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Vendor : Oracle
Exam Code : 1Z0-533
Exam Name : Oracle Hyperion Planning 11 Essentials
Questions and Answers : 80 Q & A
Updated On : December 13, 2018
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1Z0-533 Oracle Hyperion Planning 11 Essentials

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1Z0-533 exam Dumps Source : Oracle Hyperion Planning 11 Essentials

Test Code : 1Z0-533
Test Name : Oracle Hyperion Planning 11 Essentials
Vendor Name : Oracle
Q&A : 80 Real Questions

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Oracle Oracle Hyperion Planning 11

Oracle broadcasts New Oracle Hyperion Public Sector Planning and Budgeting Module | killexams.com Real Questions and Pass4sure dumps

constructed to handle the unique requirements of public sector, healthcare and higher training companies across the globe, Oracle recently introduced Oracle Hyperion Public Sector Planning and Budgeting, a new module that extends the capabilities of the trade-main Oracle Hyperion Planning application.

With Oracle Hyperion Public Sector Planning and Budgeting, organizations can combine and simplify budget practise, evaluation and approval, e-book and disclosure approaches.

Oracle Hyperion Public Sector Planning and Budgeting is a key part of the newly announced Oracle commercial enterprise efficiency administration (EPM) device liberate 11.1.2.

purpose-constructed funds administration Capabilities for Public Sector, Healthcare and better training shoppers

Oracle Hyperion Public Sector Planning and Budgeting is designed to enable public sector, healthcare and higher schooling groups to manage their complex budgeting tactics with pace and accuracy, while assembly their wants for productivity, accountability, and regulatory compliance.  It helps them manage latest and projected budgets with subtle models of positions and employee-connected-expenses with professional information from human capital administration (HCM) and conventional ledger (GL) programs.

the brand new module takes expertise of particular enhancements to Oracle Hyperion Planning including method administration and workflow capabilities that at the moment are extended to allow finer configurable technique control and support for matrix agencies.  moreover, facts validation constraints are configurable to stay away from submission of budgets beyond organizationally described metrics.

Oracle Hyperion Public Sector Planning and Budgeting additionally makes use of pre-built integration with the Oracle E-company Suite and Oracle’s PeopleSoft business through convenient-to-use interfaces, and can also be built-in with SAP purposes via effective adapters.

the key features of Hyperion Public Sector Planning and Budgeting encompass:

  • Human Capital Planning -- provides out-of-the-container configurable and expandable position and worker budgeting fashions. mixed with refined planning and budgeting method administration features, these fashions aid corporations task and evaluate the impact of worker compensation and benefits charges on general budgets whereas supporting correct forecasting; and,
  • monetary budget Books and reviews – utilizes huge Oracle Hyperion monetary Reporting points and public sector and higher schooling-linked enhancements to produce highly formatted, exact budget reports and construction best budget books capable for book in HTML and PDF formats.  Dynamic links to records in the planning system dispose of the need to manually edit a large number of reviews and documents when plans trade.
  • supporting fees

    “finances and economic officers in public sector, greater education and healthcare organizations are below consistent drive to put together and supply correct and well timed assistance concerning plans and budgets, while additionally meeting ever-increasing wants for productivity, accountability, and compliance with mandates,” pointed out Robert Gersten, senior vice president, Oracle construction.  “Oracle Hyperion Public Sector Planning and Budgeting is goal-built to address these wants.  in accordance with years of ideal practices from Oracle Hyperion Planning implementations, the new module will provide a packaged answer with a view to deliver quick value and low total cost of ownership.”

    “Many municipal governments and tutorial companies struggle to control their budgeting process with spreadsheets and different custom solutions,” said Pravin Kumar, CEO of AST employer. “the inability of analytical capabilities and capital budgeting elements within the existing ERP software has been a sore point for our customers. Oracle Hyperion Public Sector Planning and Budgeting is a welcome answer with prebuilt performance for our consumers, while on the identical time integrating with the Oracle E-company Suite and PeopleSoft enterprise. Now our purchasers will be capable of do each position and employee budgeting, the usage of source facts from their payroll and HR purposes.”

