Data Architecture Archives

Introduction to Enterprise Architecture and Process Modelling

Posted on: 18 November 2024

This blog is the first part of a two-part series exploring the roles of Enterprise Architecture and Process Modeling in ensuring compliance with security standards. You can find part two of this series here.

In today’s highly regulated business environment, organisations are increasingly required to demonstrate their adherence to strict information security standards. Compliance audits, whether for regulatory frameworks such as GDPR, HIPAA or ISO/IEC 27001, require a detailed understanding and documentation of an organisation’s processes and systems.

Enterprise Architecture (EA) and Process Modelling (PM) play pivotal roles in ensuring that organisations are well-prepared for these audits. In this blog series, the roles and key benefits of using EA and PM to streamline and enhance the process of achieving information security compliance will be uncovered, along with recommendations for organisations that are in the process of adopting and integrating them.

Information security compliance is critical for organisations to protect sensitive data, maintain customer trust and avoid legal penalties. Preparing for a compliance audit can be daunting, requiring comprehensive documentation, risk assessments and evidence of control implementations. Enterprise Architecture and Process Modelling provide systematic approaches to managing these complexities, ensuring that organisations are not only compliant, but also agile in responding to evolving security requirements.

What is Enterprise Architecture (EA)?

Enterprise Architecture (EA) is a strategic methodology aimed at defining and standardising the structure, operations and governance of an organisation. EA offers a comprehensive perspective on an organisation’s processes, information systems, technologies, and their interrelationships. This holistic view is instrumental in aligning IT strategies with business objectives, ensuring that technological initiatives support and enhance the overall goals of the organisation.

What is Process Modelling (PM)?

Process Modelling entails the creation of detailed representations of an organisation’s processes. These models are utilised to visualise, analyse, and optimise business processes, thereby facilitating the identification of inefficiencies, bottlenecks and risks. Within the realm of information security, process models are invaluable for understanding how data flows through an organisation, pinpointing potential vulnerabilities, and determining how security controls are implemented.

Conclusion

The integration of Enterprise Architecture (EA) and Process Modelling (PM) is essential for organisations looking to meet stringent information security compliance standards. As the regulatory landscape continues to evolve, these frameworks not only facilitate a thorough understanding of an organisation’s processes and systems but also enhance agility in adapting to new security requirements.

By leveraging EA and PM, organisations can streamline their compliance efforts, ensuring comprehensive documentation and effective risk management. Ultimately, this proactive approach not only safeguards sensitive data and maintains customer trust but also positions organisations to thrive in a complex regulatory environment. Embracing these methodologies will empower organisations to navigate compliance audits with confidence and resilience, paving the way for sustainable success in the digital age.

If you would like to find out about Enterprise Architecture and Process Modelling, you can do so here in my latest whitepaper. You can also reach out to our experts at moodenquiries@caci.co.uk if you would like to discuss how Mood can help your organisation’s requirements.

How Mood is guiding organisational transformation

Posted on: 23 September 2024

In today’s rapidly evolving business landscape, organisations nowadays are increasingly tasked with balancing agility with strategic foresight. As digital transformation accelerates, aligning operational processes with overarching business strategies while simultaneously maintaining governance, compliance and scalability is becoming a prevalent challenge. This delicate balancing act requires not only clear visibility, but also an integrated approach that unifies process modelling, digitisation and enterprise architecture.

So, how is Mood enabling businesses to achieve this?

Mood BPMN modelling & process digitisation: bridging the gap between design & execution

At the heart of any successful transformation initiative is a clear understanding of the processes that drive the organisation. Mood offers robust BPMN (Business Process Modelling Notation) 2.0 modelling capabilities that empower business analysts and architects to map, manage, analyse, optimise and communicate business processes. Through interactive models, even the most complex workflows can be broken down into manageable stages and tailored for different stakeholders. This dynamic visualisation ensures that processes are both transparent and adaptable, leading to improved conformance, powerful collaboration, and seamless management across the enterprise.

Where our modelling capabilities ensure no gaps exist between process design and implementation, our drag-and-drop, no-code process digitisation tools take things a step further. Mood enables users across the organisation to digitise complex business processes from end to end, accelerating digital transformation programmes. This approach not only empowers non-technical users to take ownership of their workflows, but also ensures scalability and flexibility, allowing the organisation to remain agile and grow without the overhead of constant change management.

