Cast your mind back to the early 2000s, which gave way to an organized BI landscape, where BI was Business Intelligence and the organization was the BICC (BI competency centers), BI CoEs (centers of excellence) or even called a ‘BI shared service model’. All these addressed the core aspects of Business Intelligence –  objectives or need, business and strategy, benefits and value proposition, organization and governance, technology and standards, and in some cases the actual delivery of projects.

The business environment used these for years, with varied success, customized for our own organizations, and these models  worked, or so we thought …until the new data landscape hit us hard. And then businesses saw a range of opportunities that  could not wait for their IT departments to deliver. Business Intelligence quickly became commodity and organizations moved to Business Information and then to Insights.
Technology choices became complex. The advent of technologies like in-memory, big data, workflow, business process modeling, analytics, data ingestion, data lakes –  all were laid out  for IT to make choices. But while IT struggled to keep up, businesses decided to do things on their own, creating sandboxes, leveraging the cloud, hiring data scientists to sift through the vast data sets that were being collected, looking at external data sets and implementing decisions faster. But businesses too  struggled  – with  limited expertise, capability and capacity, while IT was slow in addressing demands from the business.

The framework needed change and adopt a different approach. It required a complete overhaul and a fresh outlook; delivery and strategy had to go hand in hand, innovation had to be built in, and design was no longer about a data warehouse. Business needed insights, not reports; recommendation on actions to be taken, not just fancy charts and graphs. Deployment times had to be short, if not in real-time.  

To adapt to this dynamic environment, any new approach would need to:
·         Integrate  new data sources, including text and unstructured data from social media
·         Deliver faster time to insights and to market
·         Create more accurate data and insights
·         Provide recommendations and actions –  in addition to information and insights
·         Provide support for diverse service requests from different user bases
·         Build in innovation  into the organization’s DNA
·         Use flexible design to accommodate quick changes in the business models
·         Supply using agile, customer activated delivery, self service
·         And be industrialized, constantly improving, with seamless operations and maintenance

Sounds like a tall order, but addressing these requirements has led to the emergence of   Capgemini NextGen Business Insights Service Center (BISC), an innovation-led Business Insights transformational approach, and framework to address the next generation of insight requirements.

Stay tuned for the next blog that will highlight how you can transform your organization to be insights-driven with our NextGen BISC framework.