    “essentially all of the public sector and better training businesses that we have dealt with are searching for a robust and versatile budgeting device that offers accountability, function-rich performance, method-centric approach, integration-to-supply programs, HCM suitable body of workers management performance and the capability to catch funds problem Papers and develop budget Books all backed up with the aid of a strong calculation engine,” noted Dan Salas, President, The forthcoming group Inc.  “based on our checking out and exposure, we believe that Oracle Hyperion Public Sector Planning and Budgeting meets, and in some cases, even exceeds these expectations.”


    Larry Ellison Sees Expansive possibility For Oracle's Revamped Cloud | killexams.com Real Questions and Pass4sure dumps

    via Aaron Ricadela

    Oracle executive Chairman and CTO Larry Ellison had a message for analysts recently: Now that Oracle has upgraded the computer systems, networks, and structure that underpin its cloud computing service, it’s going to get more aggressive on cost to position force on competitors.

    “We’ve obtained a really firm infrastructure groundwork beneath our most strategic product, which is Oracle Database,” Ellison instructed financial analysts at a late October assembly in San Francisco. “It’s a land rush now for cloud, and we find a way to be very cost aggressive.”

    Ellison used his presentation, which followed those of CEOs Mark Hurd and Safra Catz at the conclusion of the enterprise’s Oracle OpenWorld consumer convention, to argue that community speed, computer security, and database efficiency upgrades in Oracle’s cloud application are atmosphere the table for more valued clientele to flow databases in the coming year from their own information centers to online functions. The efficiency advancements might let Oracle capture share from Amazon net services, which Ellison talked about isn’t as most suitable to serving large, regulated groups with facts protection considerations in industries including banking and telecommunications.

    “They haven’t changed their fundamental structure, and that they’re going to should,” he talked about. “all and sundry goes to need to.”

    Oracle designed a 2nd-generation cloud infrastructure, obtainable now for brand new customers, to fulfill the wants of the commercial enterprise-scale Oracle Database clients that are increasingly able to move their workloads to online models. the new structure not only improves protection and reliability, it raises computing speed, presenting Oracle a value capabilities in opposition t AWS due to the fact cloud work is billed by using the minute. “It’s discovered cash for us,” Ellison noted. “we can find the money for to be plenty extra aggressive on pricing than they can.”

    The utility big also showed new independent Database capabilities including the capability for agencies to isolate computing jobs from different clients contending for substances. the brand new infrastructure and database services can also pace purchasers’ relocating transaction processing databases and analytical records warehouses to the cloud, talked about Ellison.

    Oracle, the area’s largest service provider of database administration utility, had 42.3% of the $33.1 billion relational database market in 2017, in accordance with market researcher IDC. Microsoft was 2d with 24.3% share adopted via IBM with 12.7% and SAP with 6.8%. The cloud database opportunity alone can be giant, Oracle’s chairman said.

    Oracle will pursue all cloud workloads, Ellison talked about, whereas pointing to how plenty of “the realm’s excessive-cost records” is kept in Oracle Databases. “If we got the Oracle workloads in our cloud, how huge would our cloud be?” Ellison spoke of to analysts.

    the brand new generation of Oracle Cloud Infrastructure is designed round three goals: enhanced protection and reliability; maintaining purchasers’ investments in their Oracle databases and purposes by means of making them portable to the cloud; and price and performance merits compared with on-premises models, in accordance with Ellison. in one example of Oracle Cloud Infrastructure’s technical area, Oracle is offering remote direct memory access (RDMA) so computer systems in a community can exchange facts in reminiscence quicker with out having access to each different’s working programs. Oracle in its cloud provider has additionally separated controlling computer systems that run Oracle code from machines operating purchasers’ code, to strengthen protection. “It’s high priced—we needed to add computers,” Ellison referred to.

    all the way through a separate Oracle OpenWorld presentation on cloud infrastructure, Oracle senior vp Don Johnson talked about the company took a unique technical strategy than in other public clouds, designing its computing provider for large, regulated companies with records security concerns.