By integrating multiple data sources and enabling rich interaction with real-time insights, Mood reduces the reliance on disparate tools like spreadsheets and manual processes. Instead, data is aggregated in a shared context, enabling it to be interrogated and analysed with precision. The result is streamlined operations, significant efficiency gains, and reduced operational costs,; all while maintaining consistency and governance.

Enterprise and business architecture modelling: aligning strategy with execution

The foundation of any resilient and scalable organisation lies in its architecture. Mood offers powerful enterprise and business architecture capabilities that allow organisations to strategically align business objectives with operational processes and IT infrastructure. By providing comprehensive tools and blueprints to design and optimise current and future state architectures, Mood ensures that enterprise decisions are not only grounded in clear insights, but are also executed with precision and consistency.

Our platform supports the creation of layered, dynamic models that break down complex organisational structures into navigable and digestible components. These models empower enterprise architects, business strategists and decision-makers to visualise the impact of change initiatives, mitigate risks and maintain alignment with regulatory standards. By integrating architecture with BPMN process models and process digitisation, organisations can bridge the gap between strategic planning and operational success. This end-to-end traceability ensures that there are no gaps from vision to execution, providing a holistic view of enterprise performance that supports continuous improvement.

Businesses can adapt and evolve their architecture in tandem with market changes or organisational growth by leveraging Mood. Our platform’s comprehensive integration options, coupled with robust data management, creates a unified environment that drives optimised decision-making, reduces silos and fosters cross-functional collaboration.

Empowering stakeholders across the business through virtualisation

In an increasingly complex business environment, organisations need more than just isolated solutions; they need a cohesive, living representation of their operations and strategy. Mood offers exactly that. By combining the strengths of BPMN modelling, process digitisation and enterprise architecture, Mood enables businesses to create a living virtualisation of their organisation, empowering stakeholders across the enterprise to access, update and interrogate data through their unique perspectives while maintaining consistency and robust governance.

Whether it’s a business analyst optimising day-to-day workflows, an enterprise architect planning for future growth or an IT leader driving digital transformation, Mood offers tailored insights and tools for each role. The platform’s integrated approach ensures that everyone, from the C-suite to the front line, is aligned around a single, consistent version of the truth. This not only fosters collaboration, but also drives better decision-making and more agile responses to change.

How Mood can safeguard the future of integrated business and enterprise modelling

As businesses face mounting pressures to stay competitive while maintaining operational excellence, the need for a fully integrated approach to process management and enterprise architecture has never been greater. Mood is uniquely positioned to deliver this by offering a comprehensive, flexible, and scalable platform that aligns strategy with execution, drives efficiency, and supports long-term growth. By enabling organisations to create a living virtualisation of their operations, Mood transforms the way businesses plan, manage, and evolve,; empowering stakeholders at every level to succeed.

To learn more about how we can help you adopt Mood to enhance your business and safeguard it for the future, contact moodenquiries@caci.co.uk

How River Island use ResolvID to effectively perform identity resolution on customer data

Posted on: 14 May 2024

Background

River Island is a beloved high street retailer that has brought leading fashion trends to UK shoppers for over sixty years, with both a digital and in-store presence.

When the brand began building a marketing and analytics data technology environment with only a Single Customer View (SCV)— a single record that merges all customer data– available, they recognised the need for a SaaS solution that would be able to perform real-time identity resolution on customer data.

The Challenge

Bringing the entire SCV in-house posed a significant challenge to River Island, having to terminate many data feeds and re-evaluate incoming and outbound data that lacked clarity. The original data feeds were also set up by employees who had since left the business, resulting in a trial by fire with their SCV.

The Solution

CACI configured ResolvID, a cloud native solution hosted on Amazon Web Services (AWS) Cloud infrastructure, to supply River Island with data cleansing, standardisation, identity resolution and deduplication. Developed with a Microservices architecture, the bespoke platform offers significant advantages through its scaling, resilience and flexibility when rapid changes and improvements are required.

