Globally, for every $100 a woman makes, a man makes $258. Our research identifies three powerful ways to help close this pay gap if business, government and academia provide critical support—and their combined impact is extraordinary.
We also partnered Femina in Indonesia to conduct a focus group discussion with women respondents to complement the global quantitative data.
Our annual Technology Vision report predicts the top technology trends that we believe will have the biggest impact on large enterprises.
This year, Technology for People isn’t just a theme, it’s a call to action. Business and technology leaders must actively design and direct technology to augment and amplify human capabilities – allowing us to achieve more for ourselves and the world around us. No longer are we waiting and wondering how the latest advances will change things; we’re shaping the world to fit our needs, large and small.
Malaysia’s Digital Performance Index: Faster Than Ever Accenture ASEAN
Accenture conducted an evaluation of top Malaysian public listed companies across nine industries, using a well-established tool called Accenture’s Digital Performance Index (DPI) that has already been deployed across 42 countries in the world
With the findings, Accenture has identified areas for urgent acceleration and outlined five key imperatives that will put the country on track to digital success. To realise its digital dreams, Malaysia must move quickly and decisively to accelerate both digital adoption and transformation.
We focus on finding new ways to apply technology and invention to create a positive and lasting impact for people and communities. Our 2017 Corporate Citizenship Report explores our goals, progress and performance across our global operations during our most recent fiscal year. Learn more: https://accntu.re/2GBVqoZ
Increasing agility to fuel growth and competitiveness - AccentureAccenture ASEAN
Profitable growth is a strategic priority for most companies. Yet, it is elusive.
Accenture's research examined key challenges to profitable growth. They include:
1) difficulty executing
2) lack of alignment at the executive level
3) operating models don’t flex for growth
4) executives struggle to prioritize growth investments
There are three actions to fuel profitable growth.
Company Culture is Key to Unlocking Gender Equality and Narrowing Pay Gap, New Accenture Research Finds
“Getting to Equal 2018” report identifies 40 key factors that help all people thrive
Our annual Technology Vision report predicts the top technology trends that we believe will have the biggest impact on large enterprises.
This year, Technology for People isn’t just a theme, it’s a call to action. Business and technology leaders must actively design and direct technology to augment and amplify human capabilities – allowing us to achieve more for ourselves and the world around us. No longer are we waiting and wondering how the latest advances will change things; we’re shaping the world to fit our needs, large and small.
Malaysia’s Digital Performance Index: Faster Than Ever Accenture ASEAN
Accenture conducted an evaluation of top Malaysian public listed companies across nine industries, using a well-established tool called Accenture’s Digital Performance Index (DPI) that has already been deployed across 42 countries in the world
With the findings, Accenture has identified areas for urgent acceleration and outlined five key imperatives that will put the country on track to digital success. To realise its digital dreams, Malaysia must move quickly and decisively to accelerate both digital adoption and transformation.
We focus on finding new ways to apply technology and invention to create a positive and lasting impact for people and communities. Our 2017 Corporate Citizenship Report explores our goals, progress and performance across our global operations during our most recent fiscal year. Learn more: https://accntu.re/2GBVqoZ
Increasing agility to fuel growth and competitiveness - AccentureAccenture ASEAN
Profitable growth is a strategic priority for most companies. Yet, it is elusive.
Accenture's research examined key challenges to profitable growth. They include:
1) difficulty executing
2) lack of alignment at the executive level
3) operating models don’t flex for growth
4) executives struggle to prioritize growth investments
There are three actions to fuel profitable growth.
Company Culture is Key to Unlocking Gender Equality and Narrowing Pay Gap, New Accenture Research Finds
“Getting to Equal 2018” report identifies 40 key factors that help all people thrive
Digital ecosystems will be the next big wave of enterprise disruption. Traditional boundaries between industry verticals are fading. The result? Unexpected newcomers are creating market power shifts.
Accenture Getting To Equal 2020 Research Presentation accenture
Accenture's new gender equality report explains differing perceptions on inclusive workplace culture & how leaders can drive a culture of equality. Read more.
By taking a ‘rapid-fire’ directional approach, public service organizations can quickly identify key issues and insights that reveal new potential value or even suggest a beneficial change in strategic direction. Learn more about Unplanned Analytics and the FASTT Methodology
Harnessing Revolution: Creating The Future Workforceaccenture
The very concept of work is being redefined as different generations enter and exit the workforce amidst a rapidly changing technological landscape that includes wearables, artificial intelligence and analytics. It is the responsibility of every business leader to reskill their people to be relevant in the future workforce and ready to adapt to change. The leaders who make their people a strategic business priority will be the ones who make the greatest gains in growth and innovation. Learn more about how to prepare for the talent needs of tomorrow, today and explore the research of 10,000+ working people across 10 countries at: http://www.accenture.com/HarnessingRevolution
Driving High Performance Through Finance Workforce Masterycjazh
economic downturn, companies
are readjusting their workforce
priorities.
The preceding, of course, applies
to all workforces but is especially
relevant to the fi nance function.
As it strives to fulfi ll its increasingly
important role in supporting and
guiding the enterprise through
turbulent economic conditions,
the fi nance organization must
rethink how it attracts, retains,
develops and manages its people.