    Cloud Infrastructure and Apps Complementary

    The so-referred to as 2d-generation Oracle Cloud Infrastructure, which provides computing power, networking, and storage as online capabilities, might also encourage companies to movement more of their Oracle purposes to online software functions in a challenge to SAP.

    Cloud applications can aid pressure Oracle Cloud Infrastructure demand, as businesses' own builders build capabilities operating on it that integrate with on-line functions in an effort to meet some unique consumer want. “These are related corporations,” Ellison talked about. SAP claimed about 27% of the $27 billion enterprise useful resource planning application section last year, in comparison with well-nigh 21% for Oracle, according to IDC.

    “We’re going to go from No. 2 behind SAP in functions to No. 1 in SaaS,” Ellison talked about. SAP is developing the chance for some consumers to believe switching business functions suppliers through an upgrade to its S/four Hana device that requires an SAP database, and an introduced intention to conclusion help of some old versions of its ERP tools by way of 2025.

    “There’s a true chance,” Ellison stated. “We’re moving SAP customers to the cloud—companies you’ve heard of.”

    Aaron Ricadela is an Oracle director of strategic communications.

    ahead-looking Statements Disclaimer: Statements listed here regarding Oracle’s future plans, expectations, beliefs, intentions, and potentialities are “ahead-looking statements” and are field to fabric risks and uncertainties. Many components may have an effect on Oracle’s latest expectations and genuine results, and will trigger specific outcomes to vary materially. A dialogue of such components and different risks that have an effect on Oracle’s business is contained in Oracle’s Securities and exchange commission (SEC) filings, including Oracle’s most contemporary stories on form 10-k and form 10-Q below the heading “possibility components.” These filings are available on the SEC’s site or at http://www.oracle.com/investor. All information listed here is current as of October 25, 2018, and Oracle undertakes no responsibility to replace any observation in gentle of recent information or future movements.


    interRel Press proclaims the liberate of “appear Smarter Than you're With Oracle Hyperion Planning: An Administrator’s guide” Premiering at OAUG Collaborate 2010 | killexams.com Real Questions and Pass4sure dumps

    LAS VEGAS--(enterprise WIRE)--interRel Consulting is proud to announce the unencumber of the very first publication on Oracle Hyperion Planning for administrators, seem Smarter Than you're with Oracle Hyperion Planning: An Administrator's e-book as part of their #1 selling Hyperion ebook collection, look Smarter Than you're With Hyperion. The book could be formally unveiled on the 2010 Collaborate convention in Las Vegas, NV on Monday, April 19, 2010. This publication will be available to buy at the Collaborate book shop throughout the conference and on interRel’s website at www.interrel.com. Our different best-promoting books, seem to be Smarter Than you are with Oracle Hyperion Planning: An conclusion user’s book, seem Smarter Than you're with Essbase 11: An Administrator’s book and look Smarter Than you're With sensible View and Essbase eleven: An end consumer’s ebook will also be available for buy on the Collaborate bookstall and our web page.

    After countless requests from our loyal analyzing public and purchasers who searching for interRel’s unquestionable skills in the Hyperion area, we have achieved the first ever publication purchasable on Oracle Hyperion Planning for administrators. In October of 2009, on the Oracle OpenWorld conference, interRel released the first ever publication on Oracle Hyperion Planning specific for conclusion clients. because the market leading budgeting and forecasting answer, Oracle Hyperion Planning provides potent planning capabilities over the internet and in Microsoft Excel. This ebook is your key to unlocking the area of Planning from an administrator point of view, guiding you in the course of the fine details of Planning on your quest for greater budgeting and forecasting, which in flip results in more desirable business efficiency.

    providing our loyal reading public the probability to reside forward of the curve, the content spans an introduction to Oracle Hyperion Planning and how to join, the way to plan over the internet, a way to build a Planning utility from birth to finish, the steps to manipulate and administer Planning applications, advice, tricks and design most useful practices for Planning and its underlying Essbase databases. This book is your key to unlocking the area of Planning from an administrator perspective, guiding you in the course of the ins and outs of Planning on your quest for superior budgeting and forecasting.

    the place to purchase

    presently, the handiest area to purchase these books is without delay via our writer at Lulu.com. when you are attending the Collaborate 2010 conference, the books might be purchasable on the market on the Collaborate book shop. Come meet the authors of our optimal-selling ebook sequence, Edward Roske and Tracy McMullen, on the Collaborate book place signing on Tuesday, April 20, 2010 from 11:30-12:00pm.

