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Juggling events, decisions take more than merely skill
This article is part of the Business Agility Insights issue of July 2012, Iss. 4
Events happen all day, every day in every organization, spanning departments, functions and levels and crossing business processes. The same goes for decisions. The ultimate business goal in all this activity: staying competitive, agile and responsive to changing market conditions. Setting strategy and establishing best practices for decision management and event processing can help organizations become both agile and more efficient. But experts say most companies fail to set strategy or create best practices for decision management and event processing. That’s because the adoption of those disciplines, and even business process management (BPM) itself, typically remains in the early stages, with executive management just starting to get on board. At the same time, experts call clear strategies and established best practices critical to optimizing outcomes and saving time and money. The good news: There’s no time like the present for business and IT pros involved with BPM to tackle both strategy and tactics. “Companies can ...
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Features in this issue
They may change how business decisions are made, and together they can enhance applications and vertical niches. But success hinges on linking them to strategic goals—and finding people with the right skills.
Most companies want greater agility—but few have figured out how to achieve it. With clear strategies and tactics, experts say, leaner operations are well within reach.
Their marketplaces shifting dramatically, organizations have little choice but to gauge the effectiveness of their decision management or event processing projects.
Columns in this issue
The use of complex event processing (CEP) and predictive analytics may herald an imminent change in the way that business decisions are made.