The ongoing digital revolution and the remarkable rise of the commercial Internet over the last decade have transformed tradi- tional business models and empowered customers to engage at their convenience with organizations with whom they interact and transact across multiple channels. Today, they can browse product and service options on the go (mobile search), engage with a live agent (chat/video), resolve issues through self-service (i.e., chatbots), collabo- rate with peers to review options (social), negotiate and make purchases (e-commer- ce/m-commerce), and have items delivered directly to their doorstep.
While enterprises have enthusiastically adopted Digital 1.0 (online, mobile, and social) and asset-light (cloud-enabled) ser- vices, the next frontier is Digital 2.0.
An Introduction to IT Management with COBIT 2019Gregor Polančič
This document provides an overview of key concepts from COBIT 2019, an enterprise governance of IT framework. It begins with an introduction to IT management and governance, explaining that IT management involves planning, building, running and monitoring IT activities in alignment with governance. Effective enterprise governance of IT (EGIT) helps realize benefits, optimize risks and resources, and improve business/IT alignment. Frameworks like COBIT provide best practices to assist with understanding, designing and implementing EGIT. COBIT 2019 builds on over 25 years of development and aligns with major standards. It defines six principles for effective governance systems and three principles for governance frameworks. The document concludes with an introduction to COBIT 2019 concepts.
The document summarizes key points from a virtual meeting of the US East Coast Chapter of the Innovation Value Institute held on April 30th, 2013. It includes highlights from the IVI Winter Summit in Dallas in February 2013, a discussion on embedding IT-CMF for success, and an update on upcoming US Chapter and IVI events. Potential topics for future virtual meetings were also discussed.
This webinar discusses how organizations can get started with big data. It features a panel of experts who answer questions on topics like how big data can help with managing large amounts of IT service data, trends in big data training and certification uptake, and how big data skills can improve ITIL maturity. The webinar promotes the Big Data Framework, which provides standardization for big data best practices. It consists of six building blocks and guides organizations on developing big data strategies, architectures, processes and more. Free resources on the framework are available online.
PECB Webinar: Aligning COBIT 5.0 and ISO/IEC 38500PECB
This document discusses how COBIT 5 and ISO 38500 can be aligned for effective IT governance. It provides an overview of COBIT 5 including its product family, principles, processes, and implementation guidance. It also summarizes ISO 38500 and its six principles for corporate governance of IT. The document emphasizes that both frameworks take a holistic approach to IT governance covering the entire enterprise and can be used together to establish effective IT governance.
White Paper: The Business Case for IT Governance in the Age of Digital Transf...SDI Presence LLC
Why is strong #ITGovernance a strategic mandate in light of business’ use of evolving digital technologies throughout their organization?
SDI Presence assesses the management challenges of legacy and emerging IT throughout an organization and effective processes establishing for #ITGovernance framework in the first of our new “Building Smarter Organizations” white paper series: “The Business Case for an IT Governance in the Age of Digital Transformation”
This document discusses the top IT management concerns in Kenya. It identifies several key concerns, including IT strategic alignment, cost reduction, business productivity, business agility, and generating revenue from IT investments. It also notes Africa-specific challenges such as developing IT infrastructure, improving IT governance, and developing IT human resources and skills. The document provides context on the IT management concerns through references and background on the author.
International skills and competency frameworkBCS-IT
Ensure you have the skills for your IT organization, now and in the future. Learn how you can use SFIAplus, the international skills and competency framework, to address the major challenges faced by the IT industry.
An Introduction to IT Management with COBIT 2019Gregor Polančič
This document provides an overview of key concepts from COBIT 2019, an enterprise governance of IT framework. It begins with an introduction to IT management and governance, explaining that IT management involves planning, building, running and monitoring IT activities in alignment with governance. Effective enterprise governance of IT (EGIT) helps realize benefits, optimize risks and resources, and improve business/IT alignment. Frameworks like COBIT provide best practices to assist with understanding, designing and implementing EGIT. COBIT 2019 builds on over 25 years of development and aligns with major standards. It defines six principles for effective governance systems and three principles for governance frameworks. The document concludes with an introduction to COBIT 2019 concepts.
The document summarizes key points from a virtual meeting of the US East Coast Chapter of the Innovation Value Institute held on April 30th, 2013. It includes highlights from the IVI Winter Summit in Dallas in February 2013, a discussion on embedding IT-CMF for success, and an update on upcoming US Chapter and IVI events. Potential topics for future virtual meetings were also discussed.
This webinar discusses how organizations can get started with big data. It features a panel of experts who answer questions on topics like how big data can help with managing large amounts of IT service data, trends in big data training and certification uptake, and how big data skills can improve ITIL maturity. The webinar promotes the Big Data Framework, which provides standardization for big data best practices. It consists of six building blocks and guides organizations on developing big data strategies, architectures, processes and more. Free resources on the framework are available online.
PECB Webinar: Aligning COBIT 5.0 and ISO/IEC 38500PECB
This document discusses how COBIT 5 and ISO 38500 can be aligned for effective IT governance. It provides an overview of COBIT 5 including its product family, principles, processes, and implementation guidance. It also summarizes ISO 38500 and its six principles for corporate governance of IT. The document emphasizes that both frameworks take a holistic approach to IT governance covering the entire enterprise and can be used together to establish effective IT governance.
White Paper: The Business Case for IT Governance in the Age of Digital Transf...SDI Presence LLC
Why is strong #ITGovernance a strategic mandate in light of business’ use of evolving digital technologies throughout their organization?
SDI Presence assesses the management challenges of legacy and emerging IT throughout an organization and effective processes establishing for #ITGovernance framework in the first of our new “Building Smarter Organizations” white paper series: “The Business Case for an IT Governance in the Age of Digital Transformation”
This document discusses the top IT management concerns in Kenya. It identifies several key concerns, including IT strategic alignment, cost reduction, business productivity, business agility, and generating revenue from IT investments. It also notes Africa-specific challenges such as developing IT infrastructure, improving IT governance, and developing IT human resources and skills. The document provides context on the IT management concerns through references and background on the author.
International skills and competency frameworkBCS-IT
Ensure you have the skills for your IT organization, now and in the future. Learn how you can use SFIAplus, the international skills and competency framework, to address the major challenges faced by the IT industry.
Using the Zachman’s Architecture framework to realise ITSM Transformation at ...Sukumar Daniel
This document summarizes Tesco's journey to implement an IT Service Management (ITSM) transformation using the Zachman framework and ITIL best practices. It discusses how Tesco established transparency into its IT operations, identified top incident generators, and drove improvements across key services and processes. Through establishing service-oriented metrics, streamlining workflows, and instituting proactive problem management, Tesco was able to significantly improve first time fix rates, reduce incident occurrence and turnaround times, and better align IT to business needs.
The document discusses the roles and functions of management information systems (MIS) organizations. It describes the key role of the Chief Information Officer (CIO) to provide technology leadership and implement IT initiatives that support business strategy. It outlines other roles in the MIS organization, such as the Chief Technology Officer and business analysts. The document also summarizes the core activities expected of the MIS organization, including anticipating new technologies and providing strategic direction, as well as what activities fall outside the MIS scope, such as performing core business functions.
- The document discusses a report by Harvard Business Review Analytic Services on how IT-enabled innovation is transforming businesses and the role of the CIO.
- It finds that about a third of surveyed companies are "Innovation Accelerators" that pursue technology-driven business innovation throughout the organization.
- Innovation Accelerators are more likely to see significant changes to how they engage with customers, their business models, products/services, and employee processes over the next three years compared to other companies.
AI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value.
Now with a new preface that explores how the coronavirus crisis compelled organizations such as Massachusetts General Hospital, Verizon, and IKEA to transform themselves with remarkable speed, Marco Iansiti and Karim R. Lakhani show how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have restricted business growth for hundreds of years. From Airbnb to Ant Financial, Microsoft to Amazon, research shows how AI-driven processes are vastly more scalable than traditional processes, allow massive scope increase, enabling companies to straddle industry boundaries, and create powerful opportunities for learning—to drive ever more accurate, complex, and sophisticated predictions.
When traditional operating constraints are removed, strategy becomes a whole new game, one whose rules and likely outcomes this book will make clear. Iansiti and Lakhani:
Present a framework for rethinking business and operating models
Explain how "collisions" between AI-driven/digital and traditional/analog firms are reshaping competition, altering the structure of our economy, and forcing traditional companies to rearchitect their operating models
Explain the opportunities and risks created by digital firms
Describe the new challenges and responsibilities for the leaders of both digital and traditional firms
Packed with examples—including many from the most powerful and innovative global, AI-driven competitors—and based on research in hundreds of firms across many sectors, this is your essential guide for rethinking how your firm competes and operates in the era of AI.
IDC is a global provider of market intelligence and advisory services. It has over 1,100 research analysts located around the world covering 110 countries. IDC's IT Executive Programs consist of research intended to help technology professionals make effective decisions. The programs offer customized research and analyst access to help clients mitigate risks, maximize investments, identify opportunities, and align IT with business objectives. IDC provides benchmarking, sourcing advice, consulting services, and custom research to help clients develop strategies and optimize technology decisions.
