Category Archives: CIO
It is troublesome to me to repeatedly get into conversations with IT managers who want to fix data “for the sake of fixing it”. While this is presumably increasingly rare, due to my department’s role, we probably see a higher occurrence than the normal software vendor employee. Given that, please excuse the inflammatory title of this post.
Nevertheless, once the deal is done, we find increasingly fewer of these instances, yet still enough, as the average implementation consultant or developer cares about this aspect even less. A few months ago a petrochemical firm’s G&G IT team lead told me that he does not believe that data quality improvements can or should be measured. He also said, “if we need another application, we buy it. End of story.” Good for software vendors, I thought, but in most organizations $1M here or there do not lay around leisurely plus decision makers want to see the – dare I say it – ROI.
However, IT and business leaders should take note that a misalignment due to lack OR disregard of communication is a critical success factor. If the business does not get what it needs and wants AND it differs what Corporate IT is envisioning and working on – and this is what I am talking about here – it makes any IT investment a risky proposition.
Let me illustrate this with 4 recent examples I ran into:
1. Potential for flawed prioritization
A retail customer’s IT department apparently knew that fixing and enriching a customer loyalty record across the enterprise is a good and financially rewarding idea. They only wanted to understand what the less-risky functional implementation choices where. They indicated that if they wanted to learn what the factual financial impact of “fixing” certain records or attributes, they would just have to look into their enterprise data warehouse. This is where the logic falls apart as the warehouse would be just as unreliable as the “compromised” applications (POS, mktg, ERP) feeding it.
Even if they massaged the data before it hit the next EDW load, there is nothing inherently real-time about this as all OLTP are running processes of incorrect (no bidirectional linkage) and stale data (since the last load).
I would question if the business is now completely aligned with what IT is continuously correcting. After all, IT may go for the “easy or obvious” fixes via a weekly or monthly recurring data scrub exercise without truly knowing, which the “biggest bang for the buck” is or what the other affected business use cases are, they may not even be aware of yet. Imagine the productivity impact of all the roundtripping and delay in reporting this creates. This example also reminds me of a telco client, I encountered during my tenure at another tech firm, which fed their customer master from their EDW and now just found out that this pattern is doomed to fail due to data staleness and performance.
2. Fix IT issues and business benefits will trickle down
Client number two is a large North American construction Company. An architect built a business case for fixing a variety of data buckets in the organization (CRM, Brand Management, Partner Onboarding, Mobility Services, Quotation & Requisitions, BI & EPM).
Grand vision documents existed and linked to the case, which stated how data would get better (like a sick patient) but there was no mention of hard facts of how each of the use cases would deliver on this. After I gave him some major counseling what to look out and how to flesh it out – radio silence. Someone got scared of the math, I guess.
3. Now that we bought it, where do we start
The third culprit was a large petrochemical firm, which apparently sat on some excess funds and thought (rightfully so) it was a good idea to fix their well attributes. More power to them. However, the IT team is now in a dreadful position having to justify to their boss and ultimately the E&P division head why they prioritized this effort so highly and spent the money. Well, they had their heart in the right place but are a tad late. Still, I consider this better late than never.
4. A senior moment
The last example comes from a South American communications provider. They seemingly did everything right given the results they achieved to date. This gets to show that misalignment of IT and business does not necessarily wreak havoc – at least initially.
However, they are now in phase 3 of their roll out and reality caught up with them. A senior moment or lapse in judgment maybe? Whatever it was; once they fixed their CRM, network and billing application data, they had to start talking to the business and financial analysts as complaints and questions started to trickle in. Once again, better late than never.
So what is the take-away from these stories. Why wait until phase 3, why have to be forced to cram some justification after the purchase? You pick, which one works best for you to fix this age-old issue. But please heed Sohaib’s words of wisdom recently broadcast on CNN Money “IT is a mature sector post bubble…..now it needs to deliver the goods”. And here is an action item for you – check out the new way for the business user to prepare their own data (30 minutes into the video!). Agreed?
“Start your master data management (MDM) journey knowing how it will deliver a tangible business outcome. Will it help your business generate revenue or cut costs? Focus on the business value you plan to deliver with MDM and revisit it often,” advises Michael Delgado, Information Management Director at Citrix during his presentation at MDM Day, the InformaticaWorld 2014 pre-conference program. MDM Day focused on driving value from business-critical information and attracted 500 people.