ResolvID comprises horizontally and vertically scalable Microservices that perform different functions with a seamless interface to enhance River Island’s accessibility. The solution leverages advanced deterministic name and address matching techniques in conjunction with digital and non-digital identifiers specific to River Island customers and their data. As part of this initiative, CACI took a three-step approach to effectively perform identity resolution on River Island’s customer data.

The Results

Leveraging ResolvID has resulted in many tangible benefits for River Island, including the creation of various customer dashboards to monitor more targeted figures and generate better, more timely data that bolsters targeted customer campaigns. There have also been noticeable improvements in workload efficiencies, such as cutting down the time required to action workloads to increase the team’s focus on refining their future strategy of doing more with their data to retain oversight on customer performance.

Once we swapped to ResolvID, the numbers we got were close enough to give us confidence that the deduplication received from ResolvID worked better than our previous managed service.

Ben Anderton, Technical Lead at River Island, shared how this real-time capability now enables the confident and immediate actioning of data and customer signups to produce effective campaigns based on genuine buying behaviours and generate accurate results.

Read the case study

You can access and download the full case study here.

If you have any questions or want to learn more, please get in touch with us to discuss what strategies and solutions that our team of experts can help you deliver.

How to find the right IT outsourcing partner

Posted on: 17 March 2023

Looking to work with an IT outsourcing provider? Finding the right partner to deliver your requirements can be a tricky and time-consuming process. But, done right, a successful outsourcing relationship can bring long-term strategic benefits to your business. We asked our experts to share their top tips on how to find the right IT outsourcing partner.

Evaluate capabilities

Having the right expertise is the obvious and most essential criterion, so defining your requirements and expectations is the best way to start your search.

When it comes to narrowing down your vendor choices, it’s important to consider the maturity of an organisation as well as technical capabilities. “The risk of working with a small, specialised provider is that they may struggle to keep a handle on your project,” warns Brian Robertson, Resource Manager at CACI. Inversely, a larger organisation may have the expertise, but not the personal approach you’re looking for in a partner. “Always look for a provider that demonstrates a desire to get to the root of your business’s challenges and can outline potential solutions,” Brian advises.

Find evidence of experience

Typically, working with an outsourcing provider that has accumulated experience over many years is a safe bet; however, Daniel Oosthuizen, Senior Vice President of CACI Network Services, recommends ensuring that your prospective outsourcing provider has experience that is relevant to your business, “When you bring in an outsourcing partner, you want them to hit the ground running, not spending weeks and months onboarding them into your world.” Daniel adds, “This becomes more apparent if you work in a regulated industry, such as banking or financial services, where it’s essential that your provider can guarantee compliance with regulatory obligations as well as your internal policies.”

So, how can you trust a provider has the experience you’re looking for? Of course the provider’s website, case studies, and testimonials are a good place to start, but Daniel recommends interrogating a vendor’s credentials directly, “A successful outsourcing relationship hinges on trust, so it’s important to get a sense of a vendor’s credibility early on. For example, can they demonstrate an in-depth knowledge of your sector? Can they share any details about whom they currently partner with? And can they confidently talk you through projects they’ve completed that are similar to yours?”

Consider cultural compatibility

“When it comes to building a strong, strategic and successful outsourcing partnership, there’s no greater foundation than mutual respect and understanding,” says Brian. Evaluating a potential provider’s approach and attitudes against your business’s culture and core values is another critical step in your vetting process. As Daniel says, “If you share the same values, it will be much easier to implement a seamless relationship between your business and your outsourcing partner, making day-to-day management, communication and even conflict resolution more effective and efficient”.

While checking a company’s website can give you some insight into your prospective provider’s values, it’s also worth finding out how long they’ve held partnerships with other clients, as that can indicate whether they can maintain partnerships for the long-term.

However, Daniel says, “The best way to test if a provider has partnership potential is to go and meet them. Get a feel for the team atmosphere, how they approach conversations about your challenges, and how their values translate in their outsourcing relationships.” Brian adds, “Your vision and values are what drive your business forward, so it’s essential that these components are aligned with your outsourcing provider to gain maximum value from the relationship.”

