Digital disruption, economic instability, political upheavals and skills shortages have all at some point in the past 24 months been blamed for business failure, or at the very least, lost profitability and earnings.
It’s perhaps not a huge surprise that a Gartner CEO survey on business priorities revealed that digital business is a top priority for next year. Survey respondents were asked whether they have a management initiative or transformation program to make their business more digital. The majority (62 percent) said they did. Of those organisations, 54 percent said that their digital business objective is transformational while 46 percent said the objective of the initiative is optimisation.*
So, for businesses it’s a case of learning to evolve and be agile, to use technology to help compete more efficiently and not fall victim to inertia. As businesses become increasingly dependent on the insights from data analytics and face-up to competition fuelled by the 24/7 society of in
Digital technology is so intrinsic to our personal lives that we barely think
about the fitness trackers and smartphones that are as much a part of
us as the clothing we wear. For organizations, the shift to digital is more
disruptive and the stakes far higher. Digital transformation has been high
on the executive agenda for a few years and, for many, harnessing data
has become a significant force for value and revenue creation.
Agility has emerged as an organizational superpower as businesses
grapple with change and uncertainty in their own customer bases and in
the global political and economic landscape. IT has been thrust into the
spotlight as the unwitting hero of the story – tasked with delivering on
the digital vision, implementing all manner of applications and building
firm infrastructure foundations to support the latest digital initiatives.
In an increasingly on-demand world, it is this final point that often gets
overlooked in the rush for the next shiny new technologies. E
As we turn our attention to 2017, HR leaders have their destinies and those of the modern workforce firmly in their hands.
Businesses have never faced such extreme levels of uncertainty. On a macroeconomic level, they are still unclear on how and when the UK’s “Brexit” from Europe will proceed while trying to predict how a political outsider in the White House will affect global markets. Meanwhile, they are seeing their success threatened by disruptive upstarts and their operating models challenged by employees’ cry for new ways of working.
To keep up with sweeping global economic and societal changes, public services organizations are undergoing significant technology-driven transformation. Aging populations, rapid urbanization, political instability, concerns about sustainability and resiliency, and changing worker and resident expectations are driving public services organizations to radically improve operations and service delivery. At the core of this transformation is the ability to collect and process vast amounts of data to help to improve outcomes and services. One way to generate this data is through the Internet of Things (IoT) — which IDC defines as a network of networks of uniquely identifiable endpoints or “things” that communicate without human interaction using IP connectivity. The IoT is a transformational technology that can reshape the public sector, enabling improved outcomes and new services such as remote patient monitoring, advanced traffic solutions and predictive policing.
Published By: Dotmailer
Published Date: Nov 06, 2018
Consumers have witnessed unprecedented socioeconomic, political and technological change in the past 30 years. Shifts in behavior and demand have opened up new markets, while existing ones have expanded their offerings, triggering an avalanche of products and services. Ecommerce has emerged as a by-product of consumerism; the digital marketplace has freed both consumers and merchants from the restraints of proximity. This has resulted in spiraling growth.
Marketing in 2018 is unrecognizable to the marketing of the 1980s. Back then there were only a few communication channels available, whereas now there are a myriad of options. Thanks to the digital revolution, the shopfront now sits on the consumer’s coffee table. Brands now cater for empowered customers, and as such, it’s become tougher for marketers to know where to allocate their budget and how to keep their message consistent.
This whitepaper will discuss how marketing channels have evolved to fit the needs of omnichannel consu
Spend-related regulatory violations come in the form of different types of payments or gifts, including those to sanctioned organizations or people; debarred organizations or people; organizations or people on an export control list; foreign officials or government-owned entities; politically-exposed people; and healthcare professionals or organizations.
How do you know if you have these violations hiding in your organization's expenses, contracts, or invoices?
It’s not easy to weed them out, and if you don’t have an automated, systematic approach, doing so is prohibitively time consuming.
Industry debate about the relative merits of OpenDocument Format (ODF) and Ecma 376 Office Open XML (OOXML) highlights the significance of the productivity application market shift from binary and proprietary file formats to vendor- and product-independent Extensible Markup Language (XML) models. The competitive stakes are huge, and the related political posturing is sometimes perplexing.
Political humor and political memes have represented a significant portion of political engagement on Twitter throughout the 2012 presidential campaign. This white paper analyzes how satire has propagate political messages.
Founded over a century ago for the betterment of society, The London School of Economics and Political Science (LSE) is one of the foremost social science universities in the world. The prestigious University has produced some of the leading lights in fi elds including law, economics, history and politics, with dozens of Nobel Prize winners and Members of Parliament among its alumni.
Today, the LSE is home to more than 10,000 students and 3,300 staff, placing considerable demand on its IT service management
team. However, as the university continued to expand in scope and complexity, its support team looked for new solutions to
overcome the infl exible and outdated service management tools.
Nicos Kyriacou, IMT Service Management Offi cer at LSE, explained: “We had the same tool for over a decade and it was so rigid that we were forced to adapt our working practices around it, rather than vice versa.
