We at Sinequa are excited and humbled to be declared a Leader by Gartner in its 2018 Magic Quadrant for Insight Engines for the second consecutive time. A complimentary copy of the report can be accessed from the Sinequa website at http://go.sinequa.com/gartner-magic-quadrant-2018.html. (more…)
This article was originally published on Nextgov.
Cognitive search and analytics technologies are all about accessing the right information at the right time.
The increased severity of domestic security breaches due to terrorist threats and cyber crime poses a strategic challenge for federal and state security services. The strengthening of human resources, now widely deployed around the world, is not enough to meet the challenge alone. Increasing efficiency and speed, controlling the means of communication used by terrorists, but also, and above all, anticipating the lead-up to such actions, are all challenges that persist. (more…)
A big congrats to our longtime strategic partner Atos who was named a leader in the Magic Quadrant for Managed Workplace Services (MWS). Gartner calls out Sinequa as a key supporting technology.
Gartner’s Magic Quadrant for MWS, North America, recognizes leaders in enabling sourcing and vendor management leaders to select the right partner in the rapidly changing market, which focuses on using MWS to increase staff engagement, drive productivity and enable digital benefits.
As a recognized global leader in digital transformation, Atos provides an end-to-end solution to transform the employee experience. By combining skills tightly, from advisory to consulting and design thinking through to business and vertical solutions, including applications to the digital workplace platform, Atos has the skills in place to offer a complete solution to our joint customers to deliver an end-to-end workspace transformation. In terms of Cognitive technologies, Atos differentiates itself by integrating Sinequa’s insights engine. The partnership brings together Sinequa’s cognitive search & analytics platform and Atos’s business consulting and IT services expertise to change the way people access applications, data and help, improving end user productivity and user experiences, whilst reducing cost and ensuring security and compliance.
We are excited to be working with a leading system integrator recognized for setting the tone in the digital workplace space and can’t wait to see where our partnership takes us in the future.
People at these digital workplaces need information, not just data. While information must often be comprehensive to be valuable – like in a 360° view of a customer – it must also be relevant. People have no time to sift through tons of information to get to the insights that guide their actions. To help organizations sift through the abundance of information, data coverage must be total, and the delivery of insight must be intelligent and selective. This delivery of information must also match the expectations of today’s digital worker, who wants answers in seconds rather than hours or even minutes.
In this new generation of the digital workforce, there are certain tips that address the challenges of catering to this always connected society, including being proactive in delivering information and tackling unstructured data.
This article was originally published in Database Trends & Applications.
The deadline looms on the horizon. On May 25, 2018, the European Union will enact some of the most stringent data privacy regulations the world has ever seen. These regulations will impact thousands of companies around the world, not only EU-based organizations but any company that collects or processes personal data on EU residents. The General Data Protection Regulation (GDPR) recognizes the “fundamental right” of people to control what data is stored about them and how it is used.
Organizations must be ready for this date since the fines for non-compliance could be as high as 4% of annual revenue or $21 million, whichever is higher. To put this in perspective, small companies could go out of business with a $21 million fine, and for a company with revenue of $10 billion, the fine could be a staggering $400 million.
No organization with large datasets can sift through them manually to find personal data and judge its GDPR compliance. Companies need sophisticated technology to deal with their data effectively, enabling them to search, discover, and review. Most organizations find it challenging to quickly and accurately identify and find personal data.
Under GDPR guidelines, people can request to be informed about the data that organizations store about them and can demand rectification, erasure, or the restriction of how their data is used. They can also ask to receive their personal data in a common format that allows them to transfer it to another organization.
The impending deadline and the fear of painful fines put organizations under a great deal of pressure, such that they may forget about pursuing the potential business benefits of conformity measures. For example, the prospect of thousands or even millions of people demanding to know what data is stored about them may seem daunting. Since an organization is obliged to answer within 30 days, this might result in thousands of cases per day being handled by customer service.
On the other hand, many large enterprises with millions of individual customers—banks, wireless providers, etc.—need to provide a 360-degree view of a customer to their sales and service personnel—in seconds, not in a month. This is a business requirement independent of GDPR compliance. When customers contact the company, they expect the sales or service reps to know them and give them knowledgeable recommendations and advice.
One way of providing such a 360-degree customer view is using cognitive technologies that can ingest structured data from enterprise applications such as CRM and billing and unstructured data such as emails and other correspondence. Companies often have hundreds of such data sources. Cognitive capabilities, such as natural language processing and machine learning, are necessary to extract relevant information from structured and unstructured data: what kinds of contracts the organization has with customers; service and payment history; whether the latest exchanges were friendly or aggressive; suggestions from past experience with other customers to help solve the current customer’s problems; etc.
In a call center, operators need to get a complete picture of the person on the line within less than 2 seconds, according to industry standards. If a company has 20 million customers, more than 200 enterprise applications with customer data, and 10,000 call center agents, that is a daunting challenge—but a challenge that has been successfully overcome by companies.
ROI: BUSINESS BENEFITS—NOT JUST COMPLIANCE
Gartner estimates that European companies will each spend an average of 1.3 million euros to comply with GDPR personal data protection requirements while U.S. businesses are setting aside at least $1 million for GDPR readiness, with some assigning up to $10 million. What do they get for it, apart from avoiding fines?