Assess process and tools

Once you’ve determined a potential outsourcing provider’s level of experience and expertise, it’s important to gain an understanding of how they will design and deliver a solution to meet your business’s needs. “It’s always worth investigating what tech and tools an outsourcing provider has at their disposal and whether they are limited by manufacturer agreements. For example, at CACI, our vendor-agnostic approach means we’re not tied to a particular manufacturer, giving us the flexibility to find the right solution to meet our clients’ needs,” Daniel explains

Speaking of flexibility, determining the agility of your potential outsourcing provider’s approach should play a role in your selection process. “There’s always potential for things to change, particularly when delivering a transformation project over several years,” says Brian, adding “that’s why it’s so important to find a partner that can easily scale their solutions up or down, ensuring that you’ve always got the support you need to succeed.”

Determine quality standards

Determining the quality of a new outsourcing partner’s work before you’ve worked with them can be difficult, but there are some clues that can indicate whether a vendor’s quality standards are in line with your expectations, says Daniel, “A good outsourcing partner will be committed to adding value at every step of your project, so get details on their method and frequency of capturing feedback, whether the goals they set are realistic and achievable, and how they manage resource allocation on projects.”

Brian also recommends quizzing outsourcing providers about their recruitment and hiring process to ensure that you’ll be gaining access to reliable and skilled experts, “It’s easy for an outsourcing provider to say they have the best people, so it’s important to probe a little deeper. How experienced are their experts? How are they ensuring their talent is keeping up to date? What is their process for vetting new candidates? All these questions will help to gain an insight into an outsourcing provider’s quality bar – and whether it’s up to your standard.”

Assess value for money

For most IT leaders, cost is one of the most decisive factors when engaging any service; however,
when looking for an IT outsourcing partner, it’s critical to consider more than just a provider’s pricing model. “Contractual comprehensiveness and flexibility should always be taken into account,” says, Brian. “A contract that is vague can result in ‘scope creep’ and unexpected costs, while a rigid contract can tie businesses into a partnership that’s not adding value.” He adds, “Ultimately, it comes down to attitude, a good outsourcing provider can quickly become a great business partner when they go the extra mile.”

Daniel agrees and advises that IT leaders take a holistic view when weighing up potential outsourcing partners, “Look beyond your initial project, or resource requirements and consider where your business is heading and whether your shortlisted providers can bring in the skills and services you need. After all, a truly successful outsourcing partnership is one that can be relied on for the long haul.”

Looking for an outsourcing partner to help with your network operations? Contact our expert team today.

How much design is enough?

Posted on: 28 February 2023

Imagine two people are decorating houses, side by side. One wants every detail mapped out in advance, researching all the possibilities and putting in a massive order before seeing anything in person. The other prefers a more spontaneous approach. They might have a vague outline of the sort of house they’d like, but they’d prefer to make it up as they go along.

As things come together, the first person realises that nothing they’ve committed to quite looks or goes together in the way they imagined and there’s no real turning back. The second has a rather more chaotic process, but everything that goes into their house is absolutely fabulous. It’s only at the very end that they realise they have painted the same room seven different colours throughout the process.

These ways of thinking shape more than just our interior décor – they crucially apply to how we understand tech and software development. Committing to a large amount of architecture before kicking off is no longer considered best practice, but including it is still vitally important. Architects, developers and potential clients are left to decide – how much design is enough?

Getting it wrong

Without architecture, the bigger picture quickly gets lost. For instance, a developer might be working on new functionality that will be shared to various departments. Developing it for one customer in one department is fairly straightforward. However – have they considered all of the flows and interactions with other parts of the business? Is there a potential to consolidate some functions into a shared one stop shop service?

Good architecture provides an awareness of dependencies, interactions and other contextual drivers, like legacy systems and stakeholder mapping. If you want something that’s more than the sum of its parts, it’s essential.

Too much upfront design though, creates a very long feedback loop where you’ve built half a system before you have any clue if any of it works. In the worst cases, “solutioneering” takes over and the design itself – sometimes pre-issued by the client, with tech already decided – becomes more important than understanding and meeting the requirements. By that point, whether or not it actually benefits the end user has probably been completely forgotten.