    About interRel Consulting

    lower back-to-lower back winners of the Oracle EPM & BI associate of the yr, interRel Consulting develops Oracle EPM and Hyperion solutions on time, below funds and with total attention to first-class. interRel gives implementation consulting, on-website & classroom working towards, internet-based & phone guide, and infrastructure consulting to shoppers ranging from the international 500 to mid-size organizations as smartly. home to two Oracle ACE directors and an Oracle ACE, interRel has published several books on Hyperion below the “seem to be Smarter Than you're” sequence. interRel has additionally been referred to via Inc. magazine in 2008 and 2009 as being one of the quickest growing corporations in the united states. For greater information, please talk over with www.interrel.com.

    About Collaborate 2010

    For the fifth consecutive year, the unbiased Oracle clients neighborhood (IOUG), the Oracle applications clients group (OAUG) and Quest foreign clients group (Quest) join forces to host the main know-how and applications forum for the Oracle community. COLLABORATE 10 is designed to help users of the whole household of Oracle business functions and database applied sciences gain enhanced price from their Oracle investments. Created via and for clients, COLLABORATE 10 offers an authority blend of consumer-to-client interplay and insights from expertise visionaries and Oracle strategists. representation at COLLABORATE 10 will encompass Oracle clients, solution providers, consultants, developers and representatives from Oracle employer.


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    1Z0-533 exam Dumps Source : Oracle Hyperion Planning 11 Essentials

    Test Code : 1Z0-533
    Test Name : Oracle Hyperion Planning 11 Essentials
    Vendor Name : Oracle
    Q&A : 80 Real Questions

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    Edgewater Ranzal's Jeff Flak Authors Oracle DRM Book | killexams.com real questions and Pass4sure dumps

    March 31, 2015 08:30 ET | Source: Edgewater Technology, Inc.

    WHITE PLAINS, N.Y., March 31, 2015 (GLOBE NEWSWIRE) -- Edgewater Ranzal, Inc., a wholly-owned subsidiary of Edgewater Technology, Inc. (Nasdaq:EDGW) and platinum level member of the Oracle Partner Network, announced that Jeff Flak of Edgewater Ranzal has co-authored a new book about Oracle Data Relationship Management (DRM) called, "The Oracle Data Relationship Management 11 Guide: Successful Implementation Essentials."

    The book examines the functionality of the Oracle DRM software solution, the integration points, and the steps for implementation success, providing a comprehensive reference guide for the user community. Project management topics, ranging from planning the implementation to testing and maintenance, are discussed and illustrated extensively with screenshots and diagrams.

    "Jeff is an accomplished expert in the Oracle DRM space," stated Robin Ranzal, President of Edgewater Ranzal. "He offers a wide range of knowledge and value to the DRM practice, as well as to Edgewater Ranzal's clients."

    Written for both DRM developers and business users, the guide provides a high level conceptual understanding of the product while acclimating users to the software, demonstrating the benefits of integrating DRM's powerful functionality into an operational business environment.

    The book will be published by P8tech, an independent technology publishing company based in the U.K., and is now available to order on Amazon.com.

    About Jeff Flak

    Jeff Flak is a Project Lead for the Data Relationship Management (DRM) practice at Edgewater Ranzal. His DRM experience includes the integration of multiple Enterprise Performance Management (EPM) and Enterprise Resource Planning (ERP) applications. With Oracle certifications in Essbase and DRM, Jeff has over 8 years of consulting experience with the Oracle EPM suite of products and related Business Intelligence (BI) technologies, and has led implementations to support EPM efforts in a number of industries, including government, healthcare, insurance, non-profit and retail.

