Company

About Us
Team
Careers
Customer
Customers
Partners
Partners
Partners

Inchara - CSR

Partners

Contact Us

Latest News

Cherrywork Digital Applications

Pre-packaged, ready to deploy applications

Overview

Intelligent Task Management
Deliver Intelligent Notifications, Tasks and Process
Insights in Real-time

In-Store Perishables Management
Enable grocery retailers to prepare for
peak hour sales

Accounts Payable Automation
Automate Tasks for Better Visibility and Control
over Financial Data

Proof of Delivery
Organize, Manage and Track Shipment Detail
in Real-time

Supplier Collaboration Portal
Gain Control over Supplier Data and
Collaboration across the Processes

Mobility for Warehouse
Ensuring data accuracy for inventory and
boost warehouse operation efficiency.

Collaborative Order Management
Simplify, Streamline and Integrate Orders to
Grow Revenues

Intelligent Price Management
Manage Pricing and Respond to Marketplace
Changes Quickly

HXM Modernization Suite
Deliver More Intuitive, Engaging Experiences that
Boost Productivity

Permit to Work
Automate work permit approval processes
and ensures safe operation.

Resource Management
Plan your Resources and Project Schedule
Effectively

Advanced Metering Analytics
Transform SMART Meter Data into Actionable
Intelligence

Predictive Asset Maintenance
Balance Risk and Maximize Value Across the
Asset Lifecycle

Pipeline Corrosion and Leak Detection
Identify pipelines susceptible to leaks & corrosion
and manage the complete pipeline lifecycle.

Digital Solutions

Overview

Robotic Process Automation

Application & Process Integration
Connect People, Processes, and Applications to
Build an Intelligent Enterprise

Robotic Process Automation

Mobility
Leverage Enterprise Mobile Applications for
Agility, Scalability, and Availability

User Experience
Visualize Business Operations with
User-Friendly and Intuitive Designs

Data Management and Analytics
Utilize Actionable Insights with Advanced Data Analytics

Robotic Process Automation
Digitize Time-consuming Tasks and Processes
with Intelligent Automation

Robotic Process Automation

Hyperautomation
Discover Next-level Business Automation with
Our Hyperautomation Solutions

Robotic Process Automation

Design Mantrai
Transform Your Organization with Design-led
Innovation and Technology

Robotic Process Automation

Cloud Migration
Enhance Your Business Capabilities with
Cloud Migration Services

Robotic Process Automation

SAP BTP Starter Pack
Enable Digital Transformation to Strengthen Operations with SAP BTP Services

Industries

Consumer Products & Retail
Drive Intelligent Value with Digital

Manufacturing
Digitize E2E Value Chain

Oil and Gas
Extend Beyond the Barrel with Digital

Life Sciences
Improve Patient Outcomes and Safety

Cherrywork.com

Embedding data and analytics into your enterprise

WRITTEN BY

Sandeep Vyas​
PUBLISHED​
27th September 2021
DATA ANALYTICS​​
SHARE

Data analytics and science are increasingly becoming a key contributor to the development and execution of business plans and strategy for many enterprises by supplying key insights into areas such as human resource, finance, sales and marketing, supply chain optimization, and almost every other business vertical spread across countries in a diverse region as the Asia Pacific.

IDC Asia/Pacific recently reported that the pandemic has created more urgency for organizations to have data-driven means to support operational resilience and revenue generation.

Though COVID-19 has led to a drop in the number of ICT investments, technology resiliency has helped businesses in combating the impact of the pandemic. Enterprises should have a data strategy in place to remain competitive in Asia/Pacific as per IDC.

Having said that, stitching Data and Analytics (D&A) into every function of an enterprise is a daunting task in itself. Most organizations suffer in bringing this change because of three primary reasons:

1) Data is not considered an asset in the Organization

2) Absence of D&A thought leaders to lead such a change

3) Continuation of ‘Instinct’ driven decision making instead of ‘Data’ driven

In a study, Gartner estimates D&A-based initiatives falter 60% of the time, and reasons for many of these failures are common across Large and Small enterprises.