Most often, things go wrong when architects and developers don’t talk to each other. Each withdraws into an ivory tower and fails to communicate or remember the benefits of collaboration. As a formalised process, architecture can become too distant from the reality of building it and too rigid to flex to new information that arises from agile iterations.

How do we get it right?

Agile has taken over – and architecture must flex to fit in. This means greater levels of collaboration, working hand in hand with development teams.

Breaking up the architecture approach so that it’s completed in segments that align with actual development can keep the process one step ahead of the actual build while ensuring it’s still adaptable. This can also allow both sides of the work to both validate and verify: build the right thing via architecture that focusses on big picture goals, the right way through feedback focussed iterations. Features will not just be effective in their immediate goal but in the broader context of the software.

Architectural principles and patterns can also be vitally helpful by collaboratively establishing the broad guidelines for architectural decisions that will be made later on. To go back to our house designing metaphor, you might not decide exactly what furniture is going into each room, but you might decide on distinct colour schemes that harmonise with each other.

Together, principles and patterns keep services and features aligned and consistent. Not every detail is planned out, but there will be a clear understanding of how things like naming conventions and interactions will be done and how users will be authenticated. That can be easily replicated in the future while still leaving flexibility around it.

At its best, architecture works in harmony with other delivery roles, working toward the same goal and focussing on software that solves problems for the client and the end user. Balancing development and architecture means finding effective methods to maximise both capabilities and harmonising with each other. In this, as in most other things, teamwork and collaboration is key.

To find out more about our capabilities in this area, check out our IT Solution Architecture & Design page.

Digital Twin: Seeing the Future

Posted on:

Predicting what’s coming next and understanding how best to respond is the kind of challenge organisations struggle with all the time. As the world becomes less predictable and ever-changing technology transforms operations, historical data becomes harder to extrapolate. And even if you can make reasonable assumptions about future changes, how they will impact on the various aspects of your business is even more problematic.

Decision makers need another tool in their arsenal to help them build effective strategies that can guide big changes and investments. They need to combine an understanding of their setup with realistic projections of how external and internal changes could have an impact. A Digital Twin built with predictive models can combine these needs, giving highly relevant and reliable data that can guide your future course.

The Defence Fuels Prototype

Using Mood Software and in collaboration with the MOD’s Defence Fuels Transformation, CACI built a digital twin focused on fuel movement within an air station. With it we aimed to understand the present, but also crucially, to predict the near future and test further reaching changes.

We used two kinds of predictive model that can learn from actual behaviour. For immediate projections, we implemented machine learning models that used a small sample of historical data concerning requirements for refuelling vehicles given a certain demand, allowing an ‘early warning system’ to be created.

However, we knew that the real value came in understanding what’s further ahead, where there is a higher risk of the wrong decision seriously impacting the success of operations. We adapted and integrated an existing Defence Fuels Enterprise simulation model, Fuel Supply Analysis Model (FSAM), to allow the testing of how a unit would operate given changes to the configuration of refuelling vehicles.

Functions were coded in a regular programming language to mimic the structural model and to mimic the kinds of behaviour that is evidenced through the data pipeline. As a result, we are able to make changes to these functions to easily understand what the corresponding changes would be in the real world.

This allows decision makers to test alternative solutions with the simulation models calibrated against existing data. Models informed by practical realities enables testing with greater speed and confidence so you have some likely outcomes before committing to any change.

What does this mean for me?

Digital Twins are extremely flexible pieces of technology that can be built to suit all kinds of organisations. They are currently in use in factories, defence, retail and healthcare. Adaptable to real world assets and online systems, it’s hard to think of any area they couldn’t be applied to.

Pairing a digital representation of your operations, processes and systems with predictive and simulation models allows substantial de-risking of decision making. You can predict what will happen if your resourcing situation changes, and plan accordingly; you can also understand the impact of sweeping structural changes. The resulting data has been proven against real-world decisions, making it truly reliable.

Time magazine has predicted that Digital Twins will ‘shape the future’ of multiple industries going forward and I think it’s hard to argue with that.

If you’re looking for more on what Digital Twin might be able to do for you, read ‘Defence Fuels – Digital Twin’. In this white paper we show how we’re using Digital Twin to make improvements worth millions of pounds.

For more on Mood Software and how it can be your organisation’s digital operating model, visit the product page.

