iG2 Corporate Center
45 St. Nicholas Street, Suite 300
Toronto, Ont, M4Y 1W6, Canada
Tele: +1 (289) 348 1530
iG2 Group Inc. enables organizations to transform and move forward with digital innovative solutions derived from data-insight and knowledge; and implemented with care. Our focus is for right-size innovation and advancement to deliver practical solutions, which advances organization service delivery to be better, faster, cheaper, and most importantly fulfills the business needs. iG2 Group is a team of season industry and academic experts, who combined has more than 75 years of enterprise and public sector expertise. In addition, iG2 research team continues to innovate with patents (provisional) in Cyber-Security, Sensor-based Software Defined Networks and Machine Learning.
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About iG2 Group Inc.
iG2 Group Inc.
Who are you focused on? What action do you want them take? How do they want to interact?
These questions help determine where to start and how to apply cognition to fundamentally transform your business. The Cognitive Business Solutions practice draws on the expertise of more than 2,000 consulting professionals spanning machine learning, advanced analytics, and data science, all supported by specialists with deep industry understanding. Enterprises can make better operational decisions, understand customer wants and needs, communicate in real time, and optimize business processes – infused with the cognitive ability to understand, reason and learn.
iG2 Group Inc. can uncover the best areas in your organization to quickly get started with cognitive and ambient computing.
Communicate the cognitive vision at all levels – Because cognitive computing is new and not completely understood by most, regular communication at all levels (including business managers and IT staff) is critical. Address any fears, uncertainties and doubts head on, and leverage executive sponsors to reinforce the value of cognitive to your organization’s mission.
Continue to raise the cognitive IQ of the organization – Education is critical in assuring cognitive is understood and adopted. Of particular importance is managing expectations related to system-generated recommendations. Cognitive systems are probabilistic and not deterministic. While accuracy rates will improve as a system learns over time, the rate will never reach 100 percent. Educate stakeholders about accuracy rates, and conduct regular reviews on incremental improvements.
Be realistic about value realization – Proven cognitive applications can many times lead to prompt value realization; however, an evolutionary approach should be taken when applying cognitive computing in innovative areas. The reality that these systems improve and can lead to increasing value over time must be understood, communicated to key stakeholders and accounted for in benefits realization plans, where applicable. In addition, specify benefits for both the CSP and its customers. Also, consider using a phased rollout or deploying the solution to a subset of trusted users who understand the technology’s evolutionary nature.
Early planning helps ensure the greatest return on investment of resources.
Find the right opportunity – cognitive solutions are well suited to a defined set of challenges. Your organization needs to analyze the specific problem to determine if cognitive capabilities are appropriate:
Does the challenge involve a process or function that today takes humans an inordinate amount of time to seek timely answers and insights from various information sources using potentially various techniques in making a decision or thinking through a problem?
Is there a need for users to interact with the system in natural language
Does it involve a process or function that requires providing transparency and supporting evidence for ranked responses to questions and queries?
Build and help ensure a quality corpus – Cognitive systems are only as good as their data. Invest adequate time in selecting data to be included in the corpus, which might include structured (e.g., customer account information) and unstructured data (e.g., call center transcripts) from multiple databases and other data sources and even real-time data feeds and social media. Data will likely emanate from new and untapped sources as well, such as blogs and devices in machine-to-machine platforms. In addition, invest in records digitization to secure the future of your organization’s corpus, focusing on both historical and new documentation.
Consider policy, process requirements and impacts – Assess any potential impact on processes and how people work. Because users interact with cognitive systems in entirely different ways than traditional input/output systems, processes and job roles could be impacted. In addition, consider if any data policy changes are necessary. Obtaining necessary data could test the boundaries of existing data-sharing policies and might require new or modifications to existing policies, regulations and agreements.
Prepare the foundation for a successful cognitive computing solution implementation
Invest in human talent – Cognitive solutions are “trained,” not programmed, as they “learn” with interactions, results and new pieces of information and help organizations scale expertise. Often referred to as supervised learning, this labor-intensive training process requires the commitment of human subject matter experts.
In addition to domain expertise, a cognitive implementation also requires expertise in natural language processing, machine learning, database administration, systems implementation and integration, interface design and change management.
Company executives identified “lack of skilled resources and technical expertise” as the number one barrier to implementing a cognitive solution, so acquiring technical talent will be crucial. Finally there is an additional intangible “skill” required for team members: intellectual curiosity. The learning process never ends – for the system, the users and the organization.
Change management is more critical than ever
Compared to traditional programmable systems, cognitive systems are a whole new ball game.
Ensure executive involvement in the cognitive journey – Executive involvement should begin with active participation in defining the cognitive vision and roadmap and continue throughout the journey. This includes executive participation in regular reviews of incremental progress and value realization.