Initiating IT Governance Strategy to Identify Business NeedsPECB
Implementation of IT Governance, or indeed any IT best practice, should be consistent with organization’s management style and the way organization deals with risk management and delivery of IT value. The biggest risk and concern to top management today is failing to align IT to real business needs, therefore implementing IT Governance based on best practices is needed.
Main points that have been covered are:
• Introducing IT Governance
• Business needs for Governance of IT
• Identifying the business performance and conformance needs
Presenter:
Rohit Banerjee has 14+ years overall, with 10+ years in IT hands-on progressive experience across programme, project & team management leading full SDLC life cycle for complex, cross-functional, multi-site initiatives. He is ISO/IEC 38500 Lead IT Governance Manager.
Link of the recorded session published on YouTube: https://youtu.be/rB_BP-9ns4A
The implementation of IT governance is important to lead and evolve the information system in agreement with stakeholders. This requirement is seriously amplified at the time of digital area considering all the new technologies that has been lunched recently (Big DATA, Artificial Intelligence, Machine Learning, Deep learning...). Thus, without a good rudder, every company risks getting lost in a sea endless and unreachable goals.
This paper aims to provide decision-making system that allow professionals to choose IT governance framework suitable to desired criteria and their importance based on a multi-criteria analysis method (WSM), we did implement a case study based on our analysis in a Moroccan company. Moreover, we present better understanding of IT Governance aspects such as standards and best practices.
Our article goes into a global objective that aims to build an integrated generated meta-model for better approach of IT Governance.
The honest truth about getting value from ITRob Eddowes
Improving Business Performance is Enterprise Architecture's value proposition. By helping the enterprise facilitate strategic planning, address executive priorities, deliver customer value, leverage investments in major initiatives and deploy horizontal solutions across business units.
Business Enterprise Architecture is the best way to create agility, align IT with the business, and establish the governance that keeps the business focused on the business strategy. It aligns strategic goals and objectives with decisions regarding products and services; business partners; organisation structure; business capabilities; and key initiatives. The Business Architecture is captured in 5 models. The business strategy, organisation, capability, value stream, and knowledge to produce the business operating model(s) – the language of the business.
A foundation for alignment:
This summary addresses complex, and often far-reaching business and IT challenges.
1. Identify and list the top business priorities and issues for the organisation, focusing on shared horizontal or cross business unit challenges.
2. Consolidate business-unit objectives into a common vision statement.
3. Establish a business architecture that your company can use to determine the exact impact points and investment ramifications of misalignment from a business perspective.
4. Map these business objectives to clear, well-articulated business views defined within the business architecture.
5. Identify major IT architecture weaknesses and issues that prevent critical business priorities from being addressed, in reference to the business architecture.
6. Determine IT architecture impacts and impediments of achieving these business objectives.
7. Draft a plan for addressing these issues from a systematic, long-term transformation perspective.
8. Build an incremental ROI approach that aligns near-term requirements with the business-driven transformation roadmap.
Insights and guidance on IT governance strategy, risk management and implementation of resources through interactive sessions and mini-case studies.
Establish an IT Governance Framework
Ensure that enterprise’s IT investment is in line with
its strategic objectives.
Learn to manage enterprise risk
Discuss how to manage resources , budget utilization
and resource allocation
Identify how to manage performance, return on investments and avoidance of idle investments .
Changing role of the CIO in the new IT landscapeCharles Mok
The document discusses the changing role of the CIO. It notes that almost half of CEOs feel IT should be an outsourced commodity and rate their CIOs negatively in terms of understanding business strategy. The CIO role has expanded and now encompasses responsibilities such as strategist, implementer, risk manager, and data analyst. Additionally, CIOs must balance vision, operations, innovation, and other challenges while resources are limited. The role requires collaboration, communication, and aligning technology with business goals. Future CIOs will need strong business and leadership skills to navigate these complex responsibilities.
Cisco has successfully implemented online systems to improve customer support, ordering, and employee productivity. The company's CIO led the replacement of legacy back-office systems with Internet technologies, connecting customers directly to front-office systems. This allowed over 90% of orders to be placed online, resulting in over $1 billion in annual cost savings. The report examines Cisco's IT infrastructure, strategies, and the CIO's role from the perspective of Cisco's current CIO, Brad Boston.
CIO Advisory Services Guide | White Paper from Brittenford SystemsBrittenford Systems
IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
The document discusses the role of the Chief Information Officer (CIO). It begins by defining the CIO as the senior executive responsible for an organization's information technology and computer systems. CIOs report to high-level executives like the CEO or COO. The document then discusses the need for CIOs to manage IT resources, increase profits through technology, and reduce the gap between IT and non-IT staff. It outlines the key roles and responsibilities of a CIO, including being a business leader, having strong organizational skills, recruiting employees, and developing IT strategies and policies. The summary concludes by noting that while CIOs may have technical backgrounds, the role focuses more on business skills and strategic leadership to ensure technology supports
IT Integration Done Right
It may or may not surprise you, but about 70% – 90% of M&As fail, for one reason or another. The integration of two companies into one functional unit inevitably involves great change. Culture, business strategies, and many other variables need to be adapted to fit new environments, people, and goals.
Are you prepared to take on the pressure and complexity of an IT M&A? Our new M&A Playbook for IT is your roadmap to navigating the biggest IT integration challenges and driving business goals.
In this strategy brief, find out:
-The three common M&A pitfalls that CIOs must avoid
-How to improve synergy, lower costs, and shorten time to market
-How to determine the right level of IT integration for your company
The Case for Continual Realignment of the IT FunctionFormicio
The document discusses the need for continual realignment of the IT function. It argues that the context within which IT organizations operate is constantly changing, which can lead to misalignment across three domains: the IT value proposition, operating model, and operating state. The first step to realignment is to assess critical areas of misalignment, identify root causes, prioritize areas for realignment, and define actions to close gaps. Developing alignment as an organizational capability requires conscious effort and accountability from IT leadership.
A Guide to IT Consulting- Business.comBusiness.com
An IT consultant can provide advice and expertise on implementing and managing IT technologies to help businesses achieve their objectives. Key trends in IT consulting include advising clients on cloud computing, analyzing big data, and determining whether to outsource or offshore certain IT functions. When choosing an IT consultant, businesses should write a request for proposal, conduct interviews of potential consultants, and firmly establish pricing and deliverables.
The document outlines the 2018-2020 strategic plan for the Division of Information Technology at FIT. It discusses the objectives of operational excellence, information security, workforce development, and emerging technologies. For operational excellence, the plan discusses ongoing projects to upgrade outdated systems and infrastructure, expand digital workflows, and leverage cloud services. Information security initiatives include developing policies, awareness programs, and improving infrastructure and incident response capabilities. Workforce development focuses on investing in ongoing training to keep IT personnel skills up to date. The plan aims to support FIT's strategic goals through these IT strategic objectives.
This document discusses the new ISO 30401 standard for knowledge management. It provides an overview of the standard, including its principles-based approach and requirements structure. Experts from the BSI Knowledge Management Committee discuss how organizations can use the standard to guide their knowledge management practices, either as a framework for starting KM programs or to audit and improve mature KM systems. While certification is not currently possible, the standard can still help organizations demonstrate their commitment to effective knowledge management.
The document discusses three IT imperatives for CIO-led enterprise transformations:
1. IT executives began transformations by consolidating redundant IT systems into a single system of record to improve visibility and standardization.
2. CIOs made IT more intuitive, approachable and business-friendly by implementing employee self-service portals to modernize interactions between IT and employees.
3. IT leaders accelerated responsiveness and innovation by automating workflows using IT service models and extending automation to business processes like HR and facilities.
The document discusses artificial intelligence (AI) and its applications in telecommunications. It provides an overview of key AI technologies like machine learning, deep learning, and natural language processing. It also discusses how 5G networks will fuel the growth of AI by enabling more data collection from IoT devices. Service providers are applying AI to streamline operations and customize customer experiences. Going forward, AI will play a major role in automating networks and generating new revenue streams for telecom companies. The integration of 5G, AI, and IoT is expected to transition economies and drive productivity and innovation.
For a couple of years now, enterprises have undertaken the digital transformation efforts by way of using cloud services, data analytics, mobile, IoT and other technologies.
Using the Zachman’s Architecture framework to realise ITSM Transformation at ...Sukumar Daniel
This document summarizes Tesco's journey to implement an IT Service Management (ITSM) transformation using the Zachman framework and ITIL best practices. It discusses how Tesco established transparency into its IT operations, identified top incident generators, and drove improvements across key services and processes. Through establishing service-oriented metrics, streamlining workflows, and instituting proactive problem management, Tesco was able to significantly improve first time fix rates, reduce incident occurrence and turnaround times, and better align IT to business needs.
The document discusses the roles and functions of management information systems (MIS) organizations. It describes the key role of the Chief Information Officer (CIO) to provide technology leadership and implement IT initiatives that support business strategy. It outlines other roles in the MIS organization, such as the Chief Technology Officer and business analysts. The document also summarizes the core activities expected of the MIS organization, including anticipating new technologies and providing strategic direction, as well as what activities fall outside the MIS scope, such as performing core business functions.
