In sports, a great deal of thought goes into creating winning teams. Choosing the right players, getting everyone on the same page, practicing handoffs and executing a clever playbook are how winning sports teams are created. In a recent #CXO tweet chat these same success factors were discussed as
In my last blog post I shared some of the background on the December ONC Patient Identification and Matching Stakeholder meeting, as well as barriers explored during the meeting. Lively debate erupted around some findings, with a few participants feeling that the whole discussion was going down the
It happened again today. In a release just recently, Bell Canada revealed that the usernames and passwords of at least 22,400 small business customers had been compromised through a third-party supplier.
Based on the number of business accounts exposed, Bell could probably be considered a small
Customer experience is deceptively qualitative. Your customer engagement channels continuously produce big data that describes every aspect of that experience. To the extent that you don't measure, manage and govern that data as a key business resource—and analyze it with every quantitative tool in
Travel in time from early artificial intelligence, to Watson, to Watson Foundations, as cognitive systems evolve from powerful concept to valuable reality built on a foundation that enables fresh insights from trusted data.
Business processes that will be improved as a result of MDM vary by industry, company, program and even the phase of the MDM initiative. Still, there are common areas and processes that are typically improved by MDM.
With so much potential for big data, it’s important to take a step back and examine what can actually be accomplished with it. In the #CXO (Customer Experience Optimization) Twitter chat on January 27, 2014 there were several opinions on whether data always creates an advantage.
"Don't we already have a data warehouse solution?"
"Is big data even relevant to our organization?"
"Why do we need it?"
"Isn't big data costly and hard to implement?"
There is an obvious disconnect between the C-Suite and big data initiatives. Given today’s competitive market it’s hard to
This is part seven of our series on the findings and text from IBM Institute for Business Value’s latest study and paper: “Analytics: A blueprint for value - Converting big data and analytics insights into results." In this part we will look at Trust, the final lever in the Drive level of impact,
With a series of recent data breaches as the backdrop, IBM engaged big data and privacy experts as guests in a Twitter chat on Wednesday, January 22, entitled “Big Data, Little Privacy?” The chat, intended to be a spirited discussion regarding data privacy in the era of big data, did not disappoint
At the very strategic level, the board of directors and CEO want to know how the equity value and market capitalization of the company change as a result of the MDM, MDM-empowered applications, big data and analytics.
Most of us have a handful of people we follow closely for advice on new and emerging technology, or for their innovative approaches to industry challenges, and perhaps to absorb by osmosis some of their business acumen.
You might call them thought leaders or influencers. Me, I call them Big-brained