Business Standard: Global Managing Director of Cognizant’s Center for the Future of Work Says There’s a Lot More to Code Halos Than Big Data

“Big data is certainly a key component of Code Halos, but there is a lot more to it than that,” says Paul Roehrig, who along with Malcolm Frank and Ben Pring, is a co-author of Code Halos: How the Digital Lives of People, Things, and Organizations are Changing the Rules of Business.

“Most of us know that our company has valuable data, but we don’t know where it is,” says Roehrig. “Many decision-makers stay stuck because there’s so little justification for why you should divert focus to what can often feel like some sort of science project. The Code Halos approach helps bring clarity to this problem because it connects data to insight to real-world business opportunities. Anything that costs more than $50, which you can’t eat, should have a Code Halo as part of the value proposition.”

Here’s how Roehrig explains the five core elements of Code Halos:

*Each has some sort of device, what you might call a Code Halo amplifier. This could be any device considered part of the Internet of Things.

*They all have an effective application interface. These applications are intersection points of the user experience. It is through this interface that the Code Halo is engaged.

*Data is the raw material for analysis. Without good data, you’re really still guessing.

*Every solution has some configuration of analysis process and algorithms to draw business insight from the data being generated.

*Successful Code Halo solutions have a new type of commercial model to monetize the meaning and insight derived.

“A beautiful consumer experience is also central to success, and in many cases is more difficult to achieve since it often requires us to rethink business processes and organizational models, along with the heavy lifting of change management,” the authors write in the book. “This can be particularly difficult for an established organization, since it needs to accomplish it in parallel and often in conflict with existing business models and channels.”

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