The Riddle of Intelligent Decision Making

At 35,000 feet over the Pacific, I like knowing that there is a highly trained pilot in the cockpit. That person has tons of data in front of them and the support of sophisticated ground-based command and control systems. Flying is now safer even than walking, and ultimately, it comes down to the pilot’s ability to process everything that comes in, and then to make decisions by applying their own hard-won knowledge under pressure.

That’s our mission for businesses: to enable the people appointed to run, build and grow companies and engage them in decision-making that is informed by data, but with ample space to apply their invaluable personal experience. Right now that space is severely cluttered by others’ assumptions and opinions.

Every decision-maker in a corporation is presented with more or less the same information in the same way: A report. The content in reports has been hacked apart, pruned back, and spun around by every hand that touched it along the way to the executive’s desk. Much of the “thinking” has already been done. It is all but inevitable that given the identical report, intelligent executives will all reach the same conclusions.

That’s not a slight. Executives are shackled. They hear no more than a faint echo of what the data had to say. More damning, the executive is powerless to move things around, to reinterpret the data, to explore ideas, and to bring their knowledge to bear without starting the analytic cycle all over. Frustratingly, if given the same data to start with, different analysts would produce vastly different reports and recommendations. It becomes a game of “What do you want the data to say?”

That needs to change. We live in a time in which individuality is highly prized. Corporations strive to provide every customer with a personalized experience. Journey Science tells us that while individuals may step on similar stones as they travel their path through a company, in between those footfalls are unique behaviors and singular data.

There is opportunity in those differences, but it will stay out of reach as long as the very people charged with orienting their companies to deliver the promised experiences are forced to interpret every analytic from within the narrow confines of a predigested report. Individuality has been left out of the process of delivering individual experiences!

We seek to surface useful intelligence automatically and provide the best view of data to support the best decisions. Humans are built for decision-making. We ingest data, apply related context to it, and make choices all day long. Why should it be the norm to ignore that power when it comes to running a business?

When the CEO of a bank is not working, they live life, taking in data from their world, connecting it and reaching decisions like turn left, drink coffee, or eat lunch. They’re good at it. Yet when faced with a 30% spike in complaints, these capable decision makers, people who were hired for that very trait, are handed a two-dimensional statistical report that has been massaged for “optics”—effectively someone else’s conclusion of “what” occurred—when what they need is connected data to speak for itself to illuminate “why” it happened.

Dynamic decision making does not start with a 30-day analytics project, but rather with connected data that tells the story of what is really going on within a business’s world. Just as an executive might start their day reading the Wall Street Journal, we want them to also be able to grab their tablet and read the stories occurring in their business’s data. The headlines surface automatically from connected data so that they and their team can dig more deeply into those issues, explore the journeys in detail, implement solutions, quickly gauge impact, and then iterate as the data reveals change.

It makes sense for a business to put their best minds in positions to drive change. It does not make sense to then strip those people of their capability to apply what they know. ClickFox aims to present executives with an unaltered picture of their company’s connected data, then give them access to the buttons, levers and sliders they need to bring their experience to bear for a smooth flight and a pinpoint landing.

Learn more about data strategies:
WHITE PAPER - Journey Datasets Explained

Written by Marco Pacelli

Marco Pacelli has served as ClickFox’s Chief Executive Officer since 2004. As CEO, Pacelli is focused on driving profitable growth for ClickFox worldwide and guiding the ClickFox innovation agenda to ensure our clients gain actionable insights from the ClickFox platform leading to substantial savings, revenue growth and loyal customers. A veteran high-tech executive, Pacelli has more than 18 years of experience in commercializing technologies and leading companies to success. Before joining ClickFox, Marco held the senior position at NICE Systems of SVP of Worldwide Sales and Channels where he was responsible for developing their worldwide Call Center practice. His experience spans many technological sectors from Call Centers to Wireless Telecommunications.

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