    About Edgewater Ranzal

    Edgewater Ranzal delivers Business Analytics solutions that include Oracle Hyperion Enterprise Performance Management (EPM) and Oracle Business Intelligence (BI). Ranzal consistently applies and updates leading-practice methodologies to address changing business requirements in various industries and takes advantage of evolving system capabilities.  Edgewater Ranzal has a global presence, with resources and clients located throughout the United States, Canada and Europe.

    TrademarksOracle and Java are registered trademarks of Oracle and/or its affiliates.

    Company Contact: Jenny Norwood Senior Marketing Manager Tel (781) 246-3343 Investor Relations: Liolios Group, Inc. Cody Slach 1-949-574-3860 EDGW@liolios.com

    Edgewater Technology, Inc.

    Wakefield, Massachusetts, UNITED STATES

    Company Contact: Jenny Norwood Senior Marketing Manager Tel (781) 246-3343 Investor Relations: Liolios Group, Inc. Cody Slach 1-949-574-3860 EDGW@liolios.com Edgewaterlogo.jpg

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    SAP and Business Objects take the next step | killexams.com real questions and Pass4sure dumps

    With SAP set to finalize its purchase of business intelligence (BI) stalwart Business Objects, the two companies Wednesday moved forward with nine new jointly created product offerings.

    The software includes products focused on financial performance management and governance, risk and compliance, as well as packages aimed at small and medium-sized businesses, such as Business Objects Edge Series. Another new offering, Master Data Services, is based on the SAP and Business Objects business intelligence platforms. The new packages will be available later this month and sold by both SAP and Business Objects' sales teams, SAP officials said.

    "The combined portfolio definitely enhances SAP's position in business performance solutions," said Paul Hamerman, vice president of business process and applications at Cambridge, Mass.-based Forrester Research Inc. "While the specific product roadmaps have not yet been disclosed, my research indicates that [SAP and Business Objects] will be able to provide first-rate solutions in planning and budgeting, financial consolidations, strategy and measurement, and cost and profitability."

    Some of the new products -- specifically those related to BI, including Enterprise Query, Reporting and Analysis, and Visualization and Reporting -- are just a repackaging of existing Business Objects products, according to Boris Evelson, a principal analyst with Forrester. SAP, he added, will keep NetWeaver BI as its base BI offering and provide Business Objects technology at a premium to existing customers.

    "The real story will come out in a few months when the converged product map is finalized and becomes public, and we have actual confirmation that SAP and Business Objects sales forces are cooperating, not competing," Evelson said.

    SAP's announcement came on the day Oracle confirmed that it will acquire BEA in a deal that appeared dead a few months ago. It also falls in the middle of SAP's quiet period, following its fourth-quarter earnings report.

    SAP's deputy CEO, Léo Apotheker, citing IDC research, claimed that the combined companies are the leader in the BI/business user space with $2.5 billion in revenue, ahead of Oracle-Hyperion and SAS, which generate about $1.5 billion and $1.1 billion in annual BI and business user revenues, respectively. Together, he said, SAP and Business Objects count approximately 60,000 unique customers.

    With 87% of Business Objects shareholders now onboard, SAP plans to operate Business Objects "mostly independently," according to CEO Henning Kagermann. Business Objects CEO John Schwarz will join the executive board of SAP and lead the group that includes SAP's Business User unit and Business Objects. Business Objects will continue to lead sales in non-SAP accounts, Evelson said.

    Schwarz confirmed that while the company will align with SAP's technology and organization to reach SAP customers, it is committed to an open platform.

    "We are equally committed to the non-SAP customer, non-SAP platforms, non-SAP environments," Schwarz said. "So we can continue to support those customers that have invested with us. And in fact our intention is to have a BI solution on top of Oracle that is better than Oracle's own BI solution."

    A platform that can work with any other technology -- whether it's an Oracle ERP product or something Accenture or Wipro custom built -- is a critical part of SAP's strategy going forward, according to Ray Wang, a principal analyst at Forrester. He pointed to the potential to take advantage of this agnostic BI platform and leverage SAP's business process expertise to solve problems in any environment as one potential benefit. This should serve to ease the minds of SAP and Business Objects customers alike, he added.

