Tracking & Scheduling

The range of Edge solutions and services are powered by a native Edge applications framework also named Edge; structured to handle three challenges: the intensive deadlines, the stringent checklist of flexibility & security, and a predefined set of functional classes written by experienced Web developers. Edge application framework lets us build high-performing, thoroughly flexible, deeply secure, elegantly designed, Web applications quickly.

Edge web application framework is a high level PHP framework that encourages rapid, expandable,  inter-operable, web applications. There are predefined modules addressing core functions of workflow, charting engines, access controls and the likes that augment any build and deploy scenario rather quickly.

For more information please feel free to reach to me at my business email address at jesu.valiant@csscorp.com.

Copyrights – Jesu Valiant 2012

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Service [TAC] oriented Knowledge Engineering – Framework & Process

January 27, 2012 Leave a comment

Knowledge Engineering for Services [TAC]

All the data that is being gathered over every possible transactions reside in the databases. These transactional data amassed over time has the potential to yield a lot of intelligence and provide key insight into the major four areas of Business.  [a]-Product Analytics, [b]-Customer Analytics, [c]-Process Analytics.

Technology manufacturers need to evolve their strategy every time and stay competitive, they desperately need to understand the perspectives from a VOC – Voice of Customer.

TAC Centric Knowledge Engineering will make use of a varied a host of ‘technology and product BI companies’ and ‘BI as a service companies’.
There are three types of BI as a service offerings:
1. Generic BI platform capabilities (for example, online analytical processing [OLAP], reporting, analysis, data mining)
2. Application-specific offerings (for example, Web analytics, fraud analysis, risk analysis, benchmark analysis)
3. Combination of both application BI services & product specific analytics with a expert recommendations and consulting  [KE].

Knowledge Engineering will supply the all essential human expertise to build the knowledge analytics architecture based on the business case / SWOT and  conclude recommendations.

From a Services Industry perspective; I recommend pursuits be set over three specific areas. 1. Customer Analytics, 2. Product Analytics, 3.Process Analytics. This can help accelerate service excellence and optimize operations.

Product Analytics: Solutions that allow them to analyze across a series of product performance dimensions ‘end to end’ in the product’s lifecycle. Analytics over Product reliability, third party environments, bug impacts, causes to resolutions, escalations and factors, time to resolve, and maintainability requirements, while all the time focusing on lowering support lifecycle. Product analytics will bend the traditional value chain into a “feedback loop”; evolving into product intelligence.

Customer Analytics: Customer intelligence visibility, customer satisfaction RCA & recommendations, customers and prospects, customers’ likes and dislikes, cases history and trend, as well as future wants and needs, by consolidating customer information currently in multiple silos and mining information.

Process Analytics: Business Process Analytics provides drill-down and slice and dice capabilities from various perspectives for extensive process analysis and reporting. Derivations of general and specialist advisory based on analytics rendered over  historic and real-time data.

Knowledge Engineering Framework:

JesuValiant_KnowledgeEngineering_Framework

JesuValiant_KnowledgeEngineeringFramework

Knowledge Engineering – What it takes?
•    Enumerate, analyze, catalog, and suggest improvements to the core and support processes of the business unit.
•    Ability to assimilate and correlate disconnected and and articulate their collective relevance.
•    The ability to visualize and create high-level models to extend and mature the business architecture.
•    Technical knowledge over technologies covered in the product stack.
•    Importing, cleaning, transforming, validating or modeling data with the purpose of understanding or making conclusions from the data for decision making purposes.
•    Presenting data in charts, graphs, tables, designing and developing relational databases for collecting data.
•    Information management, relational database design and development, business intelligence, data mining or statistics.
•    Utilizes data analysis techniques or best practices and draw inferences and present comprehensive analysis.
•    Critically evaluate information gathered from multiple sources, reconcile conflicts, Decompose high-level information into details, abstract up from low-level information to a general understanding.
•    Prepare reports of findings, illustrating data graphically and translating complex findings into written text.

Do you have a pain point today and are you a technology product manufacturer? Reach out to me @ jesu.valiant@csscorp.com.

Thanks for reading.