- The document discusses a report by Harvard Business Review Analytic Services on how IT-enabled innovation is transforming businesses and the role of the CIO.
- It finds that about a third of surveyed companies are "Innovation Accelerators" that pursue technology-driven business innovation throughout the organization.
- Innovation Accelerators are more likely to see significant changes to how they engage with customers, their business models, products/services, and employee processes over the next three years compared to other companies.
AI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value.
Now with a new preface that explores how the coronavirus crisis compelled organizations such as Massachusetts General Hospital, Verizon, and IKEA to transform themselves with remarkable speed, Marco Iansiti and Karim R. Lakhani show how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have restricted business growth for hundreds of years. From Airbnb to Ant Financial, Microsoft to Amazon, research shows how AI-driven processes are vastly more scalable than traditional processes, allow massive scope increase, enabling companies to straddle industry boundaries, and create powerful opportunities for learning—to drive ever more accurate, complex, and sophisticated predictions.
When traditional operating constraints are removed, strategy becomes a whole new game, one whose rules and likely outcomes this book will make clear. Iansiti and Lakhani:
Present a framework for rethinking business and operating models
Explain how "collisions" between AI-driven/digital and traditional/analog firms are reshaping competition, altering the structure of our economy, and forcing traditional companies to rearchitect their operating models
Explain the opportunities and risks created by digital firms
Describe the new challenges and responsibilities for the leaders of both digital and traditional firms
Packed with examples—including many from the most powerful and innovative global, AI-driven competitors—and based on research in hundreds of firms across many sectors, this is your essential guide for rethinking how your firm competes and operates in the era of AI.
IDC is a global provider of market intelligence and advisory services. It has over 1,100 research analysts located around the world covering 110 countries. IDC's IT Executive Programs consist of research intended to help technology professionals make effective decisions. The programs offer customized research and analyst access to help clients mitigate risks, maximize investments, identify opportunities, and align IT with business objectives. IDC provides benchmarking, sourcing advice, consulting services, and custom research to help clients develop strategies and optimize technology decisions.
Initiating IT Governance Strategy to Identify Business NeedsPECB
Implementation of IT Governance, or indeed any IT best practice, should be consistent with organization’s management style and the way organization deals with risk management and delivery of IT value. The biggest risk and concern to top management today is failing to align IT to real business needs, therefore implementing IT Governance based on best practices is needed.
Main points that have been covered are:
• Introducing IT Governance
• Business needs for Governance of IT
• Identifying the business performance and conformance needs
Presenter:
Rohit Banerjee has 14+ years overall, with 10+ years in IT hands-on progressive experience across programme, project & team management leading full SDLC life cycle for complex, cross-functional, multi-site initiatives. He is ISO/IEC 38500 Lead IT Governance Manager.
Link of the recorded session published on YouTube: https://youtu.be/rB_BP-9ns4A
The implementation of IT governance is important to lead and evolve the information system in agreement with stakeholders. This requirement is seriously amplified at the time of digital area considering all the new technologies that has been lunched recently (Big DATA, Artificial Intelligence, Machine Learning, Deep learning...). Thus, without a good rudder, every company risks getting lost in a sea endless and unreachable goals.
This paper aims to provide decision-making system that allow professionals to choose IT governance framework suitable to desired criteria and their importance based on a multi-criteria analysis method (WSM), we did implement a case study based on our analysis in a Moroccan company. Moreover, we present better understanding of IT Governance aspects such as standards and best practices.
Our article goes into a global objective that aims to build an integrated generated meta-model for better approach of IT Governance.
The honest truth about getting value from ITRob Eddowes
Improving Business Performance is Enterprise Architecture's value proposition. By helping the enterprise facilitate strategic planning, address executive priorities, deliver customer value, leverage investments in major initiatives and deploy horizontal solutions across business units.
Business Enterprise Architecture is the best way to create agility, align IT with the business, and establish the governance that keeps the business focused on the business strategy. It aligns strategic goals and objectives with decisions regarding products and services; business partners; organisation structure; business capabilities; and key initiatives. The Business Architecture is captured in 5 models. The business strategy, organisation, capability, value stream, and knowledge to produce the business operating model(s) – the language of the business.
A foundation for alignment:
This summary addresses complex, and often far-reaching business and IT challenges.
1. Identify and list the top business priorities and issues for the organisation, focusing on shared horizontal or cross business unit challenges.
2. Consolidate business-unit objectives into a common vision statement.
3. Establish a business architecture that your company can use to determine the exact impact points and investment ramifications of misalignment from a business perspective.
4. Map these business objectives to clear, well-articulated business views defined within the business architecture.
5. Identify major IT architecture weaknesses and issues that prevent critical business priorities from being addressed, in reference to the business architecture.
6. Determine IT architecture impacts and impediments of achieving these business objectives.
7. Draft a plan for addressing these issues from a systematic, long-term transformation perspective.
8. Build an incremental ROI approach that aligns near-term requirements with the business-driven transformation roadmap.
Insights and guidance on IT governance strategy, risk management and implementation of resources through interactive sessions and mini-case studies.
Establish an IT Governance Framework
Ensure that enterprise’s IT investment is in line with
its strategic objectives.
Learn to manage enterprise risk
Discuss how to manage resources , budget utilization
and resource allocation
Identify how to manage performance, return on investments and avoidance of idle investments .
Changing role of the CIO in the new IT landscapeCharles Mok
The document discusses the changing role of the CIO. It notes that almost half of CEOs feel IT should be an outsourced commodity and rate their CIOs negatively in terms of understanding business strategy. The CIO role has expanded and now encompasses responsibilities such as strategist, implementer, risk manager, and data analyst. Additionally, CIOs must balance vision, operations, innovation, and other challenges while resources are limited. The role requires collaboration, communication, and aligning technology with business goals. Future CIOs will need strong business and leadership skills to navigate these complex responsibilities.
Cisco has successfully implemented online systems to improve customer support, ordering, and employee productivity. The company's CIO led the replacement of legacy back-office systems with Internet technologies, connecting customers directly to front-office systems. This allowed over 90% of orders to be placed online, resulting in over $1 billion in annual cost savings. The report examines Cisco's IT infrastructure, strategies, and the CIO's role from the perspective of Cisco's current CIO, Brad Boston.
CIO Advisory Services Guide | White Paper from Brittenford SystemsBrittenford Systems
IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
The document discusses the role of the Chief Information Officer (CIO). It begins by defining the CIO as the senior executive responsible for an organization's information technology and computer systems. CIOs report to high-level executives like the CEO or COO. The document then discusses the need for CIOs to manage IT resources, increase profits through technology, and reduce the gap between IT and non-IT staff. It outlines the key roles and responsibilities of a CIO, including being a business leader, having strong organizational skills, recruiting employees, and developing IT strategies and policies. The summary concludes by noting that while CIOs may have technical backgrounds, the role focuses more on business skills and strategic leadership to ensure technology supports
IT Integration Done Right
It may or may not surprise you, but about 70% – 90% of M&As fail, for one reason or another. The integration of two companies into one functional unit inevitably involves great change. Culture, business strategies, and many other variables need to be adapted to fit new environments, people, and goals.
Are you prepared to take on the pressure and complexity of an IT M&A? Our new M&A Playbook for IT is your roadmap to navigating the biggest IT integration challenges and driving business goals.
In this strategy brief, find out:
-The three common M&A pitfalls that CIOs must avoid
-How to improve synergy, lower costs, and shorten time to market
-How to determine the right level of IT integration for your company
The Case for Continual Realignment of the IT FunctionFormicio
The document discusses the need for continual realignment of the IT function. It argues that the context within which IT organizations operate is constantly changing, which can lead to misalignment across three domains: the IT value proposition, operating model, and operating state. The first step to realignment is to assess critical areas of misalignment, identify root causes, prioritize areas for realignment, and define actions to close gaps. Developing alignment as an organizational capability requires conscious effort and accountability from IT leadership.
A Guide to IT Consulting- Business.comBusiness.com
An IT consultant can provide advice and expertise on implementing and managing IT technologies to help businesses achieve their objectives. Key trends in IT consulting include advising clients on cloud computing, analyzing big data, and determining whether to outsource or offshore certain IT functions. When choosing an IT consultant, businesses should write a request for proposal, conduct interviews of potential consultants, and firmly establish pricing and deliverables.
The document outlines the 2018-2020 strategic plan for the Division of Information Technology at FIT. It discusses the objectives of operational excellence, information security, workforce development, and emerging technologies. For operational excellence, the plan discusses ongoing projects to upgrade outdated systems and infrastructure, expand digital workflows, and leverage cloud services. Information security initiatives include developing policies, awareness programs, and improving infrastructure and incident response capabilities. Workforce development focuses on investing in ongoing training to keep IT personnel skills up to date. The plan aims to support FIT's strategic goals through these IT strategic objectives.
