Mining for intelligence: Why business process intelligence makes for agility
Summary
When undertaking sales planning without using data, leaders must make assumptions about how long it will take for reps to close a deal, attrition rates and the time needed to hire replacements. This approach means organisations can combine structured and unstructured data to build a bigger picture, a holistic view of the sales pipeline, drawing on insights from across the business to assess the health of accounts. “Companies that take advantage of a process improvement mindset and associated tools are able to identify gaps and changes in the market and their operations more easily and are able to realign their businesses to meet these requirements,” says Watts. It’s what Blue Prism customer Mass General Brigham, one of the US’s leading biomedical research organisations discovered when it helped staff return focus to clinical work by bringing automation into their operations. Using process intelligence to identify and maintain automation opportunities, Mass General Brigham’s administrative work is now carried out by digital workers, leaving staff to do what they do best – care for patients.