Syndicated from ebizQ
So you’re the CIO of a Fortune 500 company and you step into an elevator with your CEO. He asks why the board should approve your seven figure Decision Management budget request. What’s your “elevator pitch” for decisioning?
- Is it that decisioning can change the basic assumptions of your business – decoupling growth, revenue and profit from costs by using scalable computing resources where your competitors use people?
- Is it that only centralized decisioning can ensure the consistently excellent customer treatment decisions that your customer-first business strategy demands?
- Or perhaps it is that taking control of decisioning will allow you to outsource, offshore and partner to build a cost-effective business web while retaining control?
- You might focus on business alignment and the power of decisioning to give business executives real control of the systems that drive their results or on the use of decisioning to turn executive dashboards into executive cockpits by giving executives the power to drive their business not merely observe it.
- Or maybe you will focus on the power of decisioning to put all that data you have been collecting to work – to turn it from a passive cost into an active asset.
What you won’t do, of course, is talk about inferencing, rules engines, neural nets, data mining workbenches or k-means tests. The value of decisioning is in its ability to transform your business. The technology may be interesting but it is the business value of better decisions that matters.
Inspired by Peter’s question “What’s Your BPM “Elevator Pitch?” on the ebizQ forum