Let us look at a concrete example of a wireless telecom company that implemented a 360-degree view strategy using cognitive technologies. The first objective of the project was reduction of average call handling time, increased customer satisfaction and loyalty, and increased up- and cross-selling. All these goals have been achieved, but there is another aspect to the project that offered massive savings: Call center employees now have a unique and intuitive user interface to access customer data.
They no longer need to understand some 30 enterprise applications they had to navigate before to access this data. This reduces the need for training from 30 days to 1 day. With 10,000 employees and a turnover rate that often approaches 50%, that means 5,000 x 29 workdays saved per year, i.e., 145,000 workdays or 29,000 person-weeks. ?The company can certainly offer a lot of customer service during that time! The overall ROI of the project would be approximately 60 million euros over ?3 years.
NEW PARADIGM: CUSTOMER SELF-SERVICE FOR INFORMATION RETRIEVAL
One of the 10 biggest banks in the world has implemented a similar project to provide a 360-degree view of customers to its customer-facing employees. Its objective from the outset was also to provide their customers a 360-degree view of their own dealings with the bank: accounts, share deposits, insurance contracts, etc. It is easy to extend this interface to answer the question, “What data does the company have on me?” In this way, the company improves its service to customers and fulfills its GDPR obligations without a single employee being involved.
GDPR is coming, but instead of seeing it only as a costly burden, organizations should view the regulation as an opportunity. By implementing advanced cognitive technologies to derive deep customer insights, organizations can ensure compliance while reaping the business benefits of greatly improved customer service that can have a tremendous impact on the bottom line.
A new kind of manufacturing company is emerging that leverages big data and analytics for a unified view of the supply chain. This new approach provides supply chain insights that enable these organizations to respond quickly and decisively to changing conditions despite geographically dispersed suppliers and customers. And yet at the same time, they can also pursue long-term opportunities by identifying products, parts and components across all the data sources where supply and demand spans states, countries and continents.
No matter the supply chain model, customers expect quality service, on-time delivery and the right product every time, which can be challenging if an organization manages erratic supply and demand on a global basis.
For most organizations, products consist of numerous parts that move through the enterprise and its network of suppliers, creating a need for parts logistics. Every part number within the organization takes on a life of its own and every department must have access to all the information surrounding it.
As organizations build new products, and service existing ones, they need cohesive and comprehensive visibility for a unified view of the entire supply chain. This approach helps organizations optimize their supply chain and increase responsiveness by focusing on achieving greater visibility into products and parts inventory. Organizations that focus on these objectives can tighten the gaps in their supply chain and enhance their overall operations.
Supply Chain Unification
A unified view of the supply chain connects the enterprise and suppliers seamlessly to various applications and databases—such as enterprise resource planning, a data warehouse and customer relationship management systems.
This connected environment helps organizations keep abreast of the manufacturing process and supply chain management, and share relevant information across design, engineering, procurement, quality control and more. From understanding customer needs to building requirements, product prototyping and selling products, everything is streamlined and simplified across disparate systems.
By adopting a unified view of the supply chain, organizations can see what parts are in stock, which suppliers they re-order from and if those suppliers have available inventory. This gives engineers visibility into the specifications of components, the mean times between failures for components, discontinuation plans and recent negative reports. It also promotes accurate shipping expectations and on-time delivery, while connecting all departments and partners in the supply chain into one efficient manufacturing shop.
Finding the right part information when and where needed
An information-driven supply chain makes it easier for workers to search and locate specific parts for production. Workers can create alerts to be notified when relevant information surfaces. Empowered and informed workers can then concentrate on manufacturing products on schedule.
A unified view of the supply chain helps engineers know who has previously worked with each part and learn from their experiences. If a component is found faulty during production, engineers could spend days trying to find who completed the original design. A unified view of the supply chain helps pinpoint the most knowledgeable workers and provides immediate access to information about the component and its design specifications. By empowering engineers, organizations are better able to meet customer demands.
This approach also empowers sales with information about specific parts to understand when to sell a specific version, and to know who to talk to if they need more information. Customers then get a confident, knowledgeable sales associate to help them make the right decision.
Knowing how and where to get parts in a hurry
Organizations must be able to respond immediately to customers who need replacement parts and immediate service. If a part is not available, they must know expected shipment dates, transit times and who can supply it. This is increasingly challenging with globally distributed suppliers and a dispersed customer base.
A unified view of the supply chain can resolve this issue by giving customer service representatives visibility into all parts across the enterprise, regardless of location, repository or format in which the information is stored. It can also extend access to information from supplier sites and applications.
To assist customers with support requests, customer service representatives need to be aware of past problems and how to identify and resolve them. With a unified view of the supply chain, they immediately know the parts associated with a problem and how it can be fixed.
In the final analysis, managing the supply chain is about information access. Although many applications are necessary to manage information at different stages of the supply chain, a unified view provides cohesive visibility across all applications that manage information about products, suppliers and customers. It is a critical part of streamlining and optimizing the use of an organization’s supply chain.