Copyrights – Jesu Valiant 2012

*Logos in the Framework diagram belong to the respective owners. Here its to highlight and recommend adoption of these systems and tools to perform Knowledge Engineering.

Enterprise Solutions Framework for Salesforce

December 8, 2011 Leave a comment

Salesforce has emerged as one of the best cloud solutions for the market and its evolution is quite remarkable. With a new range of feature sets deployed over cloud and the spree of acquisitions that Salesforce has done especially to add more capability to its offering; there has risen a strong need for organizations who have adopted Salesforce to understand, leverage and extract ROI over this rapidly evolving cloud solution.

There are a range of services spanning the entire lifecycle of cloud based CRM adoption using the Salesforce.com platform one can avail from the list of partners. However organizations fall much short of enabling the newest features and obtain the yield of critical benefits. Building these niche services and solutions are undertaken by select Salesforce partners who leverage exiting function sets and take the operability of the cloud to greater depths. We can build comprehensive solutions that drive sales, support through  Collaboration, Social networks, Business intelligence and Knowledge management processes. There are the critical new market solutions that have been framed in the industry to which there is no dynamic solution that has been created.

Almost many organizations find it harrowing to perform, 1. CRM & App Adoption and driving higher ROI, 2. Implementing the new market solutions for the new dynamic business landscape. Many Salesforce implementations suffer from a lack of critical expertise in adopting best practices, packaged solutions.

Have below Salesforce solutions and support framework [Have derived this from ITIL framework; this conjure specifically for Cloud Administration and Management] that can help appreciate the user experience and drive higher utilization of the cloud solution. Have listed the critical areas of operations support & administration where every organization using Salesforce needs to deploy a focus group.

Salesforce Solution and Support Framework

Framework defines a comprehensive solutioning and support stack. We intend to pursue adoption of this framework and thus provide direct value to the market in achieving the elusive 1. Adoption and driving higher ROI, and optimizing for performance 2. New market solutions for the new dynamic business landscape “to be done On Demand”. With a strong Salesforce expertise and solutioning cadence spanning across process management, analytics, interops, migrations, integrations backed by certified applications; the ForceNext as it is branded will deliver the best conjure of expertise in the Services domain.

Solutions Stack for the New Market: On Request mailto:jesu.valiant@csscorp.com

Copyright © 2009-2011 cran.edge/@jesuvaliant @valiantblogs

Strategic Financial Decisions – The Makers & the Breakers

September 16, 2011 Leave a comment

Taking the Shylock route today’s organizations embark on a journey that can directly drag the organization to perilous and disastrous route into a future that offsets the goals and the mission of the Board. The financial charter by process design, rests with the decision of a very few; these few sometimes do not get the pulse of the organization; they constantly vibrate at a frequency that is completely off course the Board and the Business. With the changing trends in the corporate leadership and their approach to profitability, the only line items these leaders  see are bottom line cost reductions, spree of acquisitions & improper integrations, investing into sales & marketing efforts of decade old services, misplaced S&M focus over geographies and services. They are not to be blamed, without any depth in the service LOB of the organization and the technology vertical comprehension skills these decision and their makers drag the organization down and ensure it sputters to an halt like an old blocked rusted carburetor engine.

I want to discuss a few key examples of such perilous decisions and the decision makers that have devastated tall standing organizations. These decisions and the decision makers have collapsed structures and impeded progress in the name of growth and profitability; bringing to the fore their cleaving to traditional business structures and not adopt to the dynamic business environments governing the markets today.

Nortel Networks: Nortel struggled with a string of weak leadership team who huffed and puffed their way through mistake after mistake until Nortel eventually collapsed. They were burdened with billions of dollars in debt after missing out to raise equity and till they became a penny stock. Poor management and governance saw class-action lawsuits that cost it billions of dollars. Nortel made a series of multi-billion dollar acquisitions that were spectacular failures. Causes: Incorrect and out-of-line Financial Decisions by the handful of leaders that devastated the growth Nortel had achieved over the decades.