In Ravi Shankar’s recent MDM Day preview blog, Part 2: All MDM, All Day at Pre-Conference Day at InformaticaWorld, he highlights the amazing line up of master data management (MDM) and product information management (PIM) customers speakers, Informatica experts as well as our talented partner sponsors.
Here are my MDM Day fun facts and key takeaways:
- Did you know that every 2 seconds an aircraft with GE engine technology is taking off somewhere in the world?
GE Aviation’s Chief Enterprise Architect, Ginny Walker, presented “Operationalizing Critical Business Processes: GE Aviation’s MDM Story.” GE Aviation is a $22 billion company and a leading provider of jet engines, systems and services. Ginny shared the company’s multi-year journey to improve installed-base asset data management. She explained how the combination of data, analytics, and connectivity results in productivity improvements such as reducing up to 2% of the annual fuel bill and reducing delays. The keys to GE Aviation’s analytical MDM success were: 1) tying MDM to business metrics, 2) starting with a narrow scope, and 3) data stewards. Ginny believes that MDM is an enabler for the Industrial Internet and Big Data because it empowers companies to get insights from multiple sources of data.
- Did you know that EMC has made a $17 billion investment in acquisitions and is integrating more than 70 technology companies?
EMC’s Barbara Latulippe, aka “The Data Diva,” is the Senior Director of Enterprise Information Management (EIM). EMC is a $21.7 billion company that has grown through acquisition and has 60,000 employees worldwide. In her presentation, “Formula for Success: EMC MDM Best Practices,” Barbara warns that if you don’t have a data governance program in place, you’re going to have a hard time getting an MDM initiative off the ground. She stressed the importance of building a data governance council and involving the business as early as possible to agree on key definitions such as “customer.” Barbara and her team focused on the financial impact of higher quality data to build a business case for operational MDM. She asked her business counterparts, “Imagine if you could onboard a customer in 3 minutes instead of 15 minutes?”
- Did you know that Citrix is enabling the mobile workforce by uniting apps, data and services on any device over any network and cloud?
Citrix’s Information Management Director, Michael Delgado, presented “Citrix MDM Case Study: From Partner 360 to Customer 360.” Citrix is a $2.9 billion Cloud software company that embarked on a multi-domain MDM and data governance journey for channel partner, hierarchy and customer data. Because 90% of the company’s product bookings are fulfilled by channel partners, Citrix started their MDM journey to better understand their total channel partner relationship to make it easier to do business with Citrix and boost revenue. Once they were successful with partner data, they turned to customer data. They wanted to boost customer experience by understanding the total customer relationship across products lines and regions. Armed with this information, Citrix employees can engage customers in one product renewal process for all products. MDM also helps Citrix’s sales team with white space analysis to identify opportunities to sell more user licenses in existing customer accounts.
- Did you know Quintiles helped develop or commercialize all of the top 5 best-selling drugs on the market?
Quintiles’ Director of the Infosario Data Factory, John Poonnen, presented “Using Multi-domain MDM to Gain Information Insights:How Quintiles Efficiently Manages Complex Clinical Trials.” Quintiles is the world’s largest provider of biopharmaceutical development and commercial outsourcing services with more than 27,000 employees. John explained how the company leverages a tailored, multi-domain MDM platform to gain a holistic view of business-critical entities such as investigators, research facilities, clinical studies, study sites and subjects to cut costs, improve quality, improve productivity and to meet regulatory and patient needs. “Although information needs to flow throughout the process – it tends to get stuck in different silos and must be manually manipulated to get meaningful insights,” said John. He believes master data is foundational — combining it with other data, capabilities and expertise makes it transformational.
While I couldn’t attend the PIM customer presentations below, I heard they were excellent. I look forward to watching the videos:
- Crestline/ Geiger: Dale Denham, CIO presented, “How Product Information in eCommerce improved Geiger’s Ability to Promote and Sell Promotional Products.”
- Murdoch’s Ranch and Home Supply: Director of Marketing, Kitch Walker presented, “Driving Omnichannel Customer Engagement – PIM Best Practices.”
I also had the opportunity to speak with some of our knowledgeable and experienced MDM Day partner sponsors. Go to Twitter and search for #MDM and #DataQuality to see their advice on what it takes to successfully kick-off and implement an MDM program.
