The concept of cloud computing implies that the cloud computing platform is "mist" - ethereal and simple. In reality, it requires a complex infrastructure and sophisticated processes to make the illusion a reality
Published By: BlackBerry
Published Date: Oct 03, 2012
With a staff of more than 60,000 people dispersed across the United States, U.S. Bank turned to BlackBerry® Alliance member Tenet for a robust and intuitive program that would allow it to send crucial information in the event of an emergency.
The real test of any SAM system goes beyond creating a one-time Effective Licensing Position (ELP) for a given software publisher. To be truly valuable, the SAM solution has to have the ability to manage change.
Being able to work from a dependable list of software that has been approved by, and which also serves the business, means that finite IT & SAM resources are not wasted through the support of legacy software that might be deemed redundant, and should keep a company on track technically by not becoming dependent on aging software.
This 10 –Minute Guide from SAM experts at Snow Software will show how to establish and maintain a Software Catalog for the purpose of ensuring that your software estate remains relevant and fit for its business purpose.
In a perfect world, managing the discovery of software assets, the capture of license entitlements and optimization of an organization’s software usage and compliance situation would be a single-click operation. Unfortunately, the world is not perfect and those charged with managing an organization’s software compliance, availability and expenditure face a number of challenges that can easily derail a Software Asset Management (SAM) program.
This paper from the SAM experts at Snow Software investigates some of the major challenges facing SAM managers and IT executives and highlights how to build a successful strategy to overcome them, ensuring the SAM program delivers true value to the business.
The vision for Celent’s Model Bank research was to try to answer an apparently simple question: “What would it look like for a bank to do everything right with today’s technology?” Of course, the question is not nearly as simple as it appears. The terms “everything” and “right” will mean very different things to different banks depending on their size, the complexity of their operations and product sets, and their technological starting points. While there is no such thing as a “Model Bank”—every bank does some things well, and others not as well when it comes to technology—it is possible to conceive of a “Model Bank” through real world examples of effective usage of technology.
Commonwealth Bank of Australia, with over 1,000 branches and 50,000 employees was using spreadsheets to staff its branch network. When they looked to desktop process analytics from Verint they achieved major improvements in productivity and customer experience. Watch this case study to learn more about how desktop process analytics can use big data to help your organization.
The Staatsbetrieb Sächsische Informatik Dienste (SID) is the German Federal State of Saxony’s central IT service provider. SID supports the state administration with cutting-edge information technology and provides expert advice to its customers on all IT matters. Its brief includes the development, introduction, operation and maintenance of IT processes, planning, operation and administration of the IT infrastructure, and central IT procurement.
SID had been operating Oracle Databases at its datacenters for many years, running on IA64 hardware. However, this older technology had to be replaced for technical and financial reasons, while SID wanted to leverage the project to re-engineer its Oracle Database infrastructure. The project was initially financed and realized for migrating the IT system FÖMISAX (Landeseinheitliche Fördermitteldatenbank des Freistaates Sachsen), the State of Saxony’s subsidies database.
As executives witness data’s proven impact on performance and innovation and recognize its strategic significance, they also realize the growing need for a leader whose primary role is to understand and advocate on behalf of data: The Chief Data Officer.
A security framework is a step-by-step approach to helping an organization move from meeting its basic security requirements to providing a fully security-optimized environment. Five types of frameworks address progressive steps in security maturity as needs and capabilities change.
For banks today, having more ways to communicate with customers is a good thing. But it has also made it harder for banks to figure out where and how to most profitably commit their marketing resources.
Leveraging predictive analytics, First Tennessee Bank is applying the ultimate acid test. It’s combining a granular understanding of the needs of customer segments with real P&L data to optimize its marketing spend, focusing on programs that deliver the highest ROI.
First Tennessee’s ability to target its campaigns more intelligently has increased its response rate by 3.1 percent, cut key marketing costs by nearly 20 percent and enables the bank to get the most from its resources.
With IBM analytics for big data with a smart mobile strategy, banks can increase wallet share and assets under management while lowering the organization’s operating ratio by using more efficient channels.
Despite a return to profitability for many banks, the industry still needs to identify new sources of revenue to compensate for declining investment banking activities. For a number of universal banks strapped by regulations, transaction banking has emerged as a key to revenue and profits.
In a competitive landscape that favors the fastest and the smartest, financial services firms that invest in building sophisticated insight and predictive analytics will be better positioned to emerge as market leaders.
Customer Profitability Analytics enables banks to analyze customer, account, product, and transaction data and apply costing models to determine a bank-wide view of profitability. Applying predictive analytics, they can model future behavior and derive a lifetime value for each customer.
How customer-centric transformation can lead to deeper relationships, increased revenue and streamlined operations. Though the global economy is still sluggishly shaking off the effects of the near meltdown in 2008 and the ongoing sovereign debt crisis, banks in both the emerging and developed economies have as opportunity to manage enormous capital growth and wealth creation. But to regain customer confidence and earn their slice of the increasingly competitive market, banks must transform themselves. They must jettison decades-old, product-oriented operating models and become fully client-centric.
Though the global economy is still shaking off the effects of the past and current financial crises, banks in both the emerging and developed economies have an opportunity to manage enormous capital growth and wealth creation. To regain customer confidence and earn their slice of the increasingly competitive market, banks must transform themselves by jettisoning old, product oriented operating models to become a client centric operation. Read this insightful paper from IBM Global Business Services to understand how banks can effectively use the information they have and become truly customer centric by re-organizing their operations around customer differentiation, pricing, product bundling, channel consistency and customer engagement.
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