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Foresight Analytics

Organizations are in a state of constant change — seeking to improve their existing service delivery, create new services, and transform the way they interact with their customers. Organizations are also seeking tools that provide empirical, evidence based insights so that they can act with confidence to transform and improve the way they deliver their service. 

Organisations are in a state of constant change — seeking to improve their existing service delivery, create new services, and transform the way they interact with their customers/citizens.  Organisations are also seeking tools that provide empirical, evidence based insights so that they can act with confidence to transform and improve the way they deliver their service.  Organisations are under pressure to deliver quality services within ever increasing fiscal constraints and figure out ways to ‘do more with less’. 
In the absence of concrete evidence and analytical tools organisations are finding it hard to deal with increased customer expectations and pressure from empowered customers.  Customer led organisations must genuinely be agile and responsive due to the speed of changing customer expectations.  
The future belongs to customer-obsessed enterprises. Customers are disrupting every industry, ushering in a 20-year business cycle Forrester calls ‘The Age of the Customer.’ In the age of the customer, the only sustainable competitive advantage is knowledge of and engagement with customers.

 

In the absence of concrete evidence and analytical tools organizations are finding it hard to deal with increased customer expectations.  Customer led organizations must genuinely be agile and responsive due to the speed of changing customer expectations.

 

We use organizational data, external data sources, ‘staff and customer’ experience, and expert insights to create a simulated version of a service.  This is a dynamic virtual instance of all possible customer and staff interactions. The simulations allow clients to test and evaluate the impact of strategic and operational changes before deploying them in the real environment.  Outputs include, but are not limited to, answering key questions (e.g. Cost to serve, Customer effort, Channel usage, Resource allocation, Pain points, Time to deliver, Customer satisfaction etc.)

 

The solution enables staff to test and refine their insights via ‘simulation’ and ‘goal seeking’ capabilities against existing baseline scenarios. Key aspects of the solution are:

 

Behavioral & Experiential data: We take customer, staff, community behaviors and experience and convert them into computational data that can generate statistics.

 

Prescriptive Analytics: We go beyond descriptive (current state) and predictive (what will happen?) statistics, and focus on prescriptive statistics; ‘what action’ should be taken.

 

Augmented Artificial Intelligence with strong ‘Staff Input’ capabilities: The solution is a rich combination of human and computer decision-making. The staff provide the inspiration and real life experience, and the computer provides the analytical grunt. The solution has a strong social ‘discussion’ capability that allows people to discuss, trial and evaluate various scenarios before selecting, implementing and monitoring the intervention/scenario.

 

 

‘The future belongs to customer-obsessed enterprises. Customers are disrupting every industry, ushering in a 20-year business cycle Forrester calls ‘The Age of the Customer.’ In the age of the customer, the only sustainable competitive advantage is knowledge of and engagement with customers.

 

The most successful enterprises will reinvent themselves to systematically understand and serve increasingly powerful customers. This is not about “customer-centric” thinking or “the customer is always right.” Instead, the new power of customers means that a focus on the customer now matters more than any other strategic imperative.’

Forrester

 

‘The future belongs to customer-obsessed enterprises. Customers are disrupting every industry, ushering in a 20-year business cycle Forrester calls ‘The Age of the Customer.’ In the age of the customer, the only sustainable competitive advantage is knowledge of and engagement with customers. 
The most successful enterprises will reinvent themselves to systematically understand and serve increasingly powerful customers. This is not about “customer-centric” thinking or “the customer is always right.” Instead, the new power of customers means that a focus on the customer now matters more than any other strategic imperative.’

‘In the absence of analytical tools that enable functional users to gain insights that they can share, trial, simulate and discuss with others, to continuously improve their outcomes, it is easy to default to a one-size fits all strategy — a scatter gun approach — that is more hope than targeted interventions.’

Gartner