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IDS de Centroamérica
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Inteligencia Organizacional

inteligencia-organizacionalLa Inteligencia Organizacional es transformar el conocimiento que tiene un individuo desde su perspectiva dentro de la organización y convertirlo en un conocimiento colectivo que permita compartir las reglas, estrategias y procesos para estandarizar y automatizar los modelos de trabajo, integrar las aplicaciones y servicios corporativos, y responder con creatividad a las demandas del mercado.

Las empresas y corporaciones, cuando no cuentan con Inteligencia Organizacional, son ineficientes y no pueden gestionar proactivamente los niveles de servicio requeridos cuando ejecutan sus procesos de negocio. Una vez adoptan iniciativas de Inteligencia Organizacional, pueden alcanzar altos niveles de Flexibilidad, Visibilidad y Transparencia en sus procesos de negocios, facilitando que las actividades relacionadas con ellos puedan ser priorizadas, enviadas a las personas más indicadas para ejecutarlas y anticiparse para evitar posibles fallas en los procesos.

La gestión de los procesos de negocios es una actividad crítica para que las Organizaciones puedan alinear tanto los recursos como la tecnología y las personas para fortalecer sus estructuras, lo que les permitirá cumplir con sus objetivos estratégicos y ser más competitivos. Adicionalmente, la Inteligencia Organizacional provee funcionalidades analíticas para identificar dónde deben focalizar sus esfuerzos de mejora en los procesos de negocios.

La Inteligencia Organizacional busca relacionar los diez factores asociados con cualquier proceso de negocio: Qué, Porqué, Dónde, Cuándo, Quién, Cómo, Con qué, Cuánto dura, Qué resuelve y Cuánto vale.

Ante un proceso de negocio, la Inteligencia Organizacional documenta Qué se hace, Porqué se hace, Dónde y Cuándo se hace, así como Quién lo hace, Cómo lo hace, Con qué recursos lo hace y Cuánto tiempo dura para que, como resultado, pueda identificarse Qué resuelve y Cuánto vale.

Una aplicación continua de este método permite perfeccionar el proceso de negocios evaluado y convertirlo en una fuente de conocimiento para ser utilizado por todos los actores que participan en la ejecución del mismo.

Los componentes tecnológicos de una iniciativa de Inteligencia Organizacional son los siguientes:

  • Repositorio de Procesos.- Provee una ubicación centralizada para almacenar, categorizar y tener acceso a los procesos, sub-procesos y elementos relacionados (servicios, tableros de control, etc.). Todos los procesos dentro del repositorio son definidos por un diagrama que representa las actividades tanto humanas como las realizadas por los sistemas y aplicaciones.
  • Motor de Procesos.- Asigna las actividades a los diferentes participantes en el proceso haciendo fluir la información entre ellos. Un motor de procesos puede ejecutar cualquier secuencia de pasos o actividades basado en el flujo del proceso y las reglas de negocios relacionadas con el mismo.
  • Integrador de Sistemas.- Incorpora al proceso la información proveniente de otras aplicaciones, sistemas y bases de datos.
  • Métricas de Procesos.- Reúnen la información del desempeño de los procesos (tiempos de ejecución de las tareas y actividades que están dentro o fuera de los umbrales definidos) y ofrece componentes para producir los informes relacionados.
  • Modelado de Procesos.- Facilita un mecanismo robusto para la definición de los procesos que va más allá de la elaboración de un diagrama. Captura las características y el comportamiento del proceso y sus actividades. El método idóneo para este modelado debe basarse en la Notación de Modelado de Procesos de Negocios, o Business Process Model and Notation (BPMN).
  • Motor para la generación de reportes y análisis.- Recoge y resume los datos de los procesos y del negocio en reportes y tableros de control. Cuando una solución no ofrece capacidades de reportes y análisis, pone la información a disponibilidad de herramientas de terceros.
  • Reglas de Negocios.- Provee facilidades para definir parámetros o reglas de negocios robustas para ser utilizadas dentro de los procesos de negocios, para definir las rutas de actividades y las condiciones para escalar los casos.
  • Simulación, Optimización.- Ilustra los efectos de las condiciones, alternativas y rutas de actividades dentro de un proceso, o analiza el desempeño de un proceso publicado.
  • Monitoreo de Eventos.- Analiza los procesos y los datos para activar los eventos requeridos (actividades, escalamiento, notificaciones, etc.).

Cuando las empresas deciden embarcarse en una iniciativa de Inteligencia Organizacional, obtienen beneficios tangibles, como por ejemplo:

  • Incremento de los ingresos.
  • Reducción en los cotos.
  • Cumplimiento con las normativas.
  • Gestión del riesgo.
  • Incremento en la productividad.
  • Mejora en la satisfacción del cliente.
  • Ventajas competitivas.
  • Transformación, Innovación y Agilidad.

Existen empresas como General Electric que al implantar la Inteligencia Organizacional han logrado mejoras de más de dos dígitos en métricas como márgenes, capacidad, utilización de recursos y uso de capital.

Analistas como Forrester han identificado que las empresas que tienen Inteligencia Organizacional han alcanzado incrementos en la productividad de entre 30% y 50% para los procesos de negocios que involucran a personal operativo y han logrado incrementos de entre 15% y 30% en los procesos de negocios que involucran a personal táctico y estratégico.

Gartner ha reportado que basado en las experiencias de sus clientes, el 80% de las empresas que cuentan con Inteligencia Organizacional obtendrán un retorno anual en productividad superior al 15%.

Si su empresa aún no ha evaluado ni decidido incluir una iniciativa de Inteligencia Organizacional dentro de su plan estratégico, es el momento de evaluar el tema seriamente y acercarse a expertos como IDS de Centroamérica que pueden ayudarle a definir cómo obtener beneficios cuantificables de la Inteligencia Organizacional.


Redactado por:
Fernando Martin del Campo
Director Ejecutivo IDS de Centroamérica

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