This document discusses the new ISO 30401 standard for knowledge management. It provides an overview of the standard, including its principles-based approach and requirements structure. Experts from the BSI Knowledge Management Committee discuss how organizations can use the standard to guide their knowledge management practices, either as a framework for starting KM programs or to audit and improve mature KM systems. While certification is not currently possible, the standard can still help organizations demonstrate their commitment to effective knowledge management.
The document discusses three IT imperatives for CIO-led enterprise transformations:
1. IT executives began transformations by consolidating redundant IT systems into a single system of record to improve visibility and standardization.
2. CIOs made IT more intuitive, approachable and business-friendly by implementing employee self-service portals to modernize interactions between IT and employees.
3. IT leaders accelerated responsiveness and innovation by automating workflows using IT service models and extending automation to business processes like HR and facilities.
The document discusses artificial intelligence (AI) and its applications in telecommunications. It provides an overview of key AI technologies like machine learning, deep learning, and natural language processing. It also discusses how 5G networks will fuel the growth of AI by enabling more data collection from IoT devices. Service providers are applying AI to streamline operations and customize customer experiences. Going forward, AI will play a major role in automating networks and generating new revenue streams for telecom companies. The integration of 5G, AI, and IoT is expected to transition economies and drive productivity and innovation.
For a couple of years now, enterprises have undertaken the digital transformation efforts by way of using cloud services, data analytics, mobile, IoT and other technologies.
Are you exploring the best way for your business to save expenses, enhance margin, or reinvest in the coming years? Check out the top technological advancements in business that are beneficial for business expansion and that result in a technology roadmap that has an impact on a number of the organization's strategic goals.
For more information, see: https://www.albiorixtech.com/blog/technology-trends-in-business/
#technology #technologytrends #webappdevelopment #mobileappdevelopment #softwaredevelopment
The document discusses big data and digital payments. It provides an assignment question regarding big data infrastructure needed in organizations and how cloud platforms enable big data growth and analytics solutions. It also discusses the evolution of digital payments in India through mobile wallets and analytics that can enhance digital payments reach in tier 2/3 cities. The assignment requires explaining predictive, descriptive and prescriptive analytics solutions for digital payments and how BI and BA can optimize supply chain for an e-commerce business through data analysis.
1) Fujitsu provides a digital business platform called MetaArc to help customers drive digital transformation through mobile, data analytics, IoT, and AI technologies in a scalable cloud environment.
2) Fujitsu focuses on delivering business and social outcomes through a portfolio of technologies and services including cloud, mobile, IoT, analytics, AI, security, and integrated computing.
3) Fujitsu's approach to digital transformation is called "Human Centric Innovation", which aims to empower people and improve quality of life through connecting infrastructure, creative intelligence derived from information, and the creativity of people.
The document discusses how IT infrastructure is changing to adapt to new business priorities in the digital age. It introduces the "HEROES" framework for the future of IT infrastructure, which focuses on hybrid cloud architectures, edge computing, robotic process automation, obsolescence of old IT, and enterprise security. Artificial intelligence will be integrated across all areas of the framework and fundamentally change how organizations procure and consume IT infrastructure over the next five years.
Digital customer experience report 2020Duy, Vo Hoang
Digital customer experience report 2020.
Bernard Slowey, worldwide lead for digital customer
support at Microsoft, maintains one of the biggest
mistakes in digital CX is not having a dedicated team.
“A lot of companies have teams of people focused on
call centers, as well as improving minutes-per-incident
and handle times for voice calls with customers, but
then digital is merely treated as a bolt-on to support
organizations,” says Slowey.
More than a third of our research group (36 per cent) is
seemingly making this mistake. For these brands
digital experiences are supported by multiple
functions, potentially between marketing, CX and
customer service departments. This dispersed setup
can result in customers receiving conflicting and
disjointed digital experiences.
However, the majority of the respondents (64 per cent)
recognize the value of dedicated digital experience
teams, which is an 18 per cent year-on-year increase.
Within 18 months of building its dedicated digital
customer support department, Microsoft’s digital team
achieved a 3× ROI (return on investment). This result was
obtained by solving customer issues digitally and so
reducing the volumes shouldered by more expensive
support channels such as voice.
Thriving in an Age of Tech Disruption.pdfMindfire LLC
Since the past decade, the pace of tech disruption has significantly grown with the increasing applications of technologies like AI, ML, and IoT. The global pandemic has only accelerated the wave of tech disruption by creating the demand for innovative and dynamic solutions.
Companies are constantly experiencing the need to innovate faster while keeping up with customer expectations so as to stay competitive. According to McKinsey, businesses adopted digital solutions 25 times faster than their own estimates during the pandemic.
Get more information about software development. We are providing the best information which helps you to develop customized software for your business.
Intelligent digital mesh leading the top 10 strategic technology trends for 2018GAVS Technologies
The document discusses the top 10 strategic technology trends for 2018 as identified by Gartner, which are grouped under the categories of Intelligent, Digital, and Mesh that make up the Intelligent Digital Mesh. These trends include artificial intelligence, digital twins, cloud computing, immersive experiences, blockchain, and other emerging technologies. Implementing these trends can help businesses create competitive advantages by evaluating opportunities to exploit new digital business models and ecosystems.
Leaders spend billions on digital transformation. How to keep up?N-iX
- Many companies will die in the next 10 years if they don't undergo digital transformation to adapt to new technologies. Only 16% of companies see themselves as digital natives currently.
- To succeed with digital transformation, companies need to develop a clear digital strategy, form strategic partnerships with digitally advanced vendors, and exploit open source solutions. They must eventually shift to a digital culture where digital is the core of their business.
- Case studies of Telefonica and Lebara show how they developed digital strategies, partnered with key solution providers, used open source components, and are shifting to digital-first mindsets. This approach helped boost their operations and customer experiences.
The software development sector is constantly expanding, creating a plethora of opportunities for organizations, startups, and entrepreneurs. We provide valuable information that helps you in software development for your business.
Designing a Results Driven Digital Strategy: Customers and Corporations’ Digi...Fabio Mittelstaedt
This document discusses designing a results-driven digital strategy for corporations. It argues that digital strategies are now a top priority for strategic planning as disruptive digital business models become the new normal. A digital strategy can transform a company by joining business, operations, and technology around a shared digital vision. A key part of a digital strategy is improving digital customer experience maturity by deeply understanding customer needs and journeys. However, achieving high digital customer experience is challenging as it requires constant change and adaptation to how customers interact with new technologies. Personalization is also increasingly important, such as using data analytics to provide personalized offers and advice to customers in real-time. A digital strategy must be omnichannel but will likely prioritize mobile experiences as they
Hey, have you heard about the latest tech trends to keep an eye on in 2024? From artificial intelligence to blockchain, there's a lot of exciting stuff happening in the world of technology. If you want to stay ahead of the curve, it's worth checking out some of the emerging trends that are set to shape the future. Get ready for a wild ride!
The document discusses emerging technologies that will reshape businesses in 2018. Some key points:
- Technologies like AI, IoT, blockchain, and APIs will fundamentally change customer experiences, business operations, and workforce models.
- Companies must rethink their strategies and digital capabilities to meet rising customer expectations of seamless, personalized experiences across all channels.
- Data management and master data governance will be critical as more data sources proliferate. AI can help automate data management.
- Adopting emerging technologies like IoT, blockchain, and software-defined services can improve efficiency but also requires new technology architectures and integration approaches.
- Overall businesses must be prepared to "rethink their future role" and
Digital Enterprise Architecture: Four Elements Critical to Solution EnvisioningCognizant
For the digital enterprise, architecture of all varieties must evolve strategically in step with technological capabilities and business imperatives. Such a multidimensional approach includes automation, AI, analytics, big data management and digitization as a holistic phenomenon.
Governança de TI em um mundo cada vez mais hiperconectadoCezar Taurion
The document discusses the challenges of IT governance in an increasingly hyperconnected society. It notes that technology is becoming pervasive and ubiquitous, with a new generation that has grown up with social media and constant connectivity. This hyperconnected world requires new approaches to work and doing business in real-time. It also discusses the rise of mobile computing, big data, and how digital transformation is impacting organizations and requiring new business strategies and IT solutions.
This document discusses strategies for scaling up Internet of Things (IoT) initiatives from pilots to an industrial scale. It argues that full IoT value cannot be realized by connecting just a few devices, and that organizations need to focus on how these technologies can impact business strategies. The document outlines some of the challenges of scaling up IoT initiatives, including dealing with large amounts of data, complex integration requirements, and ensuring solutions work across diverse physical environments. It provides recommendations for overcoming these challenges, such as focusing on underlying business problems, understanding how IoT can amplify value across a product's lifecycle, considering the physical context where devices will be deployed, and realizing that successful large-scale IoT initiatives require partnerships across different areas
Similar to 2020 Customer Experience in Digital Trends in Retail (20)
En la Edición del 5.º aniversario, encontrarás los consejos más
novedosos para lograr lo siguiente:
Aprovechar tu perfil al máximo
• Interactuar con tus seguidores en LinkedIn
• Ampliar el alcance de tu marca promocionándote
a través de tus empleados
También encontrarás información sobre los últimos productos de
LinkedIn Marketing Solutions, entre ellos:
• LinkedIn Matched Audiences (contenido, sitio web y Account Targeting)
• LinkedIn Audience Network
• LinkedIn Display Ads programados
• LinkedIn Sponsored Video y anuncios en carrusel
• Etiquetas LinkedIn Insight Tag
• Información detallada de LinkedIn sobre
tu sitio web
• Formularios de generación de leads de LinkedIn
• La nueva experiencia de los grupos de LinkedIn
Nike maintained its position as the world's most valuable apparel brand, with its brand value increasing 16% to $32.4 billion. Zara moved into second place, surpassing H&M which fell to fourth due to struggles with excess inventory. Uniqlo saw the largest growth of any top 10 brand at 48% as its international expansion succeeds. Rolex had the strongest brand rating in the sector with an elite AAA+ score, demonstrating luxury brands' focus on brand strength.
