Rapid automation

Leveraging the Common Data Model to automate business processes

Businesses without standardized applications and automated functions are less likely to achieve operational excellence than their Future Ready counterparts. ¹

These companies continue to have people perform the same tasks over and over by using manual and clerical methods, such as spreadsheets. The overuse of spreadsheets in business generates excessive costs and risks, and examples of businesses that have suffered financial losses from errors related to poor spreadsheet governance are vast and significant.

On the opposite side of the spectrum, businesses that have implemented Common Data Model (CDM) are able to improve their performance by developing a strong business-intelligence capabilities and manage their companies digitally by means of real-time enterprises. Additionally, a CDM that contains comprehensive internal and external information about a company can promptly facilitate both business intelligence (BI) and the ability to automate business processes.

Continue reading to see how quickly a company can automate once it has a CDM in place and has leveraged the BI to know where to prioritize.

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1. Stephanie Woerner and Peter Weill. Update on the Four Pathways to Future Ready. MIT CISR, MIT CISR Research Briefing volume XXI, Number 2, February 18, 2021

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The opinions expressed are those of the author(s) and do not necessarily reflect the views of AlixPartners, LLP, its affiliates, or any of its or their respective other professionals or clients. This article regarding Leveraging the Common Data Model to automate business processes (“Article”) was prepared by AlixPartners, LLP (“AlixPartners”) for general information and distribution on a strictly confidential and non-reliance basis. No one in possession of this Article may rely on any portion of this Article. This Article may be based, in whole or in part, on projections or forecasts of future events. A forecast, by its nature, is speculative and includes estimates and assumptions which may prove to be wrong. Actual results may, and frequently do, differ from those projected or forecast. The information in this Article reflects conditions and our views as of this date, all of which are subject to change. We undertake no obligation to update or provide any revisions to the Article. This article is the property of AlixPartners, and neither the article nor any of its contents may be copied, used, or distributed to any third party without the prior written consent of AlixPartners.

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