Aggregated enterprise architecture wisdom
By Stuart Boardman, Senior Business Consultant, Business & IT Advisory, KPN Consulting The Open Group Open Platform 3.0™ (OP3.0) services often involve a complex network of interdependent parties[1]. Each party has its own concept of the value it expects from … Continue reading →
By The Open Group If there’s any vertical sector that has been experiencing constant and massive transformation in the ages of the Internet and social media, it’s the retail sector. From the ability to buy goods whenever and however you’d … Continue reading →
Business transformation involves significant changes to all areas of an enterprise. It focuses on the future strategies. These includes strategies, business models, operating models, business processes, information & data, systems, products, business services and channels. These are exactly the deliverables developed by enterprise architecture to understand the current state of an enterprise, to envision and […]
By Allen Brown, President and CEO, The Open Group Today everyone is familiar with the power of brands. Managed well, they can develop strong biases amongst customers for the product or service, resulting in greatly increased revenues and profits. Managed … Continue reading →
By Allen Brown, President and CEO, The Open Group IT today is increasingly being driven by end-users. This phenomenon, known as the “consumerization of IT,” is a result of how pervasive technology has become in daily life. Years ago, IT … Continue reading →
By Loren K. Baynes, Director, Global Marketing Communications, The Open Group On Wednesday, February 26, The Open Group will host a Tweet Jam examining smart cities and how Real-time and Embedded Systems can seamlessly integrate inputs from various agencies and … Continue reading →
Extracted from Re/Code “Big Tech Is Going Down” with my comments in brackets. “The pace and nature of change in the core underlying technologies, product development, selling models and buying […]
I was reading this today: http://it.toolbox.com/blogs/ea-matters/is-there-an-enterprise-architect-paradox-surely-is-57728?rss=1 It is a good analysis of the cognitive dissonance between what Enterprise Architects should be doing and the role and situation they often actually find themselves in. The term Enterprise Architect has been hijacked for far too long. An Enterprise Architect should indeed be a senior leadership role, ideally reporting to […]
By Loren K. Baynes, Director, Global Marketing Communications We eagerly jumped into the second day of our Business Transformation conference in London on Tuesday October 22nd! The setting is the magnificent Central Hall Westminster. Steve Nunn, COO of The Open … Continue reading →
By Loren K. Baynes, Director, Global Marketing Communications On Monday October 21st, The Open Group kicked off the first day of our Business Transformation conference in London! Over 275 guests attended many engaging presentations by subject matter experts in finance, … Continue reading →
Providing high degrees of customer service, while managing costs is a balancing act that is extremely difficult. Customers expect higher degrees of service, across multiple channels, and want to have it 24×7. Meanwhile organizations are under pressure to increase efficiencies and reduce agent and infrastructure costs. Your customers like self-service, but want high touch options immediately if they can’t find what they are looking for. Off-shoring and IVR systems have been tried, but have sometimes resulted in unhappy customers. Unfortunately, now those unhappy customers will go to Yelp or Twitter to talk about their experience, so it is critical to get the balance right.
The head of Customer Service must often rely on technology to help them deal with these opposing forces. So in preparation for our launch of Assure for Customer Service, we decided to engage IMTS (Integrated Marketing Services) to help us better understand how customer service professionals use technology to solve their customer services challenges – and get this information right from the source. IMTS contacted 150 customer service leaders at large organizations, and using live interviews, found out some very interesting things.
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As I engage more with customers in the FSI space, I realize that many lack a comprehensive view of business performance. Most have been dependent on aging legacy systems that don’t integrate information across their business operations. Consequently, these companies do not have an end-to-end view of their customers and aren’t truly customer-centric.
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