There are more thought-provoking MDM and PIM customer presentations taking place this week at InformaticaWorld 2014. To join or follow the conversation, use #INFA14 #MDM or #INFA14 #PIM.
Recently, we posted an initial discussion between Informatica’s CMO Marge Breya and CIO Eric Johnson, explaining how CIOs and CMOs can align and thrive. In the dialog below, Breya and Johnson provide additional detail on how their departments partner effectively.
Q: Pretty much everyone agrees that marketing has changed from an art to a science. How does that shift translate into how you work together day to day?
Eric: The different ways that marketers now have to get to the prospects and customers to grow their marketshare has exploded. It used to be a single marketing solution that was an after-thought, and bolted on to the CRM solution. Now, there are just so many ways that marketers have to consider how they market to people. It’s driven by things going on in the market, like how people interact with companies and the lifestyle changes people have made around mobile devices.
Marge: Just look at the sheer number of systems and sources of data we care about. If you want to understand upsell and cross-sell for customers you have to look at what’s happening in the ERP system, what’s happened from a bookings standpoint, whether the customer is a parent or child of another customer, how you think about data by region, by industry by job title. And there’s how you think about successful conversion of leads. Is it the way you’d predicted? What’s your most valuable content? Who’s your most valuable outlet or event? What’s your ROI? You can’t get that from any one single system. More and more, it’s all about conversion rates, about forecasting and theories about how the business is working from a model standpoint. And I haven’t even talked about social.
Q: With so many emerging technologies to look at, how do CMOs reconcile the need to quickly add new products, while CIOs reconcile the need for everything to work securely and well together?
Eric: There’s this yin and yang that’s starting to build between the CIO and the CMO as we both understand each other and the world we each live in, and therefore collaborate and partner more. But at the same time, there’s a tension between a CMO’s need to bring in solutions very quickly, and the CIO’s need to do some basic vetting of that technology. It’s a tension between speed vs. scale and liability to the company. It’s on a case-by-case basis, but as a CIO you don’t say “no.” You give options. You show CMOs the tradeoffs they’re going to make.
There are also risks that are easy to take and worth taking. They won’t cause any problems with the enterprise on a security or integration perspective, so let’s just try it. It may not work — and that’s OK.
Marge: There’s temptation across departments for the shiny new object. You’ll hear about a new technology, and you think this might solve our problems, or move the business faster. The tension even within the marketing department is: do we understand how and if it will impact the business process? And do we understand how that business process will have to change if the shiny new object comes on board?
Q: CMOs are getting data from potentially hundreds of sources, including partners, third parties, LinkedIn and Google. How do the two of you work together to determine a trustworthy data source? Do you talk about it?
Eric: The issue of trusting your data and making sure you’re doing your due diligence on it is incredibly important. Without doing that, you are running the risk of finding yourself in a very tricky situation from a legal perspective, and potentially a liability perspective. To do that, we have a lot of technology that helps us manage a lot data sources coming into a single source of truth.
On top of that, we are working with marketers who are much more savvy about technology and data. And that makes IT’s job easier — and our partnership better — because we are now talking the same language. Sometimes it’s even hard to tell where the line between the two groups actually sits. Some of the marketing people are as technical as the IT people, and some of the IT people are becoming pretty well-versed in marketing.
Q: How do you decide what technologies to buy?
Marge: A couple of weeks ago we went on a shopping trip, and spent the day at a venture capital firm looking at new companies. It was fun. He and I were brainstorming and questioning each other to see if each technology would be useful, and could we imagine how everything would go together. We first explored possibilities, and then we considered whether it was practical.
Eric: Ultimately, Marge owns the budget. But before the budgeting cycle we sit down to discuss what things she wants to work on, and whether she wants to swap technology out. I make sure Marge is getting what she needs from the technologies. There’s a reliance on the IT team to do some due diligence on the technical aspects of this technology: Does it work. Do we want to do business with these people? Is it going to scale? So each party has a role to play in evaluating whether it’s a good solution for the company. As a CIO you don’t say “no” unless there’s something really bad, and you hope you have a relationship with the CMO where you can say here are the tradeoffs you’re making. You say no one has an agenda here, but here are the risks you have to be ok taking. It’s not a “no.” It’s options.
