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(To read Part I of this article click here)

Correlation is The Key

Executives need a view across the enterprise, in order to discern properly the results of external or interdepartmental occurrences. The dashboard metaphor comes from an automobile. The driver mainly needs command of the steering wheel, the gas pedal and the brakes. However, s/he also needs to be aware of what is going on outside the car (road conditions, traffic, weather), as well as under the hood (water, temperature, fuel, oil), and about the car (tire pressure and wipers). The console provides internal and external information to driver, just as it does to the corporate executive.

Information must not be delayed, no matter the source. Stovepipes, or islands of automation, prevent meaningful interpretation of activities across the entire scope of business. The isolation of information does not allow for automated action.

In order to use this information effectively, data on internal and external activities needs to be correlated with rules for automated action: stop trading if a certain condition demands, change interest rates of a certain customer if a business condition changes materially, add another server if page loading takes more than four seconds or if more than 12% of shopping carts are abandoned. A bevy of departmental systems that are not connected or correlated may be operating perfectly. However, without feeding each other essential information and displaying it on a console, these "stovepipes" prevent a true enterprise view. The lack of such a view inhibits an executive's ability to take proper action when required. It's like having the oil gauge under the hood, the fuel gauge near the gas cap, the light switch near the headlights, etc.

Stovepipes cannot make the necessary correlations to enable management to ascertain what's going on across the entire business scope. The good news is that CEP engines have the technical capabilities needed to deliver this kind of business value. They allow businesses to achieve their agreed service levels, whether it be transaction processing, information delivery or compliance reporting. The time element is impacted most severely (positively or negatively) by a system's ability to identify problems proactively.

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