La Transformación Digital está en ti:
Tras más de 15 años digitalizando empresas en diversos sectores, he tenido la oportunidad de dar ponencias sobre tendencias digitales en Pharma para grandes compañías como Pfizer, formar a los equipos de IT de ROCHE y diseñar los programas formativos de los equipos de marketing, ventas y médica de Lilly España. Cada una de estas empresas, a pesar de pertenecer a una misma industria, demandaban la creación de un proyecto adhoc, que sólo se consigue empezando por un cambio cultural de compañía, de personas. Y tras todas estas gratas experiencias esta es la conclusión a la que llego siempre: sólo tú puedes ser el motor del cambio. Nuestra rutina diaria, muchas veces, no nos deja espacio para pensar que cada acción que hacemos frente a un paciente, con nuestros compañeros o con nuestros colaboradores de la industria hace que estos nos miren de forma expectante percibiendo nuestro grado de profesionalidad.
An overview of our progress in addressing
12 global grand challenges as a community of
global innovators, leaders, learners, and doers.
By Singularity University
At SU, we’ve come to realize that the narrative arc is a critical
tool in overcoming barriers to change and a status quo bias. We
therefore seek to create a credible vision for a future where global
grand challenges are solved, and scarcity is transformed into
abundance—a story of the future that is so engaging and inspiring
that it compels us to action.
In order to chart a path to this future we wish to co-create, we must
also have a clear understanding of the world we’re living in now.
That’s why we’ve produced this report on the state of the global
grand challenges.
In this report, you’ll find a compelling look at each of the twelve
global grand challenges (GGCs). We start out with a frank
assessment of each challenge and our collective progress to date
in solving it. We discuss the key technologies that are converging
to enable solutions and highlight some promising innovations
coming out of the SU community. We end each chapter with some
suggested ways you can become part of the solution and point you
to resources for further exploration and inspiration.
I hope this report will motivate you to take action. There are so
many ways you can get involved, and we hope you’ll find your own
pathway from idea to impact. And if you’d like a partner on that
journey, we’re here and eager to talk!
VIA: Rob Nail
CEO & Associate Founder
Singularity University
Instagram is the fastest growing social network in 2019, continuing its phenomenal expansion in 2017 and 2018. Its older sibling, Facebook, may still have the largest user base, but Instagram is rapidly catching up. One notable difference is that Instagram is beloved by the young, whereas that demographic are now leaving Facebook because they perceive it as now being for their parents.
In mid-2018 Instagram announced that it had reached 1 billion monthly active users, and is now well on its way to the second billion. These users post 95 million photos and videos per day, along with uploading 400 million Instagram Stories a day. Instagram users “like” an incredible 4.2 billion posts every day.
Instagram has genuinely become the powerhouse platform of late, particularly amongst younger social networkers and influencers.
via: influencer marketing hub
Via: Retail Customer Experience
As our 2016 Retail Future Trends Report revealed, 2016 was once again a year of innovation amid a
competitive time for retailers that are online, offline and moving into the omnichannel realm. Mobile,
as well as data analytics and Internet of Things (IoT), hit home with retailers striving to drive a better
customer experience.
Consumers still are focused on a retailer’s website for product research; however, as this Top 100
report illustrates, they’re also increasingly using smartphones and other mobile devices.
The trends data revealed 35 percent of consumers believe it is very important for a retailer to have
both a brick-and-mortar and online presence. That consumer expectation may be a big reason
Amazon, which again took home the top honor in this Top 100 survey, is moving into the brick-andmortar
realm after over two decades of pure e-commerce strategy.
Un 37,7% de los españoles lo considera su equipo principal para acceder a internet y un 92,8% lo utiliza habitualmente para acceder a la red.
Móviles
El 66% de la población mundial ya cuenta con móvil, mientras que internet tiene una penetración tan solo del 50%. España lidera el ranking mundial en penetración con un 88% de usuarios únicos.
El móvil es el dispositivo más utilizado en España para acceder a internet, usado ya por el 94,6% de los españoles.
Tablets
Las ventas de tablets están cayendo en todo el mundo y el mercado tiende a estancarse. Pese a ello, en España la tasa de penetración de las Tablets supera el 75%.
El tiempo dedicado a la Tablet a diario también cae frente a 2015.
Dispositivos conectados y wearables
El número de dispositivos conectados crecerá un 23% al año hasta 2021 alcanzando los 16.000 millones en el mundo y los 75.44 millones en 2025.
El interés de los españoles por los dispositivos conectados parece haber disminuido. Aún así, la casa inteligente (75%) y el coche (73,4%) son los dispositivos que generan un mayor interés, seguidos con un 51% de las pulseras inteligentes.
El Internet de las cosas parece ser actualmente muy importante para los directores de marketing. Un 74% lo considera como bastante o muy importante para el marketing.
INCLUIDO EN EL ESTUDIO
1.- Oportunidad de la digitalización
la transformación digital podría implicar un incremento de 120.000 millones de euros
en los sectores analizados para el año 2025.
2.- Posición de partida
en lo que respecta a nivel de digitalización (tanto individual como empresarial) España se sitúa por debajo de la media europea y fuera del top 40 mundial.
3.- Gap entre oportunidades y madurez digital
pese a la percepción positiva de los impactos de la digitalización existe un importante gap de madurez digital.
4.-Diferencias sectoriales muy relacionado con su contexto y la naturaleza de su actividad se observan diferencias claves entre sectores (estrategia, medios, cultura, formación).
5.-Principales barreras
la resistencia al cambio y el coste son los principales obstáculos al proceso, seguidos por la falta de competencia y de oferta adaptada al mercado.
6.-Retos futuros
A nivel empresarial la definición de la estrategia y el cambio cultural, a nivel asociativo la coordinación y representación efectiva y a nivel Administración inversión y formación.
7.-Acción coordinada el desafío de la digitalización exige una actuación coordinada de la Administración, las organizaciones sectoriales y la empresa privada.
El documento presenta las tendencias digitales más importantes para los próximos 5 años según Manu Guedes, incluyendo PYMES 2.0, Sostenibilidad 2.0, Peer Power y One Touch. El documento también discute temas como la transformación digital de las PYMES, el aprendizaje de inglés a través de la música, y soluciones digitales sostenibles y accesibles para los consumidores.
El documento resume los resultados de una encuesta realizada en 25 países sobre los hábitos de compra online de los consumidores. En España, sólo el 19% compra online al menos una vez por semana, frente al 29% global. Aunque España tiene alta penetración de smartphones, el 55% nunca ha comprado por móvil. Los españoles usan internet para buscar información de productos pero prefieren las tiendas físicas para comprar. La seguridad es una preocupación que frena las compras online.
Un estudio reciente del Boston Consulting Group (BCG) ha revelado que los editores que aprovechan por completo la oportunidad programática, que crece rápidamente, obtienen unas ganancias económicas medidas y una mejor posición en el mercado a largo plazo.
BCG completó recientemente un estudio global realizado entre 25 editores y aplicado a una serie de segmentos para entender mejor la contribución de la programática a los resultados finales de un editor.
Los resultados indicaron que los mejores editores que utilizan la programática de forma estratégica superan el promedio del mercado, lo que genera un porcentaje elevado de ventas programáticas a la vez que aumenta los CPM generales. Utilizan la tecnología con efectividad para operar de forma más eficaz y aumentar los ingresos y los márgenes.
En el informe se describen las cuatro mejores prácticas que los principales editores aplican para crear su sólido camino hacia los beneficios.
La audiencia online desde dispositivos móviles supera a la audiencia de desktop en España, llegando a los 21,7 millones de usuarios al mes.
Cataluña es la Comunidad con mayor proporción de población online en España, con un 18% de penetración.
La audiencia total de vídeo online española consume 383 horas de videos de contenido y 7 horas de anuncios al mes.
Key insights from the Forrester report by Kerry Bodine and Moira Dorsey. Forrester defines customer experience as how customers perceive their interactions
with your company. Executives don’t get to decide how customer-centric their
companies are — customers do.
Whether business-to-consumer (B2C) or business-to-business (B2B) — or productor
service-focused — every company in every industry can leverage great customer
experiences for business gain. Customer experience has always been important.