Salesforce.com is one of the most widely used cloud applications across every industry. Initially, Salesforce gained dominance from mid-market customers due to the agility and ease of deployment that the SaaS approach delivered. A cloud-based CRM system enabled SMB companies to easily automate sales processes that recorded customer interactions during the sales cycle and scale without costly infrastructure to maintain. This resulted in faster growth, thereby showing rapid ROI of a Salesforce deployment in most cases.
The Eye of the Enterprise
When larger enterprises saw the rapid growth that mid-market players had achieved, they realized that Salesforce was a unique technology enabler capable of helping their businesses to also speed time to market and scale more effectively. In most enterpises, the Salesforce deployments were driven by line-of-business units such as Sales and Customer Service, with varying degrees of coordination with central IT groups – in fact, most initial deployments of Salesforce orgs were done fairly autonomously from central IT.
With Great Growth Comes Greater Integration Challenges
When these business units needed to engage with each other to run cross functional tasks, the lack of a single customer view across the siloed Salesforce instances became a problem. Each individual Salesforce org had its own version of the truth and it was impossible to locate where in the sales cycle each customer was in respect to each business unit. As a consequence, cross-selling and upselling became very difficult. In short, the very application that was a key technology enabler for growth was now posing challenges to meet business objectives.
Scaling for Growth with Custom Apps
While many companies use the pre-packaged functionality in Salesforce, ISVs have also begun building custom apps using the Force.com platform due to its extensibility and rapid customization features. By using Salesforce to build native applications from the ground up, they could design innovative user interfaces that expose powerful functionality to end users. However, to truly add value, it was not just the user interface that was important, but also the back-end of the technology stack. This was especially evident when it came to aggregating data from several sources, and surfacing them in the custom Force.com apps.
On April 23rd at 10am PDT, you’ll hear how two CIOs from two different companies tackled the above integration challenges with Salesforce: Rising Star finalist of the 2013 Silicon Valley Business Journal CIO Awards, Eric Johnson of Informatica, and Computerworld’s 2014 Premier 100 IT Leaders, Derald Sue of InsideTrack.
Research firm Gartner, Inc., sent shockwaves across the technology landscape when it forecast CMOs will spend more on IT than CIOs by 2017[i]. The rationale? “We frequently hear our technology and service provider clients tell us they are dealing with business buyers more, and need to “speak the language.” Gartner itself has fueled this inferno with assertions such as, “By 2017 the CMO will spend more on IT than the CIO” (see “Webinar: By 2017 the CMO Will Spend More on IT Than the CIO”).”[ii] In the two years since Gartner first made that prediction, analysts and pundits have talked about a CIO/CMO battle for data supremacy — describing the two roles as “foes” inhabiting “separate worlds[iii]” that don’t even speak the same language.
But when CIOs are from Mars and CMOs are from Venus, their companies can end up with disjointed technologies that don’t play well together. The result? Security flaws, no single version of “truth,” and regulatory violations that can damage the business. The trick, then, is aligning the CIO and CMO planets.
Informatica’s CMO Marge Breya and CIO Eric Johnson show how they do it.
Q: There’s been a lot of talk lately about how CMOs are now the biggest users of data. That represents a shift in how CMOs and CIOs traditionally have worked together. How do you think the roles of the CMO and CIO need to mesh?
Eric: As I look across the lines of business, and evaluate the level of complexity, the volume of data and the systems we’re supporting, marketing is now by far the most complex part of the business we support. The systems that they have, the data that they have, has grown exponentially over the last four or five years. Now more than ever, [CMOs and CIOs are] very much attached at the hip. We have to be working in conjunction with one another.
Marge: Just to add to that I’d say over the last five years, we’ve been attached to things like CRM systems, or partner relationship systems. From a marketing standpoint, it has really been about management: How do you have visibility into what’s happening with the business. But over the last couple of years it’s become increasingly more important to focus on the “R” word — the relationship: How do you look at a customer name and understand how it relates to their past buying behavior. As a result, you need to understand how information lives from system to system, all across a time series, in order to make really great decisions. The “relate’ word is probably most important, at least in my team right now, and it’s not possible for me to relate data across the organization without having a great relationship with IT.
Q: So how often do you find yourselves talking together?
Eric: We talk to each other probably weekly, and I think our teams work together daily. There’s a constant collaboration and making sure that we’re in sync. You hear about the CIO/CMO relationship. I think it should be an easy relationship because there’s so much going on technology-wise and data-wise that the CMOs are becoming much more technically knowledgeable, and CIOs are starting to understand more and more what’s going on in their business that the line between them should be all about how you work together.
