Rebooting Operational Intelligence

7/29/2019 Rebooting Operational Intelligence

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RebootingOperationalIntelligence

6commonoperationalintelligencechallenges

andhowtoovercomethem

WhitePaper

By

TimSharpeCEO&co-founder

[email protected]

@timjsharpe


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2012SabisuLtd Page2of37

RebootingOperationalIntelligence WhitePaper

V1.0

Contents

1. INTRODUCTION..........................................................................................................4

2. CHALLENGES...............................................................................................................5

2.1. COMPLEX

BUSINESS

PROCESSES

..........................................................................................................................5 2.2. VENDORPROTECTIONISM&THEPLATFORMAPPROACH............ ........... ........... ........... ........... ........... ............ .82.3. COMPLEXITLANDSCAPES....................................................................................................................................9 2.4. MESSAGINGCOLLABORATION......................................................................................................................10 2.5. GENUINESELF-SERVICEISRARELYDELIVERED...............................................................................................11 2.6. BUSINESSINTELLIGENCESITSINCHAIRS,NOTSPREADSHEETS....................................................................12

3. TOTALINTEGRATION................................................................................................13

3.1. SEAMLESSREAL-TIMECONNECTIVITY.......... ........... ........... ............ ........... ........... ........... ........... ........... ...........133.2. INTEGRATEDUSEREXPERIENCE........................................................................................................................15 3.3. PERSONALISATION........... ........... ........... ........... ........... ........... ............ ........... ........... ........... ........... ........... ...........173.4. TOTALINTEGRATIONOICREQUIREMENTS.....................................................................................................18

4. ENTERPRISEDATACURATION...................................................................................19 4.1. SELF-SERVICE........................................................................................................................................................19 4.2. USINGEXPERTISETOCURATEDATA........... ........... ............ ........... ........... ........... ........... ........... ............ ........... .204.3. USERCOMMUNITYFOCUS...................................................................................................................................21 4.4. COMPLEXBUSINESSPROCESSES........................................................................................................................22 4.5. CONTENTDISTRIBUTION........... ........... ........... ........... ........... ............ ........... ........... ........... ........... ............ ..........23

5. TRUECOLLABORATIONTHROUGHSHAREDEXPERIENCE...........................................24

5.1. TRUECOLLABORATIONNEEDSASHAREDEXPERIENCE................................................................................24 5.2. MULTIPLECOLLABORATIONOPTIONS..............................................................................................................25 5.3. USER&COMMUNITYAUTONOMY......................................................................................................................26

6. SOCIALWORKPLACE.................................................................................................27

6.1. ENTERPRISE2.0...................................................................................................................................................27 6.2. ACOMMONPURPOSE...........................................................................................................................................27 6.3. ASOCIALPERSPECTIVE.......................................................................................................................................28

7. CLOUD:DESIGNEDFORYOU.....................................................................................29

7.1. WHATISTHECLOUD?........................................................................................................................................29 7.2. WHYUSETHECLOUD?.........................................................................................................................................30 7.3. EXTERNALCOLLABORATION.......... ............ ........... ........... ........... ........... ........... ............ ........... ........... ........... .....317.4. TOTALCOSTOFOWNERSHIP..............................................................................................................................31 7.5. ON-GOINGSUPPORT.............................................................................................................................................31 7.6. KEYDESIGNCRITERIA.........................................................................................................................................32

8. EXTENDYOURENTERPRISE.......................................................................................33 8.1. BUSINESSWITHOUTBOUNDARIES....................................................................................................................33 8.2. EXCEPTIONALSERVICEDELIVERY.....................................................................................................................34 8.3. SAYGOODBYETOVPN......................................................................................................................................34 8.4. VALUE/SUPPLYCHAINBENEFITS........... ........... ........... ........... ........... ............ ........... ........... ........... ........... .......35

9. SABISU......................................................................................................................36

9.1. FUNCTIONALFIT...................................................................................................................................................36 9.2. TYPICALINDUSTRYSECTORS..............................................................................................................................36 9.3. CASESTUDIES........... ........... ........... ............ ........... ........... ........... ........... ............ ........... ........... ........... ........... .......37


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Figures

Figure1.ATypicalBusinessProcess.........................................................................................5Figure2.TypicalSystemsSupportingABusinessProcess...............................................6

Figure3.Daisy-chainingofDelays..............................................................................................7Figure4.MultipleVersionsoftheTruth...................................................................................9

Figure5.SameIssue,DifferentTools......................................................................................10

Figure6.DataAvailabilitybyFrequencyofUse.................................................................11Figure7.RequiredOICIntegrationCapability....................................................................13

Figure8.AnIntegratedUserExperience...............................................................................16

Figure9.FindingAbstractedDataInAMenu......................................................................19Figure10.SharingMadeSimple................................................................................................22

Figure11.TwoPersonalisedViewsofaSituation............................................................24Figure12.InPlatformChat,ShowingCommunityFocus...............................................25

Figure13.ASocial,EventDrivenView...................................................................................28

Figure14.TheIdealArchitecture.............................................................................................30Figure15.TheBullwhipEffect...................................................................................................35


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1.Introduction

Operationalintelligenceisoftenunderstoodasanextensionofbusiness

intelligencetechniquestoincorporatereal-timeanalysis,withtypicalsolutionsincludingalertingorsomedegreeofincidentmanagement.

Untilnow,suchsolutionshavehadnaturalboundariesdictatedbyvendorsor

businessprocesses,typicallyleadingtoamixofoperational,businessandend-

userdevelopedintelligencesolutions.ThescopeofexistingsolutionsisfurthernarrowedastheITlandscapebecomesmorecomplex,perhapsduetomerger

andacquisitionactivity,securityconcerns,regulationorevolvingbusiness

processes.

ThiswhitepaperstartsbylookingatsomecommonchallengesthatOperationalIntelligenceCentre(OIC)implementationsshouldbeabletoaddressbut

typicallydont.Thiswhitepaperthenlooksatsixkeynewtechnologycapabilitiesthatare

radicallychangingthereachandimpactofoperationalintelligencesolutionsthat

incorporatethem: Total Integration

o Until now its been difficult to access proprietary format or legacy datasources; new connectivity capabilities can present a consumer standard

integrated user experience.

Enterprise Data Curationo With real-time, hierarchical or non-indexed data, enterprise search breaks

down this is where user expertise is needed; users provide the ultimate

filter for their communities by developing new insights and sharing them. Shared Experience

o Collaboration is more than messages about Wikis; a truly collaborative

environment promotes team working and eliminates lots of email.