To thrive and remain competitive, companies should acknowledge the internal resistance to change and brainstorm on the right approaches, even if it needs hiring the right D&A leader or coaching partner.

Some of the key strategies to the device and achieve successful threading of data-driven enterprise are:

A mind-shift in leadership across departments

In a complex business scenario, integrating or transforming business units into data-driven enterprises depends heavily on getting the buy-in from the leaders of these respective units.
The D&A investment chain suffers if the leaders don’t evangelize to the new ways of looking at decision-making (i.e., decisions based on data).

Changing executives thought process from instinct-driven to evidence-driven is not something that can be achieved overnight with small change management or training. It needs to be embedded in the way leaders think and work every day.

This includes inculcating a habit of data ownership and using data to guide any process and quality improvement.

Some of the leaders may be early adopters. In order not to lose momentum, it’s extremely important to award early adopters, create consistent engagements and establish governance across business units.

Experiment to fail with low risk and learn faster

Experiments navigate us to our eventual destination through roadblocks, twists, and turns. Trying new things, being open to new initiatives, new technological innovations are critical to moving forward in terms of innovating organizational practices with data.
Here “Fail fast” does not imply a lack of commitment to a mission or goal, but on the contrary, indicates a willingness to experiment in the process, learn quickly from the results, and make adjustments to achieve better.

One approach can be to start with a business function that poses a low risk due to experimentation so that it does not demotivate the entire organization.

For example – a company may begin with its digital marketing unit, gather various historical data sets to repurpose the pitch or campaign, and measure the effectiveness by assessing the outcomes from a sales standpoint.

Internal enabling functions like ‘marketing’ can be a unit to experiment for one enterprise while ‘HR’ for others. This will help to replicate the learnings and experiences to other projects and business functions in an enterprise.

Implement the technology infrastructure that can enable data intelligence

One must be mindful of the fact that data can only tell us the aspect of ‘what is the problem in a business function’, but it can’t tell us ‘Why is this problem’ without applying suitable technology and science on the data.
The choice of technology will also have a great impact on how enterprises can unleash data from silos and integrate it with other data sources across departments to create useful and meaningful insights.

In the current unprecedented COVID scenario, many organizations are adopting cloud-based solutions to reduce IT infrastructure costs and enable collaboration with the remote workforce.

The cloud-based D&A solution helps in delivering insights across the board, especially if consumers of the data are geographically dispersed.

Another consideration in choosing D&A technology can be how it enables data to be used effectively by advanced technologies such as artificial intelligence, machine learning, and augmented reality.

Such tools can play an important role in generating more meaningful insights and integrating data into operations in new ways.

Get the right teams and skillset to enable data to value-

In addition to the right technology, harnessing value from data depends on the right teams with the right skill sets. For a long-lasting solution it is imperative, to begin with, a good design & architecture of data and analytics, and to enable this, companies should align enterprise data architects and empower data teams.
While solving the piece of the puzzle companies have many challenges that exist across the board and need some thought parade. If an enterprise has minimal D&A capabilities or inexperienced data leads across the board it is bound to struggle.

Many large organizations are still dependent on legacy technical solutions and tightly coupled architectures thus not letting IT teams upskill or leverage skilled D&A resources. Such scenarios usually are detrimental to growing D&A practices within the organization.

Conclusion

Finally, conducting a business unit-wide assessment before D&A investment, and rebuilding the technology platform in a way that leverages agility and support would be ideal.
Leaders’ mindset change, Startup culture on experimentation, properly structured systems, processes, and people devoted to D&A can be a competitive advantage for an organization in embedding data and analytics practices.

Once an enterprise addresses these strategies, it can create potential to achieve significant future savings, realize the D&A investment and transform into an intelligent enterprise.

To sum up the value of data- in the words of Thomas H. Davenport (an academician and author specializing in data & analytics), ‘We live in a world awash with data. Data is proliferating at an astonishing rate—we have more and more data all the time, and much of it was collected in order to improve decisions about some aspect of business, government, or society. if we can’t turn that data into better decision making through quantitative analysis, we are both wasting data and probably creating suboptimal performance.’

Related Stories

No Results Found

The page you requested could not be found. Try refining your search, or use the navigation above to locate the post.