Published By: SRC,LLC
Published Date: Jun 01, 2009
We work in an ever-changing landscape of competitors, market forces, customer relationships, partner alliances, political and regulatory pressures, and global climate effects. The common mechanism for coping effectively with change is to refer to canned reports and dashboards, dump reporting data into a spreadsheet and look for answers to today's questions. All too often, we have to rely on estimates rather than models, and gut feel rather than data, because we can't get answers in a timely fashion. Yet we know that the answers lie hidden in the morass of corporate data.
With around $900 billion of waste in global manufacturing supply chains*, it’s clear there’s scope to cut costs dramatically and create new value. As manufacturing regains favor with economic and political stakeholders worldwide, progressive enterprises are exploring ways to work more efficiently using asset information, system integration and process innovation.
2016: The year in crisis provides The Economist Intelligence Unit’s assessment of sources of corporate risk in the year 2016, its evolution over the next three years, and a perspective on the role of the board of directors in managing crises.
Individuals interested in insuring against political and economic uncertainty, as well as those determined to capitalise on the rapidly changing mix of markets, business ventures and culture on offer around the globe, cannot afford to ignore the value of expanding their residence and citizenship options.
The product portfolio decisions you make today will determine whether your company is relevant tomorrow. With such a fine line between success and failure, now is the time to make product portfolio decisions based on fact-not guesswork, political agendas, intuition or the opinions of the loudest voice in the room. Learn more today!
Starting data governance initiatives can seem a bit daunting. You’re establishing strategies and policies for data assets. And, you’re committing the organization to treat data as a corporate asset, on par with its buildings, its supply chain, its employees or its intellectual property.
However, as Jill Dyché and Evan Levy have noted, data governance is a combination of strategy and execution. It’s an approach that requires one to be both holistic and pragmatic:
• Holistic. All aspects of data usage and maintenance are taken into account in establishing
• Pragmatic. Political challenges and cross-departmental struggles are part of the
equation. So, the tactical deployment must be delivered in phases to provide quick
“wins” and avert organizational fatigue from a larger, more monolithic exercise.
To accomplish this, data governance must touch all internal and external IT systems and establish decision-making mechanisms that transcend organizational silos. And, it must provi
The Cisco 2015 Annual Security Report, which presents the research, insights, and perspectives provided by Cisco® Security Research and other security experts within Cisco, explores the ongoing race between attackers and defenders, and how users are becoming everweaker links in the security chain.
The security threat landscape is rapidly evolving: from risks with the proliferation of mobile devices to the increased sophistication of organized cyber criminals and geopolitical threats. Healthcare has a significant burden with the dubious distinction of having the highest per record data breach cost among all regulated industries.
Published By: Polycom
Published Date: Dec 18, 2014
To remain significant in an increasingly digital information driven world, IT leaders need to drive tangible business value. Dr Carsten Sørensen, Associate Professor in Digital Innovation at The London School of Economics and Political Science, outlines how IT is no longer confined to being a support function but is becoming business critical across all departments.
Onvia’s 3 Trends Shaping State & Local Contracting Growth in 2015 reflects on important trends that are expected to shape government contracting this year.
Highlights from the report:
Onvia’s 3 Trends Shaping State & Local Contracting Growth in 2015 reflects on important trends that will shape government contracting over the coming year.
Highlights from the report:
• 2014 Review: A “slowing trend” in competitive opportunities, due to macro political-economic factors, with context for expected changes in 2015.
• 2015 Trend 1: Potential for stronger growth driven by an expected rebound in government tax revenue and greater bond income for large debt-financed infrastructure projects.
• 2015 Trend 2: Technology contracting volume gains traction in non-IT industry sectors, with insight into five niche technologies shaping 2015 procurement.
• 2015 Trend 3: Cooperative purchasing influences the overall state and local agency market, with implications for both local and national competitors.
The concept and practice of stress testing has been around for many years. While traditional stress testing methodologies are still valid for firmwide scenario analysis and stress testing, special techniques and attentions are needed to successfully achieve the goal of firmwide capital adequacy in forwardlooking stress scenarios. During the 2007 financial crisis, many financial institutions were not sufficiently prepared for the ensuing liquidity crunch and capital drains. Perhaps if banks had worked through different economic scenarios prior to the crisis, they would have been in a better position to weather the storm. Inadequate preparation for crisis can lead to systemic risk and severe economic and political turmoil.
Financial services businesses face unprecedented market challenges. Disruption from Fintech firms, increased local and international regulation, geo- political upheavals and wavering customer loyalty. The need to fully understand the market, to innovate, to reduce costs and be more competitive has never been greater, and this is where AI can help.
According to one fintech research company, by 2030 the financial services sector could reduce operational costs using AI, by as much as 22%. It suggests that will equate to around $1 trillion in efficiencies. So, from a purely operational point of view, doing nothing is not really an option for companies that want to remain competitive.
Today, financial services firms across the board need to rejuvenate customer experience to protect against client attrition, and protect those customers against risk. While data analysis and visualization are key to making sense of data, the fundamental challenge for all businesses is building an infrastructur
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