Social Workplaceo A social capability can enhance operational effectiveness and agility but

those that align users around a common purpose can see an exponentialreturn.

Cloud

o How intelligent use of cloud computing can deliver a value add architecture

that holds the key to inter-organisation collaboration, rather than just anoutsourced infrastructure risk.

The Extended Enterpriseo Operational intelligence within an organisation has proven benefit

extending it mto partners, suppliers and customers can benefit your wholevalue/supply chain.


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2.ChallengesSomecommonchallengesfacingbusinessesthatOperationalIntelligenceCentre

(OIC)implementationsshouldbeabletoaddressbuttypicallydont.

2.1.ComplexBusinessProcesses

Whilsteveryorganisationhasitsowncomplexities,withintheprocess

industriesthebusinessprocessescanbeunusuallycomplicatedgiventhenature

ofproduction,focusonhealthandsafetyandimportanceofregulatorycompliance.

AtypicalbusinessprocessiscapturedinFig.1,whichshowsatahighleveltheexchangesofinformationthatoccurwhentransferringapetrochemicalproduct

toaship.Eventhissimpleprocessshowshowvariouscommunitiesofusersbothinsideandoutsidetheenterpriseareinvolved;productionplanning,operations,

massbalance,logistics,regulatorsandsoon.

Figure1.ATypicalBusinessProcess

Ofcourse,thirdpartyorganisations,representedinFig.1ontheleftwithin

clouds,havenodirectlinktothesourcedata.Theyrelyonemailedcopiesofthedataandanydiscussionisdoneviapersonalemails.


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Aswithanyreasonablycomplexsystem,feedbackloops,delayedresponseand

outofdateinformationareafactoflife.

Thesystemsarchitecturethatsupportsthisprocessisequallycomplexascanbeseenbysimplysuperimposingthedatasourceforeachkeyinteractionontothe

diagram;anexampleisshowninFig.2.

Figure2.TypicalSystemsSupportingABusinessProcess

Itsclearthatusershavetobefamiliarwithmanydifferentsystemsinorderto

getthedatatheyneed.

Oncetheuserhastherequireddatathereisasignificantamountofmanipulationneededinordertomakethedatarelevant,asisseenwiththelargequantityofMSExcelspreadsheetandMSAccessdatabasework.

Oncethedatahasbeenmanipulated,theuserhasonlyemailasamethodoftransfereffectivelyanon-contemporaneoussnapshothasbeentaken.The

dataisalreadyoutofdate.

Thisprocessproducesalargeamountofend-usercomputingandduplicationof

data.Itsverydifficulttofindtheaccurate,currentdataunlesstheuserwhocreateditcandirectothersuserstoit.


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Eachinteractionandthereforethebusiness-isslowedbyaprocessof

snapshot,process,email,awaitresponseandfinallyrespond.Thecyclerunssomethinglikethis:

Snapshot extract the data required from the source system

Manipulate import into spreadsheet/database, transform content as required

Email attach spreadsheet/database to email

Wait

Process Response discuss, re-snapshot, re-manipulate or otherwise act.

Whentheimpactofthisisconsideredacrossmultipleactorswithinabusiness

processasshowninFig.3belowitseasytoseethewheredelaysareincurred.

Figure3.DaisychainingofDelays

WhilstaCIOwilloftenrightlypointtotheirERPorMRPsystemasthetoolof

choiceforallbusinessprocesses,suchsystemsusuallydonotcoveradhocprocesses,orthoseperceivedaslowfinancialriskorfinanciallyirrelevant,e.g.,

providingdatatoregulators,shiftmanagement,productionmonitoring.

AnOICthatdoesntaddressthewayinwhichusersexchangedatashouldbe

regardedasbasic;itssimplyBIoverreal-timedata.Usersremainstuckwith

emailastheirtoolofchoiceparticularlyiftheusersinquestionworkfordifferentorganisations.

Clearly,anOICnotaddressingtheseproblemsisanOICignoringsignificant

obstaclestoincreasedoperationalefficiency.


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2.2. VendorProtectionism&thePlatformApproachAplatformenables.Ithelpsothersbuildvalue...Platformshelpuserscreateproducts,businesses,communitiesandnetworksoftheirown.

JeffJarvis,WhatWouldGoogleDo?

Many,ifnotallITsolutionsareextensibleprovidedsufficientfundingisavailableindeed,itsavendorstrategytoprovidethebasicsatalowcostthendevelop

therevenuestreamthroughservicesandadd-ons.Thiscanmakeaninitially

suitablesolutionunaffordableinthelongterm.Atrulysustainableplatformdoesnotincursignificantadditionalcostsapartfromperhapsthoserelatedto

significantincreasesinusage,e.g.,storage.

Theplatformapproachiseasyextensibilitysoeasyinfact,thatend-userscan

extenditthemselves.Thisapproachwouldpromoteopenconnectivitystandards,APIsandflexibility.Unfortunately,historyshowsthatthisiscounter-

intuitiveformostenterprisesoftwarevendorswhoinsistonusingproprietary

formats.Thislimitsthescopeandeaseofimplementationofanoperationalintelligencesystem.

Henceitscommontofindmultipleoperationalintelligencesystemsinplaceasvendorsseektoprotectrevenuestream;eachsystemtendstorequireitsown

analysisplatform,somostorganisationshavemultipleanalysissolutionsdependingonthenatureoftheiroperations,usercommunitiesandhistory.

Vendorlock-inisexpensive,riskyandobstructsagility.

Vendoragnosticsolutionsdoexistbuttheyareexpensiveanddifficulttoimplement,usuallyinvolvingthedesignanddevelopmentofdatadictionariesor

translationtools.Ultimately,asimplementationandongoingmaintenanceare

keyrevenuestreamsitsinthevendorsinterestsforthesesolutionstobedifficultandcostlyimplement.


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2.3. ComplexITLandscapesThereforeanynewsystemhastodealwithamultiplicityofoperational,businessandend-userdevelopedintelligencesolutions,e.g.:

Operational teams using vendor-specific analysis software due to difficulties

integrating real-time data and/or proprietary systems into a common tool. Financial teams demanding reporting flexibility, availability of significant quantities of

historical data and security, hence using expensive data warehouses.

Many users across departments finding existing tools too complex or cumbersome

and relying instead on end-user developed solutions (e.g., built in MS Excel orAccess).

Mergerandacquisitionactivityfurthercomplicatesmatters,leaving

organisationswithacomplexITlandscapenecessitatingspecificsoftwaretoolsorcomplexbatchprocesses.

