Charles Darwin once said, “It is always advisable to perceive clearly our ignorance.” As someone who has worked in the fields of business intelligence and productivity mining, I am a strong advocate of data-driven decision-making and rarely ignore my ignorance.
It is always advisable to perceive clearly our ignorance.
In my previous role as a business intelligence industry analyst, I witnessed first-hand how data mining helped organizations make better strategic decisions. For example, managers in an organization were initially thrilled with the strong sales of a new product and thought their intuition for manufacturing it had paid off. However, when they conducted a full analysis of sales and production data based on real data rather than estimates, it became clear that they were actually losing money on the product. The data analysis allowed them to perceive their ignorance and make an informed decision about the future of the product.
Even back then, the granularity of data was improving, enabling organizations to identify patterns and insights they couldn’t have seen before. This is what drew me to productivity mining in particular the ease with which data can show every opportunity to improve the way that people, processes, and technology interact with each other, identifying points of friction and their impact on productivity and straight-through processing. Today, a good process intelligence solution can analyse processes at a very detailed level effortlessly.
My research for my book, “The Autonomous Enterprise – Powered by AI,” underlined my belief that managers who perceive their ignorance and tap data to make investment and change decisions are best placed to lead their organizations in an AI-powered world. Process intelligence is becoming an essential capability that helps with optimizing processes, scaling intelligent automation, and making it easier for people to do their work. Consequently, improving their work-life balance, allowing organizations to retain talent, or find new opportunities for innovation.
Managers who perceive their ignorance and tap data to make investment and change decisions are best placed to lead their organizations in an AI-powered world
In summary, data-driven decision-making can be applied to both strategic and operational choices across the enterprise. Its potential to boost business decisions has already been proven over the past few decades. Today, it is possible to delve deep into business processes as well to make informed transformation decisions for agility and efficiency and to pave the way for more human workforce augmentation.
Contact us to learn more about KYP.ai’s process insights and how they can help your organization become more data-driven, achieve effortless agility, and thrive in a rapidly-changing world.
KYP.ai Communication 
Sarah Burnett 