The Essence of an Open Source Decision Platform

 In a previous post, I described two key characteristics of a Decidedly Smart Organisational Platform (DSPO): its ability to create new intelligence out of the facts it collects and the ability to leverage that intelligence for decision-making. In this post, I will further describe these two concepts and how they apply to today's organizations. As organizations grow more complex and their data and interactions increase in volume and complexity, so too do the intelligence and decision-making process. You can get more info here. Organizations today must face many challenges: navigating through internal politics, dealing with a changing customer base, managing complicated relationships across business units, and maintaining focus on multiple strategic goals. While all of these require time and effort, the speed at which organizations can change course and move towards a desired outcome increases as their data and interactions grow. To collect, analyze, and deliver clear intelligence to guide organizations through this rapidly changing environment, an Organisational Platform needs to integrate with multiple disciplines, each of which drives its own strategic objectives. The ability to collect, analyze, and make decisions in real time is a critical feature of a decision-making platform. On the one hand, an Organisational Platform must be able to rapidly and accurately gather and present data in order to make effective decisions. At the same time, an Organisational Platform must enable users to easily and reliably make decisions based upon the collected data. Read more great  facts, click this link here. To achieve these objectives, an Organisational Platform must incorporate intelligent systems that are capable of creating, evaluating, and delivering objective, data-driven results. Another key characteristic of a Decidedly Smart Organisational Platform is its ability to leverage the analysis of the product suggestions it receives in order to make intelligent decisions about the future of the organization. In other words, a good decision-making platform will allow users to make informed decisions about the best way to optimize the organization, taking into account the data it has accumulated and analyzed. In addition to enabling users to make informed decisions, a Decidedly Smart Platform will also give them the freedom and flexibility to make independent, self-managed decisions regarding their organization's future growth. Humans, given the ability to learn and grow, will always find a way to get better and improve upon the methods they've been using over time. This process can be applied to almost any aspect of life. For example, the decision-making process associated with how to optimize the organization's efficiency can be applied to the product (s) information management system. Given that humans continue to improve their methods of decision-making, it is not surprising that the product (s) information management system that is being used today is increasingly better and more efficient than the decision-making process that was first used more than 100 years ago. This doesn't mean, however, that the decisions made in the past are irrelevant or no longer relevant. On the contrary, humans are continually attempting to learn new ways to make better and more effective decisions. The essence of an Open Source Decision Platform lies in its ability to enable social collaboration and innovation around an underlying decision-making platform. Social collaboration and innovation happen when multiple users from different locations and/or silos are working on the same real-time problem or opportunity. This type of social collaboration and innovation takes place within social networks and groups. In principle, a group of people with divergent interests can use the Decision Platform to facilitate collaborative problem solving by sharing the knowledge of their diverse interests. This facilitates problem solving at the micro level, where the problem being solved is usually at the interface between two users and one business entity. For example, one company might decide to develop a decision-making tool that allows business managers to make decisions based on the data and information that they need to make critical decisions. To facilitate this crucial work, that business manager needs to be able to gather the data and information that are necessary to make the right decisions. However, when a business manager uses a decision-making tool which is not developed along with a social collaboration and innovation team, a series of challenges arise. First, the decision-making tool must allow managers to collect the data that they need to make the critical decisions. Second, the data must be easy for managers to access and use. Third, and perhaps most importantly, the business managers will need to be engaged and involved in the process of social collaboration and innovation, if they are to use the decision-making tools to make critical decisions.  Please view this site  for further  details.

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