Inanefforttomovedatatoaplacewhereitsaccessibletoausercommunityorpersistedinauseableway,itfallstotheITdepartmenttointerfacesystems,

effectivelyduplicatingdata,e.g.,DCSdatamaybebatchcopiedtoadatahistorian

tomakeitavailabletoateamwithoutDCSaccess.

Multipledatatransfersbetweenmultiplesystemsinevitablyleadtoacomplexenvironment,asshowninFigure4.

Figure4.MultipleVersionsoftheTruth

Visibilityistheaim,yetineverycaseusersarepreventedfromeasilyseeingthe

fullpicture;theobjectiveistomakedataeasilyavailable.TheaimshouldbetomaketheOICdeceptivelysimple.

Ifdatacanbemadeeasilyavailabletoanyone,theloadontheITdepartmentcan

besignificantlyreduced.


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2.4.MessagingCollaborationNewmessagingsystemsarriveallthetime;frompostalmailthroughthetelegraph,telephone,email,SMSandtotodayscross-platforminstantmessaging

solutionssuchasApplesiMessage.ThesesolutionsallowadegreeofcollaborationbutnonemeettheneedsofanOICasdescribedintheComplex

BusinessProcessessectionabovetheyreslowandreactive.

Collaborationneedstobemorethanjustamessagewithasignposttosome

relevantdatasituationsareseentodevelopthroughchangingdata,sowhenthedatachangesallcollaboratorsneedtoexperiencethisinreal-time.To

disconnectthecollaboratorsbyprovidingasignpostfromthemessagingfeature

backtothedevelopingdataisunacceptable.

Screensharingdoesntworkeitherasitmeansallthecollaboratorsceding

authoritytooneother.Thesharedscreenmightworkforthesharerbutitmightnotgivetheothercollaboratorsthetoolstocontribute,e.g.,eventhoughtheyre

dealingwiththesameincident,aShiftManagermaywantcurrentproductiondataonhisscreenwhereastheSiteDirectorwantstoseehistoricalproduction

data,pluslogisticsandenvironmentaldata.

AsshowninFigure4,itscrucialthateachuserhastheuserexperienceandtools

theyrequireinordertodealwitheachsituation.

Figure5.SameIssue,DifferentTools

Mostexistingsolutionsaredesignedtohaveallusersexperiencethesamedatainthesameway,ignoringthefactthatusersareindividualswithdifferingneeds,

toolsandexpertise.


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2.5. Genuineself-serviceisrarelydeliveredWithcomplexbusinessprocesses,awidevarietyofoftenproprietarydatasources,heavyuseofITexpertiseinintegratingsystemsandthecomplexitythat

arisesfromthesefactors,organisationssufferfromalackofagility.ItshardtorespondtoincipientsituationswhenyouhavetowaitonanITreleaseschedule.

Someorganisationsprovidepre-configuredreportsorreportingcubesbuilttoaschedule.Thisworkstoadegree,butcostsspiralasnewrequirementsareadded

andoftenreal-timedataisnotaccommodated.Henceitsaslow-movingBIsolutionratherthananOICsolution.Thelikelihoodoftacklingnon-relational

dataorproprietaryformatmanufacturingdataisslight.

Theend-userexperiencecanbesub-optimalevenifthedatawarehouseis

reliable.Reportsgeneratedbydifferentusersdon'ttieupbecausedifferentfields

fromdifferentsystemsareconfused-andimplementingadatadictionaryisoftennotviable,evenifyoucangetcross-departmentagreementonasingle

versionofthe'truth'.Endusershavetobecomeproficientinwhatis,ineffect,adevelopmentenvironmentforbuildingreports.

Hence,mostusersdontgobeyondthepublishedreportsasshowninFig.6,meaningtheydonthavetheopportunitytousetheirexpertisetoaddvalue.

Figure6.DataAvailabilitybyFrequencyofUse

AsshowninFig.6,therearepotentiallyaninfinitenumberofqueriesthatcanbe

performed,anyofwhichmightaddsignificantvaluetothebusiness.


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2.6. BusinessIntelligencesitsinchairs,notspreadsheetsManyorganisationsareaskinghowweb2.0techniquesofpersonalizationandcommunityworkingcanbeleveragedpromoteefficiencyandinnovation.Asyet,

thissocialcapabilityisnotpresentinOICsolutions.

Oftensocialcapabilityisaddedtotheenterpriseinaseparateapplicationsoas

tominimizerisk,saybyintroducingYammer,orWiki-styledatabases.Thoughtherearerisksaroundlong-termadoption,givenasuitableculturethiscanwork,

producingarepositoryofideasorotherintellectualproperty.

However,suchsocialsoftwarelacksthatwhichismostcrucialtoanOICsolution;

data.

Socialcapabilityreallycomesintoitsownwhenallowingusercommunitiesto

focusonadevelopingsituation,orworkingtogethertowardsbetteroperationaleffectiveness.Thesescenariosrequiredirectaccesstoreal-timedataanything

elseissimplyamessagingsystem.

Onceasocialcapabilityhasaccesstothisdata,usercommunitiescanbebrought

intoproblemresolutionasrequired,orcanrapidlydefineandpropagatebestpractices.Theinherentlyviralnatureofasocialnetworkensuresrapid

propagationtothosewhoareneededorwishtobeinformed.

Thisensuresthatuserswithconsiderableexpertisecanbringittobearonthe

problemsoftheday,orcanuseittonominateunusualtrendsfordiscussion;

theirbusinessintelligencecanbeactioned.Socialcapabilitythenbecomesofrealvalue.

Asocialnetworkwithoutapurposeisatalkingshop.Asocialnetworkwitha

purposeisaplacetogetworkdone.


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3.TotalIntegrationUntilnowitsbeendifficulttoaccessproprietaryformatorlegacydatasources;

newconnectivitycapabilitiescanpresentaconsumerstandardintegrateduser

experience.3.1. SeamlessReal-timeConnectivityTheOICneedsconnectivitytothesystemsthatpoweryourbusiness.AsaminimumthisneedstocoverERP,MES,datahistorians,documentmanagement

anddatabaseplatforms.ThisconnectivityallowstheOICtobeasinglepointof

referenceforallandeliminatesthesystemcomplexityshownpreviouslyinFig.4.Vendorprotectionismhasnoplacehere.

Indeed,vendorsofoldersystemsmayfindthattheupgradesorreplacements

canbedelayed;aslongasdataintegrityispreserved,theapplicationitselfisntsoimportantiftheOICisactingastheuserinterface.Significantsavingscanbemadeasaresult.

