Your first time here? Welcome, I'm glad you've dropped in.... David Soul (aka Bricoleur)

Fast Tracking:
Mobilize your management teams to meet the unexpected by continuously
monitoring the business environment and quickly coming up with new
solutions to threats and opportunities. by Wick Keating (Optimize: March 2003, Issue 22)

According to the author, capability that detects
problems and opportunities but leaves responding up to the traditional
task forces and executive committees, is a job only half done:

“But the real leverage of real time—what the military calls the
“force multiplier”—lies in quickly seeing developing threats and
opportunities, and responding to them. Alan Greenspan alluded to this
last year when he said, “Today, businesses have large quantities of
data available virtually in real time. Although their ability to
anticipate changes in demand seemslittle improved, they nonetheless
address and resolve economic imbalances far more rapidly than in the
past.” Leading-edge companies are using business-activity monitoring
(BAM) to do just that.”

The article goes on to recognize the importance
of simulation systems in helping executives determine an appropriate
response (at least in some situations) and even recognizes the
importance in recognizing the limits of high level managers – a nod  to
the importance of requisite variety:

“A West Coast operations manager’s worst nightmare is to be awakened
by an early-morning call from the CEO in New York demanding an
explanation for something on his dashboard concerning the manager’s
operation when the manager hasn’t even seen the data yet. The design should ensure that information presented to company leaders is relevant to the decisions they make. It takes education and communication to assuage concerns that the system is merely an electronic enabler of micromanagement.”

The value of real time lies not in pushing more information
up the management chain, but rather in getting the right information to
the people who need it faster.
The point is to push decision
making down to those who are closest to the situation by providing them
with the information they need, while helping higher levels of
management more effectively monitor the effects of the decisions made
at lower levels.” <emphasis added dhcs>


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Tags: BAM, Complex Event Processing

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