This document provides tips and best practices for optimizing a hotel's presence on TripAdvisor. It discusses the importance of TripAdvisor to the hospitality industry and how to update property details, add photos and videos, manage reviews, and use widgets. It also offers tips for earning positive reviews through both proactive and organic approaches. Specifically, hotels can ask guests to review at departure, hand out review cards, display TripAdvisor logos, send post-stay emails, or include reviews in guest surveys. The most effective way to generate reviews is by delighting guests through exceptional service so they feel compelled to share their experience.
20´ no son suficientes para ser estratega. Pero después de contarte la Teoría del Reloj de Arena para estrategas digitales verás a tu target de otra forma, querrás hasta casarte con él! Las marcas han y están pasando por una transformación digital impetuosa y muchas creen que a golpe de talonario se convencen a los usuarios en redes sociales; cuando son tweets para hoy y unfollows para mañana. En 20´saldrás de esta ponencia con las ideas claras de hacia dónde y de qué manera enfocar tu estrategia en Redes Sociales.
El documento presenta una introducción al neuromarketing, una disciplina emergente que aplica técnicas de neurociencia para estudiar el comportamiento del consumidor. Resume que el neuromarketing permite comprender los procesos cerebrales subyacentes en la toma de decisiones de compra, identificando patrones de actividad cerebral. También destaca algunas técnicas como entrevistas basadas en imágenes y metáforas para indagar sentimientos e influencias subconscientes.
The document provides an overview of key trends in digital media consumption in the United States from 2000 to 2011 based on Nielsen data. It finds that over the past decade, there has been explosive growth in internet access and time spent on digital platforms. Some of the main points covered include:
- 274 million Americans now have internet access, more than double 2000 levels
- Consumers spend 81 billion minutes on social networks/blogs and 64% of mobile time on apps
- Tablet and smartphone ownership has increased substantially, along with video viewing on these devices
Crimson Hexagon analyzed social media discussions surrounding the launches of Vine and Instagram Video. They found that:
1) Vine initially struggled with a lack of entertaining content and app issues but engagement grew over time, while Instagram Video's launch saw less excitement and more complaints about content.
2) The introduction of Instagram Video impacted Vine by increasing complaints about its content, though some remained loyal to Vine.
3) Both platforms continue to face issues with a lack of entertaining user-generated video content driving negative sentiment.
El documento presenta una introducción a las redes sociales para emprendedores. Explica que la perseverancia es clave para el éxito empresarial y muestra estadísticas sobre el uso de redes sociales en España y en el mundo. Además, describe los usos principales de cada red social y ofrece casos prácticos de cómo empresas han utilizado las redes para crecer. Por último, incluye anexos sobre el consumidor en redes sociales y cómo aprender sobre marketing digital.
It’s no secret that the marketing landscape is growing increasingly complex, with numerous channels, privacy regulations, signal loss, and more. One of the biggest problems facing marketers today is that they’re experiencing data deluge and data drought simultaneously.
Bliss Point by Tinuti addresses these challenges by providing a single, user-friendly platform for measuring what marketers previously struggled to measure. With Bliss Point, you can move beyond simply validating past actions and instead use measurement to guide real-time decision-making on what should happen next.
Join our product experts for a live demonstration of Bliss Point. Discover how it can empower your brand with the tools and insights needed to optimize each channel, across your entire media mix, and your overall brand performance.
The Future of E-commerce: first-hands insights.Solvd, Inc.
According to Statista, revenue in the e-commerce market is projected to reach US$4,117.00bn in 2024. New technologies and methodologies constantly influence how the e-commerce market develops and shapes itsthe future of e-commerce. The main questions are in the air: How can we stay aligned with e-commerce business owners and ensure our engineering services meet their evolving needs?
At Solvd, this question prompted a deep dive into the current e-commerce landscape. Our goal was to get information about the future of e-commerce directly from first-hand sources. In the course of our research, we explored:
- Portrait of respondents.
- Current challenges and pain points of the e-commerce industry.
- Emerging trends and upcoming opportunities.
- Human resource allocation for e-commerce projects.
- Solutions and actionable advice for business owners.
- The role of a reliable partner in problem-solving.
Explore, download, and share invaluable insights made by Solvd!
2020 Customer Experience in Digital Trends in Retail
1. The 2020
Customer
Experience
By proactively addressing three
megatrends reverberating across
the digital terrain, consumer-
facing organizations can deliver
more gratifying customer
experiences while maximizing
the value of service and support
personnel.
Executive Summary
The ongoing digital revolution and the
remarkable rise of the commercial Internet
over the last decade have transformed tradi-
tional business models and empowered
customers to engage at their convenience
with organizations with whom they interact
and transact across multiple channels.
Today, they can browse product and service
options on the go (mobile search), engage
with a live agent (chat/video), resolve issues
through self-service (i.e., chatbots), collabo-
rate with peers to review options (social),
negotiate and make purchases (e-commer-
ce/m-commerce), and have items delivered
directly to their doorstep.
While enterprises have enthusiastically
adopted Digital 1.0 (online, mobile, and
social) and asset-light (cloud-enabled) ser-
vices, the next frontier is Digital 2.0. This is
Cognizant 20-20 Insights | April 2017
COGNIZANT 20-20 INSIGHTS
2. 2The 2020 Customer Experience |
where contextual, intuitive, and experiential engagement occurs across various customer
touchpoints. Following suit, contact centers have evolved from the telephony-centric and
reactive (Contact Center 1.0) processes of the 1990s, to multichannel engagement centers
(Contact Center 2.0) of the new millennium, to today’s archetype. Contact centers are no
longer a post-sales service function; they are at the heart of an organization’s ability to
define and deliver a consistent customer experience. They have transformed into proactive,
agent-less, self-enabling engagement hubs spanning the customer lifecycle – from market-
ing, to sales, and service – what we define as Contact Center 3.0.
According to data from the International Data Corporation (IDC), worldwide spending on
digital transformation (DX) technologies will grow to more than $2.1 trillion in 2019, with a
compound annual growth rate (CAGR) of 16.8% over the 2014 to 2019 forecast period.
Spending on DX technologies in the U.S. will follow a similar trajectory, reaching nearly
$732 billion in 2019.
1
We predict that by 2020, Digital 2.0 technologies, including machine learning, artificial
intelligence, biometrics, and robotic automation will further augment Contact Center 3.0
with innovative, personalized solutions. Enterprises that are flexible and that openly
embrace this model will emerge as masters of the customer experience (CX). But to get
there, consumer-facing companies must become well versed in the three megatrends of
Digital transformation 2.0.
• System convergence for digital efficiencies: The four pillars of digital technologies –
systems of things, systems of intelligence, systems of engagement, and systems of
records – will converge to enable end-to-end digital transformation across customer life-
cycles to provide highly personalized customer experiences.
Cognizant 20-20 Insights
3. • Self-service, the new battlefield of CX: Customers are getting savvier and expect ser-
vice on-the-go. In response, enterprises are rapidly investing in self-serve solutions with
advanced automation capabilities that provide seamless service and do not compromise
the experience. Innovative and disruptive technologies such as machine learning, bio-
metrics, artificial intelligence, and robotic process automation are taking center stage to
re-define traditional engagements.
• Zero-UI: Applying design thinking and experience-driven Zero-UI will shape the way
businesses handle new-age customers across touchpoints – affording hassle-free, real-
time experiences that maximize the CX “wow” factor. Technologies such as virtual and
augmented reality will re-define customer engagements with a simplistic, experiential
interface (UI). (For more on design thinking, read our Cognizant article Human-Centric
Design: Thinking Can Power Creative Problem Solving, Drive Change, Deliver Value.
This white paper explores each of these megatrends in detail, with recommendations on
how consumer-facing enterprises can create and enact strategies that will differentiate
them today and in the years to come.
Cognizant 20-20 Insights
3The 2020 Customer Experience |
4. 4The 2020 Customer Experience |
Cognizant 20-20 InsightsCognizant 20-20 Insights
MEGATREND 1: SYSTEM
CONVERGENCE FOR DIGITAL
EFFICIENCIES
CX and enhanced user engagement are today’s
inescapable business buzzwords. Virtually every
enterprise is examining CX as a critical criterion
for business transformation. One of the key
investment areas under CX for all industries is
technology that provides a holistic digital solu-
tion that cuts across the customer lifecycle.
While many CXOs are investing heavily in digital
enablement projects, many are not. Interestingly,
research finds that:
2
• A full 78% of IT projects fail due to lack of
alignment with business goals and require-
ments.
• Of these projects, 45% are not based on
business objectives.
This tells us that there is little integration among
various operational and strategic components
within the organization. Each runs inde-
pendently – resulting in technology silos.
As enterprises become more customer-centric
and strive to stay close to their consumers, tech-
nology convergence (bringing together systems
that engage, record, and intelligently analyze
data from various sources) grows increasingly
important. We believe that making systems and
related processes more collaborative (as with
any IT-related initiative) requires eliminating
organizational and technology silos and invest-
ing in systems that prepare the organization for
seamless CX. We have grouped these key sys-
tems under four pillars (see Figure 1).