New Rules for Culture Change – Accenture Strategyaccenture
Digital disruption is sweeping across all industries and few organizations can afford to stand still. Yet many businesses overhauling their strategies have encountered a major stumbling block: their internal culture.
Understanding what drives culture change can make all the difference between transformations that fail and those that succeed.
View recommendations on how you can support your business strategy with successful cultural change.
We focus on finding new ways to apply technology and invention to create a positive and lasting impact for people and communities. Our 2017 Corporate Citizenship Report explores our goals, progress and performance across our global operations during our most recent fiscal year. Learn more: https://accntu.re/2GBVqoZ
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Leading In The Spotlight 2016 Accenture Strategy C-Suite Surveyaccenture
2016 Accenture Strategy survey – Leadership in the age of radical transparency
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Investments in Training on the Rise by US Businesses—Infographic accenture
The Accenture 2013 Skills and Employment Trends Survey: Perspectives on Training research surveyed 400 executives at large US businesses to assess hiring, staffing and training strategies.
In this presentation we will discuss what the state of the construction economy and employment will look like in 2017. Learn what your business can do about it and how to come up with a game plan.
Making the Personal Possible - Innovating Social Services Through Emerging Te...accenture
Social services agencies are reassessing how best to deploy their people, what processes to change and where to invest in technology. Growing numbers are recognizing that emerging technologies, such as predictive modeling and intelligent automation, can free up their workforces to provide more personalized experiences.
Increases in capital and labor are no longer driving the levels of economic growth the world has become accustomed to and desires. Fortunately, a new factor of production is on the horizon, and it promises to transform the basis of growth for countries across the world.
Accenture analyzed 12 developed economies and found that AI has the potential to double their growth rates by 2035.
Digital ecosystems will be the next big wave of enterprise disruption. Traditional boundaries between industry verticals are fading. The result? Unexpected newcomers are creating market power shifts.
Accenture Getting To Equal 2020 Research Presentation accenture
Accenture's new gender equality report explains differing perceptions on inclusive workplace culture & how leaders can drive a culture of equality. Read more.
By taking a ‘rapid-fire’ directional approach, public service organizations can quickly identify key issues and insights that reveal new potential value or even suggest a beneficial change in strategic direction. Learn more about Unplanned Analytics and the FASTT Methodology
Harnessing Revolution: Creating The Future Workforceaccenture
The very concept of work is being redefined as different generations enter and exit the workforce amidst a rapidly changing technological landscape that includes wearables, artificial intelligence and analytics. It is the responsibility of every business leader to reskill their people to be relevant in the future workforce and ready to adapt to change. The leaders who make their people a strategic business priority will be the ones who make the greatest gains in growth and innovation. Learn more about how to prepare for the talent needs of tomorrow, today and explore the research of 10,000+ working people across 10 countries at: http://www.accenture.com/HarnessingRevolution
Driving High Performance Through Finance Workforce Masterycjazh
economic downturn, companies
are readjusting their workforce
priorities.
The preceding, of course, applies
to all workforces but is especially
relevant to the fi nance function.
As it strives to fulfi ll its increasingly
important role in supporting and
guiding the enterprise through
turbulent economic conditions,
the fi nance organization must
rethink how it attracts, retains,
develops and manages its people.
New Rules for Culture Change – Accenture Strategyaccenture
Digital disruption is sweeping across all industries and few organizations can afford to stand still. Yet many businesses overhauling their strategies have encountered a major stumbling block: their internal culture.
Understanding what drives culture change can make all the difference between transformations that fail and those that succeed.
View recommendations on how you can support your business strategy with successful cultural change.
We focus on finding new ways to apply technology and invention to create a positive and lasting impact for people and communities. Our 2017 Corporate Citizenship Report explores our goals, progress and performance across our global operations during our most recent fiscal year. Learn more: https://accntu.re/2GBVqoZ
Helping people to be ‘net better off’ with Accenture + WorkdayAccenture Technology
Discover how Accenture and Workday can help seamlessly evolve with your organization and position it as a driver of business growth. Read more: https://accntu.re/34wlYU0
Leading In The Spotlight 2016 Accenture Strategy C-Suite Surveyaccenture
2016 Accenture Strategy survey – Leadership in the age of radical transparency
In August 2016, Accenture Strategy surveyed over 350 C-suite level executives in eight geographies: Australia, Brazil, France, Germany, Italy, Japan, United Kingdom, and United States. We wanted to understand how leaders view the increased business transparency posed by digital technologies both now and in the future. Learn more about this topic by reading our latest thinking.
Investments in Training on the Rise by US Businesses—Infographic accenture
The Accenture 2013 Skills and Employment Trends Survey: Perspectives on Training research surveyed 400 executives at large US businesses to assess hiring, staffing and training strategies.
In this presentation we will discuss what the state of the construction economy and employment will look like in 2017. Learn what your business can do about it and how to come up with a game plan.
Making the Personal Possible - Innovating Social Services Through Emerging Te...accenture
Social services agencies are reassessing how best to deploy their people, what processes to change and where to invest in technology. Growing numbers are recognizing that emerging technologies, such as predictive modeling and intelligent automation, can free up their workforces to provide more personalized experiences.
Increases in capital and labor are no longer driving the levels of economic growth the world has become accustomed to and