Marge: Of all the business partners in the company, Eric … helps us in marketing reimagine how marketing can be done. If the two of us can go back and forth, understand what’s working and what’s not working, and reimagine how we can be far more effective, or productive or know new things — to me that’s the judge of a healthy relationship between a CIO and a CMO. And luckily, we have that.
Q: It seems as if 2013 was the year of “big data.” But a Gartner survey[iv] said “The adoption is still at the early stages with fewer than 8% of all respondents indicating their organization has deployed big data solutions.” What do you think are the issues that are making it so difficult for companies?
Eric: The concept of big data is something companies want to get involved in. They want to understand how they can leverage this fast-growing volume of data from various sources. But the challenge is being able to understand what you’re looking for, and to know what kind of questions you have.
Marge: There’s a big focus on big data, almost for the sake of it in some cases. People get confused about whether it’s about the haystack, or the needle. Having a haystack for the heck of it isn’t usually what’s done. It’s for a purpose. It’s important to understand what part of that haystack is important for what part of your business. How up-to-date is it? How much can you trust the data. How much can you make real decisions from it. And frankly, who should have access to it. So much of the data we have today is sensitive, affected by privacy laws and other kinds of regulations. I think big data is appropriately a great term right now, but more importantly, it’s not just about big data, it’s about great data. How are you going to use it? And how it’s going to affect your business process.
Eric: You could go down into a rat hole if you’re chasing something and you’re not really sure what you’re going to do with it.
Marge: On the other hand, you can explore years of behavior and maybe come up with a great predictive model for what a new buying signal scoring engine could look like.
Q: One promise of big data is the ability to pull in data from so many sources. That would suggest a real need for you two to work together to ensure the quality and the integrity of the data. How do you collaborate on those issues?
Eric: There’s definitely a lot of work that has to be done working with the CMO and the marketing organization: To sit down and understand where’s this data coming from, what’s it going to be used for, and making sure you have the people and processing components. Especially with the level of complexity we have, with all the data coming in from so many sources, making sure that we really map that out, understand the data and what it looks like and what some of the challenges could be. So it’s partnering very closely with marketing to understand those processes, understand what they want to do with the data, and then putting the people, the processes and the technology in place so you can trust the data and have a single source of truth.
Marge: You hit the nail on the head with “people, process and technology.” Often, folks think of database quality or accuracy as being an IT problem. It’s a business problem. Most people know their business, they know what their data should look like. They know what revenue shapes should look like. What’s norm for the business. If the business people aren’t there from a governance standpoint, from a stewardship standpoint — literally saying “does this data make sense?” — without that partnership, forget it.
Gartner does a nice job of describing the digital landscape that marketers are facing today in its infographic below. In order to use technology as a differentiator, organizations need to get the most value from their data. The relationships between these technology is going to make the difference between organizations that gain a competitive advantage from their operations and the laggards.
[i] Gartner Research, December 20, 2013, “Market Trends: The Rising Importance of the Business Buyer – Fact of Fiction?” Derry N. Finkeldey
[ii] Gartner Research, December 20, 2013, “Market Trends: The Rising Importance of the Business Buyer – Fact of Fiction?” Derry N. Finkeldey
[iii] Gartner blog, January 25, 2013, “CMOs: Are You Cheating on Your CIO?”, Jennifer Beck, Vice President & Gartner Fellow
[iv] Gartner Research, September 12, 2013, “Survey Analysis: Big Data Adoption in 2013 Shows Substance Behind the Hype,” Lisa Kart, Nick Heudecker, Frank Buytendijk
If you build an IT Architecture, it will be a constant up-hill battle to get business users and executives engaged and take ownership of data governance and data quality. In short you will struggle to maximize the information potential in your enterprise. But if you develop and Enterprise Architecture that starts with a business and operational view, the dynamics change dramatically. To make this point, let’s take a look at a case study from Cisco. (more…)
Maybe the word “death” is a bit strong, so let’s say “demise” instead. Recently I read an article in the Harvard Business Review around how Big Data and Data Scientists will rule the world of the 21st century corporation and how they have to operate for maximum value. The thing I found rather disturbing was that it takes a PhD – probably a few of them – in a variety of math areas to give executives the necessary insight to make better decisions ranging from what product to develop next to who to sell it to and where.