Service
Mangement
CRM
Knowledge
Management
BPM
Content
Management
Artificial
Intelligence
Machine
Learning
Customer
Analytics
Workforce
Optimization
Voice
Social
E-mail
Chat Video
Chat
SMS
BeaconRaspberry
Pie
Wearables
Cloud
BLE Devices
Virtual/
Augmented
Reality
Mobile
SYSTEMS OF
RECORDS
SYSTEMS OF
INTELLIGENCE
SYSTEMS OF
ENGAGEMENT
SYSTEMS OF
THINGS
CUSTOMER
EXPERIENCE
Emotional
Intelligence
Personalization
Journey
Mapping
Robotic Process
Automation (RPA)
Next Best
Actions
Service &
Marketing
Analytics
Customer
360
Marketing
Management
Synchronizing Systems Around the Customer
Figure 1
5. Cognizant 20-20 Insights
5The 2020 Customer Experience |
Cognizant 20-20 Insights
Systems of Engagement
In the age of digital, omnichannel engagement
and contextual conversations are critical for
building and retaining customer loyalty. Systems
of engagement (SoE) support these channels by
enabling two-way communications with custom-
ers throughout the life of the relationship.
Systems of engagement span traditional chan-
nels, such as voice, e-mail, SMS, and fax, along
with “new age” digital touchpoints – chat, video
chat, social, co-browsing, as well as messaging
apps such as WhatsApp – with the purpose of pro-
viding a consistent, satisfying, unified experience
to end customers.
Each customer interaction is automatically routed
to and handled by the appropriate channel/agent.
This involves analyzing complex data, such as
persona traits, demographic information, psycho-
graphic details, interaction history, and other
transactional data.
Customer interactions are mapped across chan-
nels to optimize the communications flow and
assure that customers’ experiences align with the
company’s strategies, and at every encounter.
This further serves to personalize the customer
journey.
Systems of Records
Systems of records (SoR) represent an organiza-
tion’s customer data mart, serving as the
backbone for sales, service, and marketing initia-
tives (customer profiles, purchase transactions,
campaigns, product preferences, service issues,
etc.). SoR form the core data management layer
of an enterprise – providing a complete view of
customer personas, product details, sales and
service history records, purchase preferences,
and order and supply chain data.
Consolidating vital information across the SoR
facilitates a 360-degree view of the enterprise –
helping to create a pool of re-usable data assets
around people, infrastructure, hardware, and
software. This drives synergies throughout busi-
ness units and standardizes IT operations.
Systems of Things
The Internet of Things (IoT) is growing exponen-
tially. By 2020, analysts expect there to be 50
billion connected devices globally. Device manu-
facturers, OEMs, high-tech companies, and system
integrators are working together to create unique
solutions, products, and services that enable
machine-to-machine (M2M) and machine-to-hu-
man (M2H) communications to seamlessly share
data across industry ecosystems, triggered by
real-time alerts. Key IoT concepts include:
• More devices, systems and things are becom-
ing smarter, embedded with the ability to
engage users. Systems of things (SoT) lever-
age technology enhanced by data assimilation
and analysis at all levels.
• Man and machine convergence, enabled via
SoT, is known as “connected life,” and is rap-
idly disrupting all industries, with new use
cases emerging daily.
In the age of digital, omnichannel
engagement and contextual conversations
are critical for building and retaining
customer loyalty.
6. 6The 2020 Customer Experience |
QUICK TAKE
Improving Wellness with the IoT
Patient monitoring and real-time diagnosis is crucial in the healthcare industry. One of
our clients – a leading healthcare provider in the U.S. – wanted to leverage the power of
the Internet of Things to provide proactive patient care and remote diagnostics.
We prototyped a solution for the “mother care” segment by embedding sensors in
devices – enabling them to collect patient vitals such as blood pressure, temperature,
and glucose levels in real time.
Our PaaS solution, built on Microsoft Azure, assimilates processes and transmits
information to doctors immediately and seamlessly – helping to reduce emergency care
rates by 32%, and improving patient care satisfaction by over 70%.
Cognizant 20-20 Insights
7. QUICK TAKE
Applying Machine Learning
to Personalize Campaigns
for a U.S. Insurer
A large U.S.-based insurance company was facing challenges in customer
acquisition; the digital campaigns executed over e-mail and SMS were
not delivering the expected outcomes. We reviewed the company’s lead-
management process and found that the customer segments were too
fragmented, and driven by a “one- size-fits-all “approach for CRM campaigns.
We integrated the insurer’s campaign execution engine with the IBM
Watson machine learning platform’s self-evolving decision tree algorithms
to perform real-time customer profiling, micro segmentation, and real-time
multichannel campaign delivery. The result was a 20% improvement in lead
conversion rates, and a 32% upturn in campaign click rates.
7The 2020 Customer Experience |
Systems of Intelligence
As SoE, SoR and SoT come together, systems of
intelligence (SoI) process and derive insights from
data across these interconnected systems. As
such, SoI serves as the brain behind the con-
verged systems ecosystem. SoI encompasses
advanced analytics and learning platforms for
processing the various intelligence inputs that are
active across the customer lifecycle. Systems of
intelligence consist of:
• Artificial intelligent platforms with “built-in”
capabilities for personalizing self-service,
such as natural language processing, speech
recognition, and virtual assistance.
• Machine learning technologies with advanced
self-learning capabilities help enterprises exe-
cute next-best actions, such as interactive
routing, channel orchestration, and dynamic,
real-time campaigns/offers.
• Emotionally intelligent cognitive systems that
can capture real-time customer emotions
across channels (voice, chat, e-mail, video)
enable companies to have informed, empa-
thetic conversations with customers.
Cognizant 20-20 Insights
8. 8The 2020 Customer Experience |
MEGATREND2: SELF-SERVICEIS
THE NEW BATTLEFIELDOF CX
Today’s consumers are time-challenged. They
are experts in multitasking, and want superior
customer service on the go, at the place and
time of their choosing. For them, experience
matters more than cost. Customers no longer
want to remember passwords and PINs or wait
on long calls for agents to answer their queries.
Similarly, enterprises don’t want their agents’
time consumed by mundane inquiries. They want
them to handle priority calls from loyal custom-
ers, and route routine calls to other channels or
automated responders. Basically, intelligent
machines are becoming “super agents” that can
take care of simple inquiries so human talent can
focus on more complex and constructive tasks.
Introducing self-service capabilities in contact
centers can empower customers to “do it your-
self” – saving time and money in training and
supporting agents. Self-service is gaining trac-
tion. We believe the future is all about managed
self-services – integrating traditional and self-
serve technologies across channels to afford
seamless customer interactions and a consis-
tently satisfying customer experience at every
touch point.
In a well-equipped self-serve environment, key
metrics tracked in contact centers, such as aver-
age handling time (AHT), first contact resolution
(FCR) and customer satisfaction (CSAT), all
demonstrate an upward trend.
Self-serve technologies that move businesses in
this direction include:
• Biometrics: An enhanced security and fraud
prevention technology that uses biometrics
has been adopted across industries, including
banking and financial services, insurance, and
telecom. It enables customers to authen-
ticate/validate their identities using non-imita-
ble biometric characteristics, such as voice, iris
(eye retina), vein patterns, and brain waves.
This not only helps reduce fraud; it also relieves
customers from having to remember conven-
tional passwords and PINs.
Biometrics has been shown to:
3
»» Generate $15M+savings over a three- year
period.
»» Achieve 95% first-time authentication
rates.
»» Reduce contact center fraud up to 10
times.
»» Attain 80% faster authentication – just
five seconds.
For example, imagine banking customers with-
drawing money from ATMs simply by looking at a
camera that detects their unique retinal patterns
Cognizant 20-20 Insights
In a well-equipped self-serve environment, key metrics tracked in
contact centers, such as average handling time (AHT), first contact
resolution (FCR) and customer satisfaction (CSAT), all demonstrate an
upward trend.
Customers no longer want to remember
passwords and PINs or wait on long calls
for agents to answer their queries.
9. 9The 2020 Customer Experience |
QUICK TAKE
Biometrics at a UK Bank
One of our leading financial services clients in the UK was experiencing
customer churn and high attrition rates in its contact center. The company
was using a legacy interactive voice response (IVR) system with long call
flows, redundant nodes, and branches. The average time to authenticate
using DTMF-based PINs followed by manual agent verification was running
at a high 74 seconds – taxing customers’ patience.
We helped the company transform its customers’ experience and modernize
its contact center. One aspect involved updating the authentication process
with a voice biometric solution that only required customers to speak (free
flow) to authenticate. The system uses an individual’s pitch, tone, accent, and
speech rhythm to authenticate – a capability that has helped reduce fraud
and improve the overall customer experience. The company saved more than
$5 million a year in IVR infrastructure costs, improved customer satisfaction
scores (CSAT) by 74%, and reduced the time to authenticate to nine seconds.
to determine their credentials and accounts. This
would eliminate millions of calls that would other-
wise require customer agents to assist in PIN
resets or “Forgot Password” queries.