How ethical is machine learning?

Posted on: 27 February 2023

We all want tech to help us build a better world: Artificial Intelligence’s use in healthcare, fighting human trafficking and achieving gender equity are great examples of where this is already happening. But there are always going to be broader ethical considerations – and as AI gets more invisibly woven into our lives, these are going to become harder to untangle.

What’s often forgotten is that AI doesn’t just impact our future – it’s fuelled by our past. Machine learning, one variety of AI, learns from previous data to make autonomous decisions in the present. However, which parts of our existing data we wish to use as well as how and when we want to apply them is highly contentious – and it’s likely to stay that way.

A new frontier – or the old Wild West?

For much of human history, decisions were made that did not reflect current ideals or even norms. Far from changing the future for the better, AI runs the risk of mirroring the past. A computer program used by a US court for risk assessment proved to be highly racially biased, probably because minority ethnic groups are overrepresented in US prisons and therefore also in the data it was drawing conclusions from.

This demonstrates two dangers: repeating our biases without question and inappropriate usage of technology in the first place. Supposedly improved systems are still being developed and utilised in this area, with ramifications on real human freedom and safety. Despite its efficiencies, human judgement is always going to have its place.

The ethics of language modelling, a specific form of machine learning, are increasingly up for debate. At its most basic it provides the predictive texting on your phone, using past data to guess what’s needed after your prompt. On a larger scale, complex language models are used in natural language processing (NLP) applications, applying algorithms to create text that reads like real human writing. We already see these in chatbots – with results that can range from the useful to the irritating to the outright dangerous.

At the moment, when we’re interacting with a chatbot we probably know it – in most instances the language is still a little too stilted to pass as a real human. But as language modelling technology improves and becomes less distinguishable from real text, the bigger opportunities – and issues – are only going to be exacerbated.

Where does the data come from?

GPT-3, created by OpenAI, is the most powerful language model yet: from just a small amount of input, it can generate a vast range, and amount, of highly realistic text – from code to news reports to apparent dialogue. According to its developers ‘Over 300 applications are delivering GPT-3–powered search, conversation, text completion and other advanced AI features’.

And yet MIT’s Technology Review described it as based on ‘the cesspits of the internet’. Drawing indiscriminately on online publications, including social media, it’s been frequently shown to spout racism and sexism as soon as it’s prompted to do so. Ironically, with no moral code or filter of its own, it is perhaps the most accurate reflection we have of our society’s state of mind. It, and models like it, are increasingly fuelling what we read and interact with online.

Human language published on the internet, fuelled by algorithms that encourage extremes of opinion and reward anger, has already created enormous divisions in society, spreading misinformation that literally claims lives. Language models that generate new text indiscriminately and parrot back our worst instincts could well be an accelerant.

The words we use

Language is more than a reflection of our past; it shapes our perception of reality. For instance, the Native American Hopi language doesn’t treat time in terms of ‘chunks’ like minutes or hours. Instead they speak, and indeed think of it, as an unbroken stream that cannot be wasted. Other examples span across every difference in language, grammar, sentence structure – both influencing and being influenced by our modes of thinking.

The language we use has enormous value. If it’s being automatically generated and propagated everywhere, shaping our world view and how to respond to it, it needs to be done responsibly, fairly and honestly. Different perspectives, cultures, languages and dialects must be included to ensure that the world we’re building is as inclusive, open and truthful as possible. Otherwise the alternate perspectives and cultural variety they offer could become a thing of the past.

What are the risks? And what can we do about them?

Language and tech are already hard to regulate due to the massive financial investment required to create language models. It’s currently being done by just a few large businesses that now have access to even more power. Without relying on human writers, they could potentially operate thousands of sites that flood the internet with automatically written content. Language models can then learn what characteristics result in viral spread and repeat, learn from that, and repeat, at massive quantity and speed.

Individual use can also lead to difficult questions. A developer used GPT-3 to create a ‘deadbot’ – a chatbot based on his deceased fiancée that perfectly mimicked her. The idea of chatbots that can mask as real, live people might be thrilling to some and terrifying to others, but it’s hard not to imagine feeling squeamish about a case like that.