    "So all in all, [it's a] win-win situation for SAP customers, who will have options to migrate up to more complex, more heterogeneous Business Objects products," Evelson said. "[It's a] non-event so far for Business Objects customers; SAP is not meddling in their affairs yet."

    Customers should keep a close eye on the situation, however, because the companies have some similar offerings that could be consolidated, according to Hamerman.

    "There will likely be some fallout in terms of overlapping solutions that don't make the cut," he cautioned. "Customers should look closely at the product roadmaps as they emerge to assess their long-term strategies."


    Analytics and the elusive customer of one | killexams.com real questions and Pass4sure dumps

    Trainline travel details via emailTrainline travel details via email

    The current state of analytics is making it difficult to understand what is strategic and what is tactical. Right now, I see numerous experiments with different approaches and softwares leading to a dizzying array of outcomes. To date, I’ve not seen a ‘joined up’ approach that I could take to a CEO and credibly call a ‘strategy’ that will make an appreciable difference to the bottom line. Why? Phil Wainewright’s discussion of the Trainline’s approach to data and data analysis provides useful clues.

    Holes in the story

    One the one hand the Trainline story speaks to the imagination of those working towards Wainewright’s Valhalla of a frictionless enterprise. On the other hand it speaks equally to the less than joined up nature of supply chains. Slap bang in the middle are the analytics providing the food for decision making thought. Apart from the mandatory value add statements in the Trainline story, check these two snippets:

    There’s also potential to mine Trainline’s historic data to give customers useful information, for example to let them know which are the busiest trains and which are likely to have more space available. Holt can also envisage using the data to offer more airline-style price management, but as Trainline doesn’t set prices itself — that’s up to the train operators — for now it has to content itself with other aspects of the customer experience.

    There’s your imagination piece of the puzzle right there.

    But beyond its own use of data, much of what Trainline can achieve depends on interactions with the train operators and how much investment they are willing to put into enabling those more magical journeys. E-ticketing is one example. At the moment it’s available on 30% of routes, says Holt. But for a seamless experience, it requires ticket barriers at the station that can read a QR code from a mobile phone. No operator is currently completely e-ticket enabled, and some have barely started, although the government is encouraging more aggressive adoption of the technology.

    I knew Phil was writing this piece and in email pointed out to him that QR reader facilities don’t exist at Kings Cross, Bradford, Manchester or Harrogate – stations I’ve used the last few weeks, twee of which are major UK rail hubs. The ticket barriers have to be manually opened by staff wasting time inspecting the e-ticket. I could also add that the QR based e-ticket is not consistently offered on the mobile app. On the plus side, the tickets can become part of an expense report. So yes, hats off to Trainline for imagination and a thoughtful approach to the value analytics can bring. But in the real world, much more needs to be done. And it is this ‘what’s next?’ question that vexes me.

    Bullshit and the spreadsheet

    This was brought into sharp focus for me during a conversation with Nick Hortovanyi. You won’t find him pontificating on the inter webs or flogging the next shiny new thing. He’s a a smart coder who has worked on some honking big projects involving capital intensive industries where sensor technology has not only been around since forever but is rapidly expanding i its usage and deployment. He said something that stopped me in my tracks:

    I’m sick and tired of listening to the analytics bullshit around Internet of Things. The great steps forward happen when you see a fundamental change in the approach to analytics where the customer is at the center. Where is that next step?

    That made me sit up because thinking back, the last huge stride forward in delivering compute value came with the familiar spreadsheet. That was sometime around 1979. To this day, the spreadsheet remains the most ubiquitous tool for creating forms of analysis, whether it be consolidated account reporting or what-if? analysis of increasing complexity. As one colleague said:

    You’ll have to rip the spreadsheet from my cold dead hands before I’ll abandon it for something else.