Figure7.RequiredOICIntegrationCapability

ExistingMISandBIprovisionsmaywellbeinplace;theroleoftheoperational

intelligencesystemistoexploittheseoftenconsiderableinvestmentsthroughintelligentintegration.TheidealOICshouldntneedsignificantadditionalITarchitectureandshouldntrequiresignificantadditionalmaintenance.


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TheOICrequiresreal-timeconnectivity;itmustaggregateanddeliverinformationon-demandimmediatelyfromenterprisesystems,updatingusersas

tothecurrentsituation.OICsthatdonotprovidethisfunctionalityarereallyBIsystems.

Theplatformshoulduseopenstandardsthroughout,providingeasyAPIaccessinordertoextendplatformfunctionalityortoleverageittoaccessother

platformsanddatasources.

Thisthenallowsintegrationofalmostanydatasource,includingoffice

applicationssuchasemailandcalendarorweb-basedsources,allowinglinkstobedevelopedbetweenthesedatasourcessoastoprovideatrulyholisticview

andintegratedexperience.


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3.2. IntegratedUserExperienceEveryenterprisehasthesameproblems;complexbusinessprocesses,awidevarietyofoftenproprietarydatasources,heavyuseofITexpertiseinintegrating

systemssothatendusershavethedatawheretheywantit.TheseproblemsresultinduplicationofdataandadependencyonITthatdestroysagility.How

canyourespondtoincipientsituationswhenyouhavetowaitonanITrelease

schedule?

Theansweristoshiftcapabilityouttoend-users-toempowerend-userswithagenuineself-servicesolution.Bybringingdatafromdisparatesystemstogether

intoasingleapplicationwithasimple,useableinterface,self-servicecanbea

realityandsignificantITcostsavingscanbemadeasusersneedlesssupport.

Fortunately,datahasneverbeensoaccessible.Newtechniquesandstandards

arrivedailywhichpromisetomakethisacontinuingtrend,startingwithXMLinthelate90s,throughWebServicestoJSONandbeyond;thetrendistowards

opennessatalllevels.

However,thishastobepresentedtouserswhoareexpertintheirbusiness

processes,butpossiblyinexpertwithIT;ifitsnoteasytouse,theenterprisecantleveragetheexpertiseinthewideruserbase.

FortunatelymodernbrowserssuchasGoogleChromeandInternetExplorer9makeitpossibletobuildasimpleuserinterfacethatabstractstheend-userfrom

thecomplexityofaccessingthedata.Thefocusshouldbeonprovidinga

configurableuserinterface,whichallowstheusertodecidewhatmakesitontotheirscreenandhowdatashouldbecomparedandcontrasted-effectivelythisis

client-sideapplicationintegration.

Theuserexperienceshouldbebeyondthatofadashboard;moreanextgenerationportal;agatewayforeveryonetogettothecontentorsolutionthey

needwithoutconcernforitslocation.

ExamplescanbeseeninFig.8below;beyondthetraditionaldashboardtheuser

couldhavecontentofallkinds,includinginthiscasegeographicdata.


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Figure8.AnIntegratedUserExperience


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3.3. PersonalisationAstheaimistodeliveraholisticviewofthebusinesstheOICneedsawaytorepresentdatafrommultiplesourcesonthesamedashboard.TheOICshould

permituserstocompiledashboardsshowingdatafromanysourceeachelementonthedashboardiseffectivelyawindowontoathirdpartydatasource

initself.ThiscanbeseeninFig.7above.

Theexactarrangementoftheseelementsisbestlefttotheend-user;itisthe

end-userwhoisthebusinessprocessexpertandisthereforebestpositionedtoconstructtherequireddashboard.AsshowninFig.5,thisallowseachend-userto

definetheirownviewofthebusinessandbeinthebestpositiontoreactas

appropriate.

Thefunctionalityofthesedashboardelementsshouldnotstopthere.Inorderto

trulyintegratewiththirdpartyapplicationstheinterfaceshouldbebi-directional,writingtoaswellasreadingfromalldatasources.Thisallowsa

consistentuserexperiencetobeguaranteedevenifthetargetapplicationhasaproprietaryUIordatabaseformat.Italsoallowsuserstodealwithincipient

situationswithoutswitchingenvironments.

Effectively,thisallowsapplicationfunctionalitytobedeliveredtoallusersina

consistentfashion.Thisistrueintegration.


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3.4. TotalIntegrationOICRequirementsInsummaryOICsystemsshouldbeofferingasstandard:

EnduserdrivenplatformsrequiringnoITinvolvement

Genuineend-userdrivendataaccessbuiltaroundmodernuser

experienceprinciples

Real-time,orasnearasmakesnodifference

Simultaneousdirectaccesstosourcedataforall,soastoprovidea

platformforcollaboration

Somewaytoactiontheintelligence;tocurateitforacommunity,makeit

actionable,orstartcollaboratingwithothers.

Controllableexpense-there'snowaytheenterpriseshouldbepenalised

withincreasedexpenseorcomplexityforauserwantingtoextractor

sharedata


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4.EnterpriseDataCurationWithreal-time,hierarchicalornon-indexeddata,enterprisesearchbreaksdown

thisiswhereuserexpertiseisneeded;usersprovidetheultimatefilterfortheir

communitiesbydevelopingnewinsightsandsharingthem.

4.1. Self-serviceAsshowninFig.6,therearepotentiallyaninfinitenumberofquestionsend-

userscanaskofenterprisesystemsandanyoneofthemmayunlockhiddenvalue,orprovideasolutiontoaproblem.TheroleoftheOICistoempowerusers

toaskthosequestionstoprovideagenuineself-serviceenvironment.

SuchanenvironmentreducesrelianceonITresourceandreleaseschedules

makingthebusinessmoreresponsive.Whileamenuofpreparedreportsworksforanoffline,non-real-timeBIsolution,anOICsolutionneedsself-service

capabilitytopermitrapid,ad-hocanalysisofdifferentdatatypessidebyside.

Figure9.FindingAbstractedDataInAMenu


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4.2.UsingExpertisetoCurateDataAnend-usergeneratedadhocviewofthebusinesswillincludedatafromdifferentsources;documents,ERPdata,manufacturingdataandsoon.Allofthis

dataisobtainedandstoredbysystemswiththeirownpriorities;systemandprocessintegrityinthecaseofERPdata,dataintegrityandefficiencyinthecase

ofmanufacturingdata.