Ultimately, it is the responsibility of developers and businesses everywhere to consider their actions and the future impact of what they create. Hopefully positive steps are being made. Meta – previously known as Facebook – has taken the unparalleled step of making their new language model completely accessible to any developer, along with details about how it was trained and built. According to Meta AI’s managing director, ‘We strongly believe that the ability for others to scrutinize your work is an important part of research. We really invite that collaboration.’

The opportunities for AI are vast, especially where it complements and augments human progress toward a better, more equal and opportunity-filled world. But the horror stories are not to be dismissed. As with every technological development, it’s about whose hands it’s put it in – and who they intend to benefit.

To find out more about our capabilities in this area, check out our DevSecOps page.

Elevating Customer Experience with High-Quality Data: The Power of DataHub

Posted on: 7 February 2023

“Garbage In, Garbage Out” (GIGO) is a well-known adage that holds true across various industries, including sports nutrition, education, wine making, data science, and, most notably, customer experience.

Poor-quality data can undermine confidence in reports and impede the implementation of personalisation and other data-driven initiatives.

At CACI, we are dedicated to harnessing the power of data to deliver remarkable results.

High-quality customer data is critical to this mission. Data that is accurate, consistent, and free from duplicates will enable us to optimise customer loyalty, personalisation, AI/ML, conversion optimization, and regulatory compliance.

To ensure that our data is of the highest quality, we adhere to the following criteria:

Demographically rich: The data provides insights into the customer’s identity and lifestyle.
Standardized: The data is consistent across systems, allowing for quick and efficient processing.
Veracity: The data adheres to your standards for validity and consistency.
Free of duplicates: The data is resolved at the individual level to avoid double counting and over-communication.
Consistent identifier: The customer is identified consistently, regardless of the source.
Predictive: The data contains variables that enable modelling and prediction of customer interests and needs.
Compliant: The data adheres to relevant consent and permissions standards.
Understood within the organization: The data is accessible and understandable to stakeholders.

To address these challenges, CACI has developed DataHub, a solution that solves data quality issues faced by brands. DataHub was built on the experience of working with leading brands in retail, publishing, financial services, gaming, and utilities.

It processes and enriches data in real-time using a scale on demand cloud native architecture, engineered to work with your data, wherever it is stored. For CACI clients already using Acorn, Ocean, and Fresco, DataHub provides dynamic, real-time enrichment of data, enabling real-time personalization and optimization of the digital or call center experience.

To learn more about DataHub and its flexible integration options for all use cases and enterprise architecture needs, download our short brochure or reach out to us for more information.

Let’s work towards a future where data quality is no longer a concern.

What can a Digital Twin do for you?

Posted on: 27 January 2023

Meaningfully improving your organisation’s operations sometimes requires more than just tinkering: it can require substantial change to bring everything up to scratch. But the risks of getting it wrong, especially for mission critical solutions depended on by multiple parties, frequently turn decision makers off. What if you could trial that change, with reliable predictions and the potential to model different scenarios, before pushing the button?

CACI’s Digital Twin offers just that capability. Based on an idea that’s breaking new ground from businesses like BMW to government agencies like NASA, it gives decision makers a highly accurate view into the future. Working as a real-time digital counterpart of any system, it can be used to simulate potential situations on the current set up, or model the impact of future alterations.

Producing realistic data (that’s been shown to match the effects of actual decisions once they’ve been undertaken), this technology massively reduces risk across an organisation. Scenario planning is accelerated, with enhanced complexity, resulting in better alignment between decision makers.

What are Digital Twins doing right now?

From physical assets like wind turbines and water distribution, Digital Twins are now being broadly used for business operations, and federated to tackle larger problems, like the control of a ‘smart city’. They’re also being used for micro-instances of highly risky situations, allowing surgeons to practice heart surgery, and to build quicker, more effective prototypes of fighter jets.

Recently, Anglo American used this technology to create a twin of its Quellaveco mine; ‘digital mining specialists can perform predictive tests that help reduce safety risks, optimise the use of resources and improve the performance of production equipment’. Interest is increasingly growing in this tech’s potential use within retail, where instability from both supply and demand sides have been causing havoc since the pandemic.

