Often for decisions to be made, information is required from both the ERP system and the legacy systems. The data warehouse extracts data from all systems and this is then transformed, integrated and consolidated in preparation for querying and reporting.

It was believed that ERP systems can assist in the gaol of an adaptive enterprise through what was termed, ‘Adaptive ERP Value Trajectory’. 

The market for business intelligence solutions has been one of the fastest growing with revenues reaching $12.8 billion in 2002 - 2003. The lowest level of the hierarchy is the business intelligence infrastructure. This represents the data warehouse which extracts data from operational systems and then transforms, consolidates and aggregates this data in readiness for reporting to assist in decision making.

These techniques allow users to manipulate and explore data visually, uncovering insights interactively. Interactive dashboards, network visualisations, and geographic maps with filtering and drill-down capabilities enable users to dive deeper into data and discover hidden patterns

Extracting meaningful insights from big data requires advanced analytical techniques and tools. This is where business analytics plays a pivotal role. Business analytics involves the exploration, analysis, and interpretation of data to gain actionable insights and support decision-making processes.

The objective of this blog has been to show the state of digital business transformation strategies. It reveals the reasons why companies digitally transform and illustrates companies’ internal motivations, as well as their external triggers. 

We are going to be looking at the digital transformation process itself in this part. We will also see how do businesses formulate and implement their digital business transformation strategies.

To help mangers through the formulation and implementation of their firm’s digital transformation strategies, this blog looks at the context, content, and the process of a business undergoing digital transformation both internally and externally. 

Because of the massive, often quite unintelligible publicity that it gets, Artificial Intelligence is almost completely misunderstood by individuals outside the field. Even AI’s practitioners are somewhat confused about what ai really is.

This blog is a continuation of the previous blog titled 'Blockchain in Healthcare - Part One'. We will look further at the applications of blockchain technology in the healthcare space.

In the earlier two blogs of Celeix Digital we have looked at the definitions and benefits of blockchain technology. In this blog we are going to look at the application of blockchain technology in healthcare. From maintaining Electronic Medical Records to providing security of the recorded data, blockchain is on its way. 

The digital ledger is often described as a ‘chain’ that’s made up of individual ‘blocks’ of data. As fresh data is periodically added to the network, a new ‘block’ is created and attached to the ‘chain’. 

For over six decades, information technology has been moving relentlessly to the very centre of industrial enterprise. IT will surely be even closer to the very centre of industrial enterprise in the future. Great transformational opportunities exist on the one hand; on the other hand, there are very real implantation risks as old business models are superseded. Great management and technical leaders have been and will be needed in the future to transform these opportunities into realities. Both are in short supply. 

Of course, another way of outsourcing was acquisition of software packages from companies like Microsoft, SAP, and Oracle. The notion of writing all your operating code rapidly became a prohibitively expensive concept left over from the mid 1960s, and the internal IT development group became less code writers and much more assemblers and customisers of packages, tailoring them to their specific company needs. 

The ability to access from one’s iPhone or iPad the nearest car electronically and have the car appear in two to six minutes turns out to be an overwhelming strategic advantage vis-a-vis the incumbent taxi industry, which has relied on either direct hails in the street or telephone dispatching. One third of taxi rides have moved from taxi cabs and limo services to Uber cars. The price of a taxi medallion has dropped by over 50%, and a legitimate question today is why one would want to own or try to run a traditional taxi operation

$20-an-hour US labour was now competing directly with $2-an-hour Chinese labour plus shipping costs. Carter’s by the late 1970s, had optimised the processes within its US factories as much as was possible, but new communication technologies had put these factories directly in competition with suppliers 8000 miles away, located in a radically different cost-structure environment. It was not a viable match, and the US plants all closed because they were so much more expensive than the Chinese plants. In every sense, these factories and workers were casualties of information age efficiencies (Digital Intelligence in direct action). 

IT didn't matter a lot. Now it really matters to almost every organisation today. This is a key legacy of sixty years of technology change and application.In the early days, IT was often important and challenging to deal with, but its applications and the way they were managed were not a matter of corporate life or death for most organisations. Under almost any realistic scenario, IT is destined to become even more important and transformational for organisations in the future. 

We are going to look at the necessary skills that support the skeletal structure of digital intelligence, how to improve those skills etc., in the format of functional, critical, creative, participatory, and developmental.

Digital Intelligence is the intersectional union of converging Business Intelligence and diverging Digital Transformation. We at Celeix Digital defined on a piece of paper that you see in this blog’s thumbnail. In this blog, we take to defining that union.

Synchronising business and IT strategies requires that managers envision IT, integrate IT with strategy, and explore new IT on a continuous basis. We prefer the word ’synchronisation’ to ‘alignment’ because alignment implies that either IT or strategy is preordained , whereas synchronisation implies a continuous, two-way interaction between IT and strategy.

Digital Intelligence, in its essence, is an intersectional technology, a tool that will bring both the principles of digital transformation and business intelligence where the economic shift will centre around a drop in the cost of prediction.

We, at Celeix Digital, are seeing it as a culmination of both business intelligence and digital transformation, calling it Digital Intelligence. Digital Intelligence is the ability to sense, learn, think, interact and take actions as expected and it is happening as you read this.

In economic terms, the business value of an investment (as an asset) is measured as the net present value of the after-tax cash flows associated with the investment.

In this blog, we will look at how the ability to digitally reimagine the business is determined in large part by a clear digital strategy supported by leaders who foster a culture able to change and invent the new.

In layman’s terms, digital transformation is the ‘what’ part and Business Intelligence is the ‘how’ part culminating in the result of a real-time enterprise, an RTE.