Yetthevalueofallthisdataiswhenitislinkedtogetherintoacoherentstory

whenitisplacedinthecontextofwhatshappeningoperationally.Thisiswhereusersaresignificantlymoreefficientthanmachines;end-usershaveexpertise

andknowledge.

Sotheend-usersholisticviewofabusinessallowsuserstodevelopnewinsights

algorithmicsearchengineswouldmiss;anexpertuserisideallypositionedto

identifycorrelationsbetweentrendsthatmightnototherwisebediscovered.Theseidentifiedcausalrelationshipsarewhatdriveeffectivedecisions-

decisionsthatmayrequireconsideringERPdataalongsidemanufacturingdataalongsideoperationaldocumentation.

TheOICneedstoensurethatthesedecisionscanthenbeauctionedandthefirstactionshouldalwaysbeteamfocused;theinsightshouldbesharedwiththose

whocareawidercommunityofinterestedusers.

Soagenuine,nextgenerationOICsolutionwillallowexpertuserstofilterand

organizeoperationaldatasoastomakeituseful;tocatalogue,annotateand

makeitavailableforcollaboration.ThisisEnterpriseDataCuration.

AsthisisanOIC,thisprocesshastohappenquickly,inasingle,unifieduserinterface.Theprocessoffindingtherequireddata,observingatrend,notingand

sharingitwiththewiderteammustbefluid.


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4.3.UserCommunityFocusUsercommunitiescomeinallshapesandsizes,bothinternalandexternaltothe

enterprise.Theenterpriseisfullofcommunities,someofwhichmirrorthe

organisationstructureandsome,whichdont.Communitiesarereliable,robustandinclusive;theyleadtobetterdecisionsandbytheirverynatureengageusers

andensurethattherelevantdatagetstointerestedparties.

OICneedstobeintuitivesothatcommunitiescanorganicallygrowasneeded;notrainingshouldberequiredasitsimpossibletobecertainthateveryonewhos

neededtocontributetoanoperationalsituationcanbetrainedaheadofthetimetheyneedtodoso.

Filteringandmakingdatadirectlyavailabletoacommunitykillsanyrelianceon

email,oranyotherformofserialinformationdelivery.Italsoopensthedoorfor

streamliningcomplexbusinessprocessandbreakingthebehavioursthat

introducedelay.


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4.4. ComplexBusinessProcessesAscanbeseeninFigs.1&2,akeyelementinmanybusinessprocessesisthesharingofdata.ThedirectaccesstodataisdealtwithintheTotalIntegration

sectionabove;theOIChasasignificantroletoplayinincreasingoperationalefficiencybysimplifyingthesharingofdata.

Whereusersmightbesharingoperationaldatarelatingtoadevelopingissueinthemanufacturingprocess,theymightjustaseasilysharedatatoensurea

businessprocesscanbeexecutedinatimelyfashion.Theresnoneedtoextract,manipulate,attachandemaildataifitcansimplybesharedinasingleaction.

Infact,theresnoneedforemailatall;thecycleshowninFig.2canberemadeasshownbelowinFig.10:

Figure10.SharingMadeSimple

ThustheOICprovidesastepchangeinbusinessprocessefficiency.

ItisthereforeessentialthattheOIChaveanarchitecturethatsupportsseamlessintegrationofthirdpartiesintobusinessprocesses.Notonlyisdirectthirdparty

involvementaclearadvantagewhendealingwithadevelopingissue;day-to-day

processeswillbenefitalso.


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4.5. ContentDistributionWiththeuser/communityrelationshipestablished,theOICisuniquelypositionedtoensurethatusersareprovidedwithrelevantcontent.Thiscontent

isimportanttothebusinessintermsofensuringoperationalefficiencyandconsistency,butisalsoimportanttotheOICasuserswillrequireitasakeydata

sourceforunderstandingtrendsordevelopingnewinsights.

TheOIChasaroleintermsofpropagatingbestpractice;astheplatformbringing

communitiesofuserstogetheraroundbusinessprocessesandissues,itistheidealplacefordetermining,makingavailableandensuringcompliancewith

revisionstobestpractices.

Astheamountofdataavailabletousersintheenterpriseincreases,theyfacethe

samechallengesasinternetusers;enterprisesearchbeginstobecomeless

valuable.Whereinternetsearchengineshaveotherchallenges,enterprisesearchenginechallengesaremainlyaroundtheimpactversioningandduplicationhave

onresults.

Again,thisiswhereusercurationbecomesvaluable.Byhighlightingthemost

valuableversionofcontent,orcollaboratingtoproducenewversions,usersidentifythemostrelevantcontent.Allowinguserstothensharethedatawith

theircommunitiesthenensuresthatvalidcontentismadeavailable.

Inthisway,theOICcanaddvaluetoexistingdocumentorcontentmanagement

systems,suchasSharePointorOpenTextLivelink.TheOICmusthaveatleast

rudimentarylinktopermitthesharingandhencepropagationacrossthesocialnetworkofcontentfromthesesources.


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5.TrueCollaborationThroughSharedExperienceCollaborationismorethanmessagesaboutWikis;atrulycollaborative

environmentpromotesteamworkingandeliminateslotsofemail.

5.1.TrueCollaborationNeedsASharedExperience

AsdiscussedaboveintheMessagingCollaborationsection,allusersoftheOIC

mustseethesamedevelopingsituationinreal-time.Thisisntsimplyaonesize

fitsalldashboard;thisisanindividual,yetshared,experienceofthesituation.Thecommunityofcollaboratorshavecommunalcontrolandresponsibilityfor

resolution.

Thusallcollaboratorsneedaccesstothedatathatdescribesthesituationor

businessprocess.However,justbecausetheproblemisshareddoesntmeanpersonalizedenvironmenteachuserhascreatedshouldbecompromised.The

OIChastoensurethateachindividualhastoaccesstothisdataontheirownterms,i.e.,alongsideotherdata,documentsandtoolstheyneedtocontextualizethesituationormovetheprocessforward.

Figure11.TwoPersonalisedViewsofaSituation

TheroleoftheOICisthereforeoneoffacilitatingthesharedexperience;creatinganenvironmentwheredataiseasilyaccessibleevenifsomecollaboratorsare

outsidethecorporatenetwork.


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5.2.MultipleCollaborationOptionsThesharedexperiencedescribedaboveallowsmessagingfeaturestobecomecollaborationoptionsanditsimportanttheOICoffersaselection.