• Chatbots/virtual agents: Chatbots and vir-
tual assistants (VAs) are intuitive, automated,
intelligent self-learning platforms that are com-
patible across devices and can be personified
as customized avatars for automated and con-
textual engagement with customers. Benefits
of virtual assistants include time saved com-
municating with customers, agent productivity
improvements, increased channel containment
rates, and elevated user engagement.
Consider a major global insurer that deflects
millions of calls received each year – for plan
extensions, policy renewals, and new enroll-
ments – to a chatbot. Not only are customers
highly satisfied with the increased speed and
accuracy per transaction; agents are relieved
of rote, repetitive work and are free to focus
on higher-value interactions and transactions.
• Emotionally intelligent bots (EmoBots):
These are the next big thing in this space.
EmoBots will be able to understand a custom-
er’s emotional state in real time and bring in
appropriate support – all while maintaining
the context of conversations.
• Actionable insights via voice UI-enabled
personal assistants: Voice is the new inter-
face. Conversationally intuitive devices and
applications are transforming H2M (humans
to machine) engagements. Devices such as
Amazon’s Alexa (Echo), Apple’s Siri, and Goo-
gle Speech are taking the user experience to
new levels. They are instinctive, interactive,
Cognizant 20-20 Insights
9The 2020 Customer Experience |
10. 10The 2020 Customer Experience |
and can take questions from users to activate
orders and simplify daily interactions within
enterprises and across business units. They
can integrate with external applications using
APIs to build a two-way communication chan-
nel to accomplish any complex task in the
digital and physical world through natural dia-
log. Now, users can book a cab, check in for
their flight, receive reminders of their favorite
TV shows – even check operational and busi-
ness KPIs in real time by asking Alexa. It
couldn’t be easier.
Consider a diabetic patient who worries about
running out of her prescribed medications.
Manually watching re-stocking levels and
orders using the Web or mobile devices is
inconvenient, and she wishes she had a simpler
solution. Alexa is a perfect alternative – able to
execute orders, send re-order reminders, make
payments, and receive confirmations using
SMS/voice commands spoken directly into a
mobile device.
MEGATREND3: ZERO-UI
DESIGNTHINKING
It is now critical for enterprises to understand
end-user experiences in order to deliver
hyper-personalized solutions. Design thinking
refers to an organization’s ability to develop and
deliver services with an “outside-in” view of their
customers’ challenges. With their invisible user
interface and interactions triggered through nat-
ural gestures, Zero-UI solutions are accelerating
the next generation of CX.
How many times have you stood on a roadside
wondering what went wrong when your car
broke down midway to your destination? How
many times have you wished you could try out
an item in the new apparel line on display in an
e-store before actually buying it? And how many
times have you wished you could have the expe-
rience of attending a class in an actual lecture hall
whiletakinganonline course? Organizations need
to instill design thinking and begin to provide
proactive, experience-led, zero-UI-driven solu-
tions to keep pace with the digitally-charged
world. Technologies that enable these capabili-
ties include:
• Augmented reality: AR works by augmenting
real-world objects and scenarios with com-
puter animations and algorithms using sound,
video, and graphics. It renders real-world infor-
mation and presents it in an interactive way so
that virtual elements become part of the real
world. Users can touch, examine, and experi-
ence things by wearing specially equipped
glasses before actually handling the object.
»» For example, a real-estate project manager
monitoring construction work on a building
can use augmented reality to check com-
pletion status, review layout designs, and
spot irregularities. Allheneeds to do is point
his mobile phone camera – equipped with
pre-set AR markers – at the site, thus reduc-
ing paperwork and manual supervision.
• Virtual reality: VR works by creating an “any-
time/anywhere” audio-video representation of
an alternate “world” in front of the user’s eyes
through a combination of technologies, such
as M2M, IoT, sensors, mobile devices, or VR
headsets. Users can thus experience “other-
world” scenarios while sitting on their couches.
»» For instance, travelers can enjoy a 3-D
holistic view of locations, experience the
scenic beauty, touch the real-life flora and
fauna, and decide where to vacation using
a combination of Internet-enabled objects,
VR devices, motion sensors, and cameras in
the local shop of a boutique travel planner.
As time progresses, human touch, as well as hand
and body movements, are going to re-define the
zero-UI concept. Soon, our homes, vehicles, med-
ical devices, and ATM kiosks will become more
user-friendly – able to understand and react to
any form of human interface – making our lives
simpler, and elevating CX to the next level.
Cognizant 20-20 Insights
11. Cognizant 20-20 Insights
11The 2020 Customer Experience |
QUICK TAKE
Customer Self-Service via a
Chatbot for a Leading U.S. Bank
A leading U.S. bank was experiencing unusually high call volumes in its contact
centers – frustrating agents, and taking them away from more critical tasks to
handle routine queries, such as checking a customer’s bank balance, payment
due dates, and transaction summaries.
To rectify the situation, the bank wanted to reduce call volumes, enable
channel deflection to web/mobile, and make agents’ jobs easier.
As a preferred digital transformation partner, Cognizant was brought in to
consult with the bank to identify a solution. In late 2016, after assessing the
bank’s IT and business environments, we developed a custom-built Chatbot
(for web & mobile) on the MS stack using the Microsoft Bot framework and
Microsoft Cognitive Services for the retail banking unit. Within three months,
the bank reduced phone and e-mail support requests by 28%, and achieved
adoption rates of 36% with an 84% FCR (first contact resolution).
Cognizant 20-20 Insights
12. 12The 2020 Customer Experience |
LOOKING FORWARD
We suggest that forward-thinking companies
take into account the following CX planning
assumptions to stay in step with and ahead of the
competition:
• A unified CX strategy is essential. It is time
for consumer-facing businesses to applydigital
thinking and technologies to their sales, service,
and marketing strategies rather than treating
them as independent aspects. Although these
activities are converging in customers’ eyes,
technology and business processes must
adapt faster to stay afloat.
• Identify user narratives across the cus-
tomer lifecycle. Putting on their hat and
investing in the right solutions to provide a
seamless, simplified experience is crucial.
This is the single CX mantra, which can help
enterprises strengthen customer relation-
ships, drive loyalty, enrich brand equity, and
improve the top line. Our advice: Invest and
reap the benefits.
The stage is set for transformation. All the solu-
tions discussed in this white paper are well into
the mainstream, and adoption is accelerating at
a rapid pace. But the revolution has just begun.
Technologies that truly belong to the next gen-
eration, such as video analytics, 4-D printing,
gesture controls, persona-based interactions,
and motion recognition are moving forward as
proofs of concept and are emerging across
industries. We believe the transformation has
just begun.
As time progresses, human touch, as well
as hand and body movements, are going to
re-define the zero-UI concept.
Cognizant 20-20 Insights
13. 13The 2020 Customer Experience |
Cognizant 20-20 InsightsCognizant 20-20 Insights
FOOTNOTES
1
www.wired.com/2016/08/google-wireless-faster-route-home/
2
www.wired.com/2016/01/facebook-zuckerberg-internet-org/
3
The percentage of customers who reported switching providers at least twice a year was 10% in 2013, 13% in 2014, and 17%
in 2015. www.cognizant.com/whitepapers/quality-of-experience-in-a-digital-world-a-csp-action-plan-for-millennials-and-be-
yond-codex2072.pdf
REFERENCES
• http://www.alexa.com/
• http://www.forbes.com/sites/christinecrandell/2016/10/23/chatbots-will-be-your-new-best-friend/#632db71a4ec6
Ashwin Anand
Customer Experience
Consultant
Venugopal Murali
Prabhu
Global Contact Center
Head
Ashwin Anand is a Customer Experience Consultant within
Cognizant’s Enterprise Application Services’ CRM Practice. He
has more than eight years of in-depth experience in CX strategy,
technology consulting, business case creation and business devel-
opment in the customer experience space of CRM and contact
centers. He holds an M.B.A. in Marketing from NMIMS, Mumbai. He
can be reached at AshwinP.Anand@cognizant.com.
Venugopal Murali Prabhu heads Cognizant’s Enterprise Application
Services’ Contact Center sub-practice within the CRM Practice. He
has more than 17 years of experience serving customers across the
banking and financial services, retail, healthcare, communications
and insurance spaces. He holds a master’s degree from BITS Pilani.
He is an innovator by heart, and has led highly efficient teams to
innovate solutions around the CX space. His innovations harness
the latest technology elements, including AI, ML, NLP, Conversa-
tional Interfaces, Chatbots, Deep Learning, Customer Journeys,
Obfuscating, Emotions, AR/VR, and IOT. He has also published
another white paper around the Connected Customer Experience,
which can be found at: www.cognizant.com/InsightsWhitepapers/
insights-to-deliver-a-connected-digital-customer-experience-co-
dex1212.pdf. He can be reached at Venugopal.MuraliPrabhu@
cognizant.com.
ABOUT THE AUTHORS
Note: All company names, trade names, trademarks, trade dress, designs/logos, copyrights, images
and products referenced in this white paper are the property of their respective owners. No company
referenced in this white paper sponsored this white paper or the contents thereof.