Don’t get me wrong – this is mixed news for any enterprise software firm helping businesses locate, acquire, contextually link, understand and distribute high-quality data. The existence of such a high-value role validates product development but it also limits adoption. It is also great news that data has finally gathered the attention it deserves. But I am starting to ask myself why it always takes individuals with a “one-in-a-million” skill set to add value. What happened to the democratization of software? Why is the design starting point for enterprise software not always similar to B2C applications, like an iPhone app, i.e. simpler is better? Why is it always such a gradual “Cold War” evolution instead of a near-instant French Revolution?
Why do development environments for Big Data not accommodate limited or existing skills but always accommodate the most complex scenarios? Well, the answer could be that the first customers will be very large, very complex organizations with super complex problems, which they were unable to solve so far. If analytical apps have become a self-service proposition for business users, data integration should be as well. So why does access to a lot of fast moving and diverse data require scarce PIG or Cassandra developers to get the data into an analyzable shape and a PhD to query and interpret patterns?
I realize new technologies start with a foundation and as they spread supply will attempt to catch up to create an equilibrium. However, this is about a problem, which has existed for decades in many industries, such as the oil & gas, telecommunication, public and retail sector. Whenever I talk to architects and business leaders in these industries, they chuckle at “Big Data” and tell me “yes, we got that – and by the way, we have been dealing with this reality for a long time”. By now I would have expected that the skill (cost) side of turning data into a meaningful insight would have been driven down more significantly.
Informatica has made a tremendous push in this regard with its “Map Once, Deploy Anywhere” paradigm. I cannot wait to see what’s next – and I just saw something recently that got me very excited. Why you ask? Because at some point I would like to have at least a business-super user pummel terabytes of transaction and interaction data into an environment (Hadoop cluster, in memory DB…) and massage it so that his self-created dashboard gets him/her where (s)he needs to go. This should include concepts like; “where is the data I need for this insight?’, “what is missing and how do I get to that piece in the best way?”, “how do I want it to look to share it?” All that is required should be a semi-experienced knowledge of Excel and PowerPoint to get your hands on advanced Big Data analytics. Don’t you think? Do you believe that this role will disappear as quickly as it has surfaced?
In a previous blog post, I wrote about when business “history” is reported via Business Intelligence (BI) systems, it’s usually too late to make a real difference. In this post, I’m going to talk about how business history becomes much more useful when combined operationally and in real time.
E. P. Thompson, a historian pointed out that all history is the history of unintended consequences. His idea / theory was that history is not always recorded in documents, but instead is ultimately derived from examining cultural meanings as well as the structures of society through hermeneutics (interpretation of texts) semiotics and in many forms and signs of the times, and concludes that history is created by people’s subjectivity and therefore is ultimately represented as they REALLY live.
The same can be extrapolated for businesses. However, the BI systems of today only capture a miniscule piece of the larger pie of knowledge representation that may be gained from things like meetings, videos, sales calls, anecdotal win / loss reports, shadow IT projects, 10Ks and Qs, even company blog posts – the point is; how can you better capture the essence of meaning and perhaps importance out of the everyday non-database events taking place in your company and its activities – in other words, how it REALLY operates.
One of the keys to figuring out how businesses really operate is identifying and utilizing those undocumented RULES that are usually underlying every business. Select company employees, often veterans, know these rules intuitively. If you watch them, and every company has them, they just have a knack for getting projects pushed through the system, or making customers happy, or diagnosing a problem in a short time and with little fanfare. They just know how things work and what needs to be done.
These rules have been, and still are difficult to quantify and apply or “Data-ify” if you will. Certain companies (and hopefully Informatica) will end up being major players in the race to datify these non-traditional rules and events, in addition to helping companies make sense out of big data in a whole new way. But in daydreaming about it, it’s not hard to imagine business systems that will eventually be able to understand the optimization rules of a business, accounting for possible unintended scenarios or consequences, and then apply them in the time when they are most needed. Anyhow, that’s the goal of a new generation of Operational Intelligence systems.
In my final post on the subject, I’ll explain how it works and business problems it solves (in a nutshell). And if I’ve managed to pique your curiosity and you want to hear about Operational Intelligence sooner, tune in to to a webinar we’re having TODAY at 10 AM PST. Here’s the link.