Usersfindinstantmessagingorchatapplicationsincreasinglyacceptableandin

thecontextofasharedexperience,ausefulcollaborationtool.Ithasthe

advantagesofbeingimmediatewhilsthavingjusttherightlevelofintrusion;likearingingtelephone,itspossibletoignoreaninboundchatmessagebutmost

likelytherecipientllpickitup.

Giventheimportanceofcuratingcontentforcommunitiesasdetailedabove,any

messagingmechanismshouldrespecttheusercommunityconceptinordertoexploitcollaborationcapabilitiestothefull.Ifausercanbringanentire

communityintoareal-time,shared,collaborativeenvironmentthentherecanbe

noquickerwayofexposinginsights,resolvingincipientsituations,orexpeditingbusinessprocesses.

Figure12.InPlatformChat,ShowingCommunityFocus

Perhapsmoreintrusivebutlikelytogaininacceptabilityisvideochat;facetofacediscussionviaawebcam.High-resolutionwebconferencingcapabilityisnottheaimheremorearapidlyaccessedcollaborationfacility.Oftenpreferableto

textonlymessagingasinterpersonalandenvironmentalconsiderationscanbemade,itsawelcomedevelopmentprovidedthecollaborativeenvironmentofthe

OICisnotcompromised;iftheuserhastodropoutofthesituationorprocessto

getthevideochatsoftwareinitialized,thenitsnon-optimal.

Obviouslytheabovesolutionsdependonthecollaboratingteambeingonline

andthisisnotalwaysthecase.ThereforetheOIChastoincludeoptionsforofflinecommunications,whichshouldstillbedata-centricintheiruse.Indeed,

somesortofnotificationprocessisessentialsothatuserscanbebroughtuptospeed.


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5.3.User&CommunityAutonomyGivingeachuserapersonalperspectiveonasharedexperiencemeanssubstantialcomplexity;eachuserneedsapersonalizedenvironment.

Somedegreeofassistanceindeterminingthisenvironmentisrightandproper.

Ascommunitiesofusersclusteraroundcommoninterests,itseemslogicalthat

theOICprovidesthefacilityforcommunitiestodetermineadefaultdashboardthatcanthenbedevelopedbyindividualusersifrequired.Thesecommunity

pageswillthemselvesevolveovertimeasdatasourcesevolve,mergeoraresuperseded.AstheOICisanenterpriseplatform,careshouldbetakenaroundadministrationofcommunities,theirproliferationandtheirprotection.Inparticular,the

followingconsiderationsshouldbemade:

Administration has to be an end-user responsibility; awaiting IT involvement everytime a user needs to be added to a community will lead to delays.

End-users should be able to create communities as situations require, yet with someoversight from a corporate administrator.

Communities must have some sort of privacy structure to ensure they stay relevant,corporate intellectual property is protected and confidentiality respected.


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6.SocialWorkplaceSocialcapabilitycanenhanceoperationaleffectivenessandagilitybutthosethat

alignusersaroundacommonpurposecanseeanexponentialreturn.

6.1.Enterprise2.0

TheOICasdiscussedsofarhasmanyEnterprise2.0,orenterprisesocial

software,properties:

As discussed in all the previous sections, personalization is crucial to the success of

an OIC solution; the end-users autonomy must be respected. This is also a crucialtenet of Enterprise 2.0, or enterprise social software.

The platform as described also has significant communication features which support

its unique, genuine collaboration capability.

The platform has an appreciation of which users are linked thanks to the communitymodel, which also gives it a method for growth within the enterprise.

The ease with which users can share data and content makes user links and

communities useful and therefore likely to be used, so all the ingredients for asuccessful enterprise social network are in place.

The ease with which new users can be added to communities allows for viral growth,whilst the implementation of a corporate administrator allows this growth to be

managed.

However,italsohasthepotentialtobemuchmore:asocialworkplace.

6.2. ACommonPurposeBuildinganOICthatreflectsusercommunitiesandpromotesthesharingofdata

isasteptowardsanenterprisesocialnetworkwithacrucialdifferentiator;apurpose.

ThepurposeofeverycommunityintheOICcanberoughlyconsideredtobea

businessinitiative;perhapsanincreaseinefficiencyofabusinessprocess,or

resolutionofaproductionissue,ormonitoringofalivesituation.Ultimatelytheseareallbusinessfocusedandhencethisisnotjustasocialnetwork,butalso

asocialworkplace.

Thissharedpurposeisseeninactioninthefinding,sharingandcollaborating

aroundthekeyingredienttowhichonlytheOIChasaccess;enterprisedata,presentedinasharedenvironment.

OrganisationsadoptinganOICsolutionwiththesepropertiescanatlastleveragepersonalization,communityworking,enterprisedataandsocialnetworkingto

producegenuineimprovementsinefficiency.


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6.3. ASocialPerspectiveThetraditionalOICdashboardviewofabusinessassumesthattheuserwillbemonitoringitconstantly,whereastheenterprisesoftwaresolutiondoesnot;it

acceptsthatuserswilldriftawayforgoodreasonandthereforeprovidesaneventdriven,ortimelineview.

ThereforethenextgenerationOICneedstopresentactivityinatimelineview.Doingsowillkickstartcollaborationandallowofflineuserstobebroughtupto

dateprovidedofcoursethatthetimelineisrelevant.

Fortunatelythereisawaytoensurerelevancyanditscoveredabove;curation.

Whenausernominatesdataasrelevanttotheircommunityorcommunities,theyarefilteringoutalltheirrelevantdataandthusensuringthetimeline

remainsuseful.BuildingontheconceptsintheTotalIntegrationsectionabove,

thevastconnectivityandself-servicecapabilitiesoftheOICallowstheusertonominatedatafromvirtuallyanywhereintheenterprise.

AstheidealOICprovidesawealthofcollaborationoptions,itisalsoideally

situatedtoupdatethetimelinewiththelatestdiscussions.Thismeansthatan

offlineusercangetthefullpicturefromtheOICandbereadytocontribute.Thisistrulyasocialplatform.

AsdiscussedintheComplexBusinessProcessessection,noorganisationexistsinisolationandcommunitiesshouldberegardedasincludingusersoutsidethe

corporatenetwork.Sothetimelinefacilityhasaddedvaluetoboththecorporate

andthirdpartyend-userasitpromotestransparencyandrapidresponsefurtherbreakingthedelayingcyclesshowninFig.3.

Figure13.ASocial,EventDrivenView


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7.Cloud:DesignedforYouHowintelligentuseofcloudcomputingcandeliveravalueaddarchitecture,rather

thanjustanoutsourcedinfrastructurerisk.