Air India: Foremost the Public holding of a Commercial enterprise does never survive, except for entities like ISRO where scientists and industry experts rule the roost. As for Air India and Indian Airlines the decision on not to privatize proves costly. The Indian state with its plural and coalition driven political schema cannot in anyway manage to be commercial in the wake of massive industry competition. The rising debts over fuel, airport parking, salaries, maintenance, one does wonder the future course of the organization. Wages account for just 16% of total costs, so the scope for reducing losses through wage or employee reductions is quite small. Blunders aplenty thanks to the Union ministry like the; Air India – Indian merger, Not outsourcing of fringe and support work, severe misuse of perks, corruption driven losses from high places, No industry expert to run the show as bureaucrats and politicians CANNOT run an airline. The purchase of Boeing 777 and 787 Dream-liners far beyond the airlines need is another major factor in this. Recently reports indicate corruption in the sale of assets of the Organization. Causes: Well.. its political state leadership. What more can anyone expect?

The above listed instances clearly highlight the need to have a strategic leadership team that drives business performance and posses great acumen and wisdom. Having taken financial decisions based on traditional and primitive approaches do not help growth in organizations that operate in dynamic business environments, the need of the hour is to have a sane leadership that can rise up and adopt to the changes. In the name of Optimization – Penny Wise Pound Foolish. Whenever the corporate house starts building hurdles for business growth in any form with red tapes lined with laces preaching of optimization; its high time the second level leadership and mid management foresee the conclusion. In the above examples we see that in the dynamic business environments the decisions becoming debacles.

Jesu Valiant – 2011

Shared Services – Boon or Bane?

March 12, 2011 Leave a comment

With the financial year 2010 – 2011 drawing to a close, corporations who have not scaled their performances are looking to vertically integrate internal services to create a pool of shared services to run an internal horizontal and this is done with the perception of reducing costs thus. The major areas of such an alignment is very true if organization does not have a industry spread and rather sticks to one direct LOB [Ex: Legal Firms, Pharma etc.,]., it simply means ensuring that resembling functions are grouped together and thus an opportunity for cost savings, services consolidation, unified governance etc., are achieved.

The reality that emerges is a stark contrast to the ‘dream’ of shared services that a CIO, CEO, CTO or the board has. In the current dynamic business environments this is bound to become a curious case of debacles, a ready candidature for worst practices. The entire activity of service team integration to achieve horizontal spread with the varied competencies are complex, expensive, and hard to reverse. Any internal mergers and fusions of services sets the top brass drooling over imaginary prospects today; in fact this in todays business dynamism completely a ‘penny wise – pound foolish’ strategy. This ‘like services’ integration motto proves that the proposer exists in a prehistoric world, where this idea will suit a mass production environment and during times of industrial revolution.

Business dynamism of today involves node level skill based revenues, operational environments, industry process and workflows, domain centricity, COE & Practice Blocs, etc., and in today’s scenario its always “Economies of flow are superior to economies of scale”. Economies of Scale applies to a mass production and industrialized service design. There is however play for Shared services models in a closed industry bloc and lets take an accounting firm; the HR will only focus on recruiting MBA’s and CA’s, if they open a Financial consulting BU the same HR role is diversified to seek analysts and statisticians. If it moves into a systems perspective then introduction of new ‘sniffing’ skills addressing this bloc is needed. This is addressed by adding new skill in the form of resources. Now if this micro transaction is a macro in its millions of dollars worth of PA transactions then the need is directed  in having a dedicated resource augmenting HR rather a shared services bloc.

Economies of flow are superior to economies of scale

Economies of Scale: More the Quantity of output; lesser the average cost. Successful environment for SSO.

Economies of Flow: More the Value, More the revenue and More Agility. Risky Environment for SSO.

In a complex technology environment supporting a dynamic business unit dealing with complexities like multi tenancy client and product eco system, industry specific workflows and addressing diverse industry stack, technology spread across varied functional requirements, distributed niche services,etc., there are a host of mushrooming communities of practice that exists each focused on their direct pattern of work. Here a shared resource for ‘anything’ becomes a nightmare with huge sacrifices that need to made over business agility, business TAT, quality of niche services.

However this does not rule out any scope for shared services as there are indeed a few areas where a SSO [Shares Service Organization] model will yield results and optimize business across a given Sharing services can go either way. Performing analysis over the services organization, introduce best practices, eliminate waste and failures, perform analysis and identify work that can be shared and pursue optimization.

Jesu Valiant – 2011

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