Today’s customers want 24/7 access, mobile availability, quality, low prices, fast shipping, easy returns and instantaneous service. These expectations demand that every business function be customer-centric, including operations.
Read this report to find out:
• how to create customer-centric operations to deliver the customer experience
• the eight essential components of a connected, customer-centric enterprise
• why alignment between the COO and CIO is essential
• five key steps to start transforming operations to drive growth and create value.
If procurement organisations are to sustain their value to the enterprise, they must pivot to new operating models that embed customer-centricity in their technology, process and people.
Read this report to discover:
• the four convergence trends driving change and opportunity for procurement organisations
• the nine differentiators for customer-centric procurement leaders
• how and why you should be leveraging CX procurement technology."
In December 2017, Dell commissioned Forrester Consulting to conduct a study to determine how enterprise organizations are structured from an IT departmental perspective. The study explored two types of IT: digital controllers and digital transformers; and the trends and challenges seen in PC provisioning. Digital controllers are often associated with top-down approach, linear structure, and emphasize security and accuracy. In contrast, digital transformers focus on innovation, employee-and customer-centricity, and prioritize speed and flexibility. By understanding the two groups, enterprises can overcome challenges that arise from PC life-cycle management. By investing in existing PC management tools and partnering with a company that specializes in PC deployment and management, firms can empower employees to better serve customers
Learn more about Dell solutions powered by Intel®.
How AI and HPC from Dell Technologies are powering the revolution in manufacturing.
The manufacturing sector is witnessing the greatest levels of change since the first industrial revolution. Advances in technology are a key driver, but there are other trends in play. Global competition, rising demand for customization and just-in-time production, and a growing appetite for service centricity are all contributors. As an enabler, technology creates huge opportunities. But, at the same time, it presents a new set of challenges.
In December 2017, Dell commissioned Forrester Consulting to conduct a study refresh to determine how enterprise organizations are structured from an IT departmental perspective. The study explored two types of IT: digital controllers and digital transformers; and the trends and challenges seen in PC provisioning. Digital controllers are often associated with top-down approach, linear structure, and emphasize security and accuracy. In contrast, digital transformers focus on innovation, employee-and customer-centricity, and prioritize speed and flexibility. By understanding the two groups, enterprises can overcome challenges that arise from PC life-cycle management. By investing in existing PC management tools and partnering with a company that specializes in PC deployment and management, firms can empower employees to better serve customers. Download this Forrester report to learn more about the approach and strategy differences in how these two groups address the dynamic digital demand
Healthcare organizations are facing uncertain times, which are putting enormous strains on their revenue cycle management (RCM). Automation is proven to improve RCM measures, and even small improvements can significantly impact the bottom line. This whitepaper details how providers can embrace automation to help drive financial performance.
Children’s Mercy is not only one of the nation’s top pediatric medical centers, they have a strategy that improves organizational profitability in the face of constant change – all while delivering world-class care for their patients. Children’s Mercy accomplished what many have tried: integrating hospital and ambulatory revenue cycle activities with complete integration of all processes on a single IT platform.
Sharp is leading the way in the shift to shared risk. In this journey, they manage to the right financial metrics while still delivering appropriate care to their patient population. Watch the video to learn how GE Healthcare is helping Sharp make a difference.
The shift to value-based reimbursement (VBR) entails more financial risk for providers. Successful management of the transition to VBR can only be achieved when healthcare organizations are clinically and financially integrated to ensure tight care coordination and efficient resource utilization. That level of integration requires the aid of a robust IT infrastructure to support the enterprise. This whitepaper offers the opportunity to learn about new tools for healthcare providers to manage financial challenges associated with value-based reimbursement
This paper will explore some of the market dynamics driving the financial volatility in healthcare and will explore how advanced analytics, with the right IT backbone and organizational competencies, can help organizations successfully identify ways to manage revenue cycle profitability.
In a vendor neutral archive, images and documents from multiple departments and on platforms from multiple vendors can be easily viewed in one place. Learn more about how it works and why it's important in this session.
Given the wide range of technology options available, it's important for healthcare IT executives to pick the right image management technology and approach for a long-term sustainable solution delivering the desired performance and ROI. This whitepaper explores solutions for multi-layered neutrality, a standards-based framework for unifying medical images and clinical documents across the enterprise and community.
Published By: Infomatica
Published Date: Mar 05, 2014
Knowing more about a customer’s relationship with your financial services company is key for growth. Discover how emerging data tools can help you improve customer centricity and find new revenue opportunities, unlocking the value of customer information.
For life sciences businesses, the supply chain used to mean one thing: getting products from factory or warehouse to distributors or ultimate customers as quickly and economically as possible. Now, with today’s evolving regulatory environment, an increasingly globalized market, more complex health products, and an increased focus on the patient, pharmaceutical companies and medical device manufacturers are looking at their supply chain and logistics needs in a whole new way.
That’s why we’ve taken some of the old business preconceptions – whether service specific or not - ripped them up and rewritten five new business rules, designed to debunk some time-honoured myths and help you and your organisation take a leap towards that much-feted goal of customer centricity.
Read on for the new rules we recommend, maybe take those and mix them with your own, why not share them @OracleCX? At a minimum we hope these new ways of looking at business will help provoke the questions you, and others, need to ask of your organisation – in fact, we’ve included key questions that will help provoke some conversations, so you can start to build a picture of what’s going well and where there may be room for more discussion and investigation.
Good supply chain management is essential to your operational efficiency, customer centricity, compliance, carbon footprint, and ultimately, your overall success. If handled correctly, your supply chain should improve customer service—along with the reputation of your brand—and boost your bottom line. But, as with many areas of business, the rules of the game are changing.
What’s changing? Well, everything. New regulations, increased buyer expectations, shorter product lifecycles, fluctuations in demand, new market entrants, more ethical supplier management, poor visibility of globalized supply chains—all these things, and more, are testing the limits of the traditional supply chain model. The simple truth is that the way things used to be done, and the solutions that enabled it, are no longer up to the job.
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