7.1.Whatisthecloud?

Thetermcloudisoftenappropriatedtomeananumberofdifferentthings.For

thepurposesofthisdocumentitwillhelptodefinethecloudasserverresource

whichis: Off-site

o Centralised application deployment to clients and servers at all customers,minimising deployment costs both for vendor and customer.

Scalable on-demand

o To permit new collaboration partners and meet data exchange requirements.

Virtualisedo Spread across multiple hardware platforms to minimise risk

Privateo Limited to enterprise customers with appropriate provisions for data security

Dedicated

o Uncontended, multi-tenant but single use.

Thisclearlydifferentiatesthisusageofcloudfromothersolutionsthatmaybesomeornoneoftheabove.


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7.2.Whyusethecloud?AnOICwithacloudcomponenthasthreekeyadvantages;externalcollaborationandlowTotalCostofOwnership(TCO).

However,giventheneedtointerfacewithawiderangeofenterprisesystemsthe

OICrequiressomesortofon-premisecomponent;anentirelycloud-based

solutionisunlikelytosucceedbecauseeither: I/O requirements will be unsustainable, or

Customer will have to move substantial quantities of enterprise data to the cloud,

relinquishing control, or

Vendor servers will have to be included into the enterprise network through VPN, thustransferring enterprise data outside physical control.

Thereforethepreferredarchitectureis: An on-premise component which connects to enterprise systems, authenticates

users, aggregates and serves data and manages communications to the cloudservers.

A cloud component which permits centralised delivery of client and server updatesand manages communications with external users and on-premise servers.

Figure14.TheIdealArchitectureYoucanfindamoredetailedarchitecturediagramathttp://www.sabisu.co/_artifact/sabisu-architecture.pdf.


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7.3. ExternalCollaborationAcloudcomponentfacilitatestheexchangeofdatabetweenorganisationswithouttheneedforemail.Notonlydoesthisreducetheriskofdatabeing

distributedoutsidetheintendedaudience,butitincreasesthespeedofdataexchangewiththirdpartiesanessentialpropertyofanOICsolution.

Thisinturnreducestheamountofend-userdatamanipulationrequired,reducingduplicationandincreasingtherelevanceofthedata.Insteadof

exchangingnon-contemporaneoussnapshots,userscansharereal-timedata.

7.4. TotalCostofOwnershipAnOICwithacloudcomponentshouldallowcentralmanagementofupdates

andnewfeatures,givingtheplatformallthebenefitsofacloudbased,deviceindependent,software-as-a-serviceimplementation:

Low cost of deployment, particularly reducing initial capital expenditure.

Fast deployment through browsers only.

Reduction in reliance on local IT infrastructure.

ThedeploymentofanOICwithacloudcomponentdiffersfromaconventionalSaaSdeploymentinthefollowingrespects:

Applications and data should stay local; the OIC solution should not mandate thatthese are moved to the cloud.

Given the need to interface with back end solutions, on-premise server componentsshould be brought up to date with new functionality and defect fixes automatically.

ThereforetheOICSaaSmodeldiffers;itcanbethoughtofasSaaS+.

7.5.On-goingSupportItsimportantthatOICsoftwareisbuiltonastandardapplicationstack,i.e.,anoperatingsystem,databasemanagementsystem,middlewareandwebserver

thatiscommonandwellunderstood.Therisksofdeployingproprietary

platformsarewellunderstood;expertisemaybecomehardtofind,integrating

intotherestoftheITarchitecturecanbedifficultanditcanbehardtoexitfromthesolution.

ThereforeanOICbuiltonMicrosoftWindows2008ServerR2,incorporatingIIS

asawebserverwouldsuitable;itsstable,secureandeasyforanorganisationtomanageaspartoftheexistinginfrastructure.Italsosecurelyintegratesintomost

enterpriseITinfrastructuresusingWindowsIntegratedAuthentication.


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7.6. KeyDesignCriteriaWhenchoosinganOICthefollowingshouldbekeycriteria:

1. No line of business data should be persisted outside the corporate network.

2. No corporate data is transmitted outside the corporate network unless external users

are specifically authorized to access it.

3. Corporate data should be provided to end-users in real-time on demand, i.e., without

caching.

4. Design for the thinnest possible client; smallest footprint, lowest cost ideally through

standard browsers without reliance on plug-ins.TheidealOICshouldbeprovenwithasmallpilotdeployment,whichwillshowhowit:

Adapts to your business processes and end-user requirements without requiringsignificant development work or configuration.

Delivers significant business benefit even from a deployment to a niche businessfunction or limited number of users.


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8.ExtendYourEnterpriseOperationalintelligencewithinanorganisationhasprovenbenefitextendingitto

partners,suppliersandcustomerscanbenefityourwholevalue/supplychain.

8.1.BusinessWithoutBoundaries

AsdiscussedinComplexBusinessProcessesandExternalCollaborationsections

aboveandhighlightedinFig.10,acorrectlyarchitectedOICisperfectly

positionedtoenablecollaborationwiththirdparties.Thisleadstoseamlesscollaborationandanincreaseinaccuratedataexchangewithoutacorresponding

increaseindatamanipulationoremail.

Thoughfinanciallyandoperationallyimportantbusinessprocessesareoften

coveredbyERP/MRPsystems,thereareplentyofundocumentedbusinessprocessesthatinvolvethirdparties.TheOICmustsupporttheevolutionofthese

processesifoperationalefficiencygainsaretoberealized;newcommunitiescanbecreatedtoincludethirdpartiesandappropriatedatacanbeshared.

Indeed,whenitcomestoatemporarypartnershipwithotherenterpriseswitha

commonobjective,sometimesreferredtoasavirtualenterprisenetwork,theOICthathasacloudcomponentprovidesacommoncollaborationcentre;a

permanentlyavailable,zeroconfiguration,on-demandfacilityforcross-enterpriseworking.

Noteverypartnerisofequalsize.Everyenterpriseusesindependent

consultants,SMEsandcontractors,sometimesbasedon-sitewithintheenterprisenetworkandoftenprovidedwithcorporateITsupport,effectivelytreatingthethirdpartyasanemployee.Withawell-architectedOICthisis

unnecessary;thethirdpartycanbeincludedasanexternalthirdpartyand

providedwithaccesstothedatathattheyrequire.Thisallowstheenterprisetosavecostsandensurethirdpartiesarekeptoutofthecorporatenetwork.