    Plenty of people agree the spreadsheet remains useful but that the dangers of its use in unsuspecting hands are at times overwhelming. It’s a topic I’ve regularly opined on since 1996. But it is that ‘something else’ that’s elusive.

    The last few years, many colleagues have been drawn to the promise of visualization technology of the kind Tableau and Qlik have successfully championed, usurping the likes of BOBJ and Hyperion along the way. But as we’ve seen in recent reporting quarters, the gloss has gone off those solutions as companies like Microsoft have come in with cheaper and, arguably easier to use solutions that ultimately dovetail to their core products – like the ubiquitous Excel spreadsheet. Even then, you can easily argue that ‘viz’ is only an end user enabling technology that makes data easier to consume and understand. It’s not a fundamental shift.

    Thinking further afield, Good Data recently approached me wanting to brief on analytics that serve to drive the business. As I considered what they are saying, it struck me that they were describing something that’s far from new.

    The ‘customer of one’

    At diginomica, we’ve used web analytics from day one as a way of discovering what drives content, which lies at the heart of how we’ve built the business model. It’s an evolving requirement and one to which we devote considerable thinking time. I’m not convinced we’ve cracked it – yet – but at its essence is the idea that if we are to succeed in what we do then we must serve the ‘customer of one.’

    As I thought more about this problem, it occurred to me that business is not really solving for the ‘customer of one’ but mostly generalizing for revenue in a transactional manner. The customer is not the center of the arrangement but the target.

    It concerns me that what we’re seeing are siloed applications. Build me a revenue discoverer here, find me an optimal cost path there and so on. All of which is fine as tactical statements but doesn’t tell me how the bottom line is impacted overall. In the Trainline case, the company won’t see optimal results until the physical infrastructure is in place with which to offer the efficiencies the Trainline envisages:

    We know that customers spend up to 20 minutes queueing at ticket machines. The amount of time people are wasting queuing for pieces of dead tree when they could just go [on their phones], ‘I’ve bought it, I’m going to go.’

    Buying it on the way to the station would be much better. We’ve been working with the industry to roll it out and we’ll be doing a lot more of that this year.

    Getting from here to there in this case requires much more than great analytics. It requires a vision that can be both communicated and acted upon across an entire industry. Pulling that off will be no mean feat.

    But even that is only one half of the equation. The Trainline is looking for revenue optimization through a better customer buying experience, because that’s what its business model depends upon. It begs the question about how service delivery is improved, once the sale is made and how that will impact the Trainline’s long term prospects. That got me revisiting the KPMG report, Now or Never: 2016 Global CEO Outlook (PDF.)

    Are CEO’s viewing the world correctly?

    Barb Zinck’s opus, Why do marketers struggle to do analytics well? references the KPMG report noting that:

    84% of CEO’s indicated their concern about the quality of the data they use to make decisions.

    I was much more concerned about the plethora of other findings summarized in this image:

    KPMG findingsKMPG – key findings, 2016 CEO Outlook

    They’re not easy to read on this graphic (click to pop out) but I was astonished at the high level of concern about putting customers central to their strategies at 88% but the complete absence of collaboration as a topic to consider as part of that customer relationship. Instead, the emphasis is on partner collaboration. Analytics is core to those relationships and yet again, it isn’t a stand out in this report.

    In that context, the cynic in me is hardly surprised by Zinck’s question or her ongoing concern.

    As I pick over the various tales and case stories, hear pitches telling me how fresh approaches to analytics are discovering revenue drivers, hear about the latest thing that IBM Watson has done and so on, I can’t help but wonder why we are not hearing about a more expansive vision.

    Instead of hearing about things that genuinely puts the whole customer experience first, with analytics that flow the entire length and breadth of that experience, I am much more likely to hear about point solutions, pain point solutions or simply fluff. My sense is that technology providers who’ve got their hands on a shiny new toy look out at the sea of data in front of them and calculate that only a quick win matters.

    The collaboration nexus

    There is an approach, hidden away in Rachel Happe’s Facebook time line, where she says:

    Traditional leadership is focuses on the transaction (sale, pitch, stock price, vote). Collaborative leadership focuses on the relationship.