This technology allows such businesses to take control of their resources, systems and physical spaces, while trialling the impact of future situations before they come to pass. In a world where instability is the new norm, Digital Twins supersede reliance on historical data. They also allow better insight and analysis into current processes for quicker improvements, and overall give an unparalleled level of transparency.

Where does Mood come in?

Mood Software is CACI’s proprietary data visualisation tool and has a record of success in enabling stakeholders to better understand their complex organisations. Mood is crucial to CACI’s Digital Twin solution as it integrates systems to create a single working model for management and planning. It enables collaborative planning, modelling and testing, bringing together stakeholders so they can work to the same goals.

Making effective decisions requires optimal access to data – and the future is one area we don’t have that on. But with Digital Twin technology, you are able to draw your own path, and make decisions with an enhanced level of insight.

How to create a successful M&A IT integration strategy

Posted on: 11 March 2022

From entering new markets to growing market share, mergers and acquisitions (M&As) can bring big business benefits. However, making the decision to acquire or merge is the easy part of the process. What comes next is likely to bring disruption and difficulty. In research reported by the Harvard Business Review, the failure rate of acquisitions is astonishingly high – between 70 and 90 per cent – with integration issues often highlighted as the most likely cause.

While the impact of M&A affects every element of an organisation, the blending of technical assets and resulting patchwork of IT systems can present significant technical challenges for IT leaders. Here, we explore the most common problems and how to navigate them to achieve a smooth and successful IT transition.

Get the full picture

Mapping the route of your IT transition is crucial to keeping your team focused throughout the process. But you need to be clear about your starting point. That’s why conducting a census of the entire IT infrastructure – from hardware and software to network systems, as well as enterprise and corporate platforms – should be the first step in your IT transition.

Gather requirements & identify gaps

Knowing what you’ve got is the first step, knowing what you haven’t is the next. Technology underpins every element of your business, so you should examine each corporate function and business unit through an IT lens. What services impact each function? How will an integration impact them? What opportunities are there to optimise? Finding the answers to these questions will help you to identify and address your most glaring gaps.

Seize opportunities to modernise

M&A provide the opportunity for IT leaders to re-evaluate and update their environments, so it’s important to look at where you can modernise rather than merge. This will ensure you gain maximum value from the process. For example, shifting to cloud infrastructure can enable your in-house team to focus on performance optimisation whilst also achieving cost savings and enhanced security. Similarly, automating routine or manual tasks using AI or machine learning can ease the burden on overwhelmed IT teams.

Implement strong governance

If you’re fusing two IT departments, you need to embed good governance early on. Start by assessing your current GRC (Governance, Risk and Compliance) maturity. A holistic view will enable you to target gaps effectively and ensure greater transparency of your processes. In addition to bringing certainty and consistency across your team, taking this crucial step will also help you to tackle any compliance and security shortfalls that may result from merging with the acquired business.

Clean up your data

Managing data migration can be a complex process during a merger and acquisition. It’s likely that data will be scattered across various systems, services, and applications. Duplicate data may also be an issue. This makes it difficult to gain an updated single customer view, limiting your ability to track sales and marketing effectiveness. The lack of visibility can also have a negative impact on customer experience. For example, having two disparate CRM systems may result in two sales representatives contacting a single customer, causing frustration and portraying your organisation as disorganised. There’s also a significant financial and reputational risk if data from the merged business isn’t managed securely. With all this in mind, it’s clear that developing an effective strategy and management process should be a key step in planning your IT transition.

Lead with communication

Change can be scary, and uncertainty is the enemy of productivity. That’s why communication is key to a successful merger and acquisition. Ensuring a frequent flow of information can help to combat this. However, IT leaders should also be mindful of creating opportunities for employees to share ideas and concerns.

If you are merging two IT departments, it is important to understand the cultural differences of the two businesses and where issues may arise. This will help you to develop an effective strategy for bringing the two teams together. While championing collaboration and knowledge sharing will go a long way to helping you achieve the goal of the M&A process – a better, stronger, more cohesive business.

How we can help

From assessing your existing IT infrastructure to cloud migration, data management and driving efficiencies through automation, we can support you at every step of your IT transition.

Transitioning your IT following M&A? Contact our expert team today.