StudiesarebeginningtoshowthebenefitsofdeployingEnterprise2.0technology;theemphasisinsocialbusinesssoftwareisnowstartingtoshift

towardsbusiness.AMcKinseystudy(http://www.mckinseyquarterly.com/Organization/Strategic_Organization/The

_rise_of_the_networked_enterprise_Web_20_finds_its_payday_2716)foundthatexternallynetworkedorganisationswereinthetop3%oftheirsectors.

AsdiscussedinComplexBusinessProcessesabove,organisationsoftenhave

significantregulatoryrequirements.Providingregulatorswithdirectaccesstodataandexpertisewithintheorganisationpromotestransparencyandbuilds

trust,leadingtoamoreeffectiveregulatorandacompliantorganisation.


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8.2. ExceptionalServiceDeliveryWhilstthefocusoftheOICsolutionisontheenterpriselookingouttopartners,itshouldbeacknowledgedthatexternalserviceproviderscouldusethesame

properlyarchitectedOICsolutiontodeliversignificantbenefitforbothparties.

Beyondtheimprovedinter-organisationcollaborationdescribedintheBusiness

WithoutBoundariessectionabove,serviceproviderscanlookforwardtoearlyinclusionindevelopingoperationalsituationsallowingearlierandlowercost

resolutiontoissues.Suchaninvolvementisidealforthirdpartyconsultantsandknowledgeworkers.

Serviceprovidersarealreadyusingthiscloud-basedOICcollaborationcapabilitytodifferentiatethemselvesfromcompetitors,providingon-demandaccessfor

customerstokeydataandinstant,pro-activecollaboration.

Serviceprovidersalsofindthatnewcustomerscancommissiontheirservices

moreeasily;itssimplyacaseofcreatinganewcommunitytoaccommodatethenewcustomer,makingappropriateprovisionsforstoringthenewcustomers

dataandallowingappropriateaccess.Theserviceprovideralsobenefitsfroma

robust,scalablecomputingresourcewhichwouldbecostprohibitivefortheserviceprovidetoimplementthemselves.

8.3. SayGoodbyetoVPNThecloudcomponentdescribedinthisdocumentgivestheOICanother

capability;justasdatacanbesharedwiththirdpartiesdirectly,externalaccess

canbegiventoanyonewithintheenterprise.

ThereforetheOICshouldpermitdataofanykindfromanyenterprisesystemtobeaccessedfromanydevice,particularlymobileorpersonaldevices,insteadof

needingVPNtokensorcorporatemachines.Fortheparticularlysecurity

consciousmulti-factorauthenticationwillbearequirement.

Theavailabilityofcorporatedataonpersonalhardwaremakes

deperimiterisationpossible.Wheresuccessindeperimiterisinghasbeenseenwithuserswhoneedonlycloud-basedemailandofficeproductivityapplications,

theOICmakesitpossibletooffercorporateprocessesanddataonpersonalhardwarealltheenterprisehastodoisensurethattheend-userhasabrowser.

Thiscouldresultinsignificantcostsavingsastheorganisationhasfewersupport

requirements.


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8.4. Value/SupplyChainBenefitsThecaseforcollaborationbetweenenterprisesiswellunderstood,particularlyintermsofthesupply/valuechain.TheOICcanmakedataavailabletothird

partiesthroughoutthesupply/valuechainresultinginincreasedefficiencyandtransparency,ultimatelybuildingpartnershipandtrust.

Perhapsthemostobviousexampleisthatofsupplychainvisibility;theinstantvisibilityofcustomerdemandallthewaydownthesupplychaincanreducethe

bullwhipeffect,whereaminorchangeincustomerdemandproducesincreasinglysignificantimpactsintermsofproductionandinventoryaseach

supplierinthechainmeetsperceiveddemand.

Figure15.TheBullwhipEffect

(fromhttp://en.wikipedia.org/wiki/File:Bulwhip_efect.jpg)

However,thereisclearbenefitintermsofqualityassurance,wherethe

provenanceofaproductcanbetracedbackthroughthemanufacturingprocess,orproduct/servicedevelopment,whereacollaborativeapproachcanbring

enterprisestogethertoinnovate.Withaccesstosupportingsourcedata,theOIC

isuniquelypositionedtoinformsuchcollaboration.


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9.SabisuTherewasntanOIConthemarketthatcouldachievegenuineimprovementsin

efficiencyorcollaboration,orextendtheenterprise.Sowebuiltit.

9.1.FunctionalFit

WithSabisu,webelievewevebuilttheultimateOIC,focusingonintegration,

curation,collaboration,enterprisesocialandtheextendedenterprise.Other

solutionsmaymeetsomerequirementsbutnoothersmeetall.

Sabisudeliversallthefunctionalityoutlinedinthisdocument.Allofthepractices

andimpactshavebeenprovenwithinexistingcustomers,e.g., Users migrating from email to chat

Improvements in business process execution efficiency

Identification of operations cost savings

Improved service delivery from and to third parties Reduction in IT expenditure, particularly around meeting new information

presentation requirements

Sabisuisfindinguseinallmannerofapplications;digitalsignage,controlrooms

aswellastheexpectedexecutivereportingandday-to-daybusinessprocess

execution.

Sabisuisalsoinconstantusebythosewhocreateandmaintainit;itsusedtomonitorthevariousproductionenvironmentsandserviceourcustomers.

9.2. TypicalIndustrySectorsDesignedinpartnershipwithleadingpetrochemicalsandrefiningcompanies,Sabisuisaperfectfitfortheoil&gasdownstreamsector.Itsbeendesignedand

builtwiththeresilience,security,qualityandsystemintegritythatthismarketdemands.

ThereforeSabisuwillbringbenefitstoanylarge-scalemanufacturingandprocessindustryoperation,withcompellingsuccessstoriesinchemicals&

biofuelsinparticular.

WithitsextendedenterprisecapabilitySabisuisalsothedeliveryplatformof

choiceforserviceprovidersasitenablesthecustomertodigitallycommissioneasilyandprovidesexcellentcollaborativefeaturestoensureoptimaldelivery.


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9.3. CaseStudiesConstructionofSabisuwasstartedinmid-2010.Whilstthecompanyandallintellectualpropertycontinuetobeprivatelyheld,thesolutionwasdesignedand

builtwithhelpfromleadingpetrochemicalmanufacturersandprocessindustryfigures.Henceyoucanhaveconfidencethatthisisawell-designedenterprise

readysolution.

Athttp://www.sabisu.co/CaseStudies.aspxyoullfindcasestudiesincluding

petrochemicalscompaniesandserviceproviders.

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