    People with traditional leadership mindsets are confused by collaborative leadership – because they want the pitch, not the question.

    But the pitch is a transaction – it can be accepted or rejected. Questions draw you in and force you to declare yourself. They force you to get involved and be part of the solution.

    If you are focused on the transaction, each transaction will cost you something. If you are focused on the relationship, the transactions will come organically and in the end be cheaper.

    To me, this is networked/community leadership. Easy to dismiss in the short-term, incredibly resilient and powerful in the long-term.

    Wow! Is that a powerful set of statements or what? Happe’s statement is made in a political context yet is equally applicable to the business. So where do analytics fit into THIS equation?

    Analytics at petabyte scale

    I’m of the view that in order to understand individual customer need, business needs a LOT of data, much of which should be about understanding customer behavior resulting from the customer experience. Call it social or big data if that makes you feel more comfortable. I prefer a degree of precision in what I am trying to find.

    Simply trying, for example, to stem the tide of cart abandonment with annoying emails ain’t going to cut it. None of this is easy from a technical standpoint.

    Which data do you examine? How do you figure out which statistical techniques are going to be appropriate? How do you go from apparent cause and effect to a deep understanding of behaviors? What can we learn from those behaviors? Where does creative thinking slot into the process of designing new experiences? Where the heck are the tools that are going to give operational front line decision makers a clear path to action?

    Hortovanyi says that today’s installed sensor technology is only tackling a fraction of what is possible track side. I countered with tales about the gigabytes of data Formula 1 race cars generate and wondered if similar approaches could not be applied to more sedate forms of transportation. The moment you do that, you set up a requirement for massive compute needs, a la Spark and other emerging, yet still complex technologies.

    Regardless, and as the Trainline example informs us, there are plenty of ways in which to infer behaviors up to the point of buying. It’s what happens after that which I care about.

    It seems for example that many of the transportation companies have singularly failed to understand how to manage poor customer experiences. Just how many Tweets or Facebook mentions does it take before a train operator/airline/name your favorite here takes notice or spots a trend? Maybe this from Emily Coltman gives a special clue:

    Keep quiet

    Not my experience on Grand Central to London this week but heh ho.

    Data at rest, data in flight

    That brings me to the financial numbers which, at the end of the day, form the basis (but are not the only measure) for analyzing and understand shareholder value. Those are always historical, they’re never real-time. Not even remotely close. They’re at best a guesstimated snapshot based upon modified data at rest. But then some of that snapshot data such as accounts receivable can be extremely useful when thinking about field service requests and renewals.

    Why wouldn’t you get the field service agent to pick up a check on an old outstanding account while visiting the customer? But then what if the customer has paid earlier in the day? Do we have systems capable of instantly recording that? No. Our global banking systems are so fragmented and reliant on latency as a way to earn revenue, that it is nigh on impossible to show cleared items in less than a day.

    Even when set against these limitations, I see precious few examples where data at rest and in flight are merged in such a way as to help people take operational decisions. Even then, I have yet to see any examples that demonstrate how different strategies are A/B tested so as to improve overall outcomes.

    Finally

    It is clear to me that we are the darkness before the dawn of a new age in analytics. Colleagues and vendors will bang on about the latest shiny new thing in ‘big data’ or the even more nebulous ‘internet of things.’ If C-level decision makers are confused then none of us should be surprised. But a continuing of silo-based, departmental, point problem thinking is not going to solve the genuine problems that many businesses face today.

    We desperately need a visionary approach where the customer is central to the discourse around products and services and where the transaction is a natural rather than forced outcome. We need forms of analytics that talk directly to the question of behaviors, but not in a creepy, we’re-looking-over-your-shoulder kind of way. We need analytics that operational managers can easily understand and which allow for sharing with any interested party. We need analytics that help us better see how to solve the whole customer experience while driving forward with the notion of the frictionless enterprise.

    In short – we need something fundamentally new. Right now, I’m not seeing it.

    Image credit - images clipped from named sources, featured story image via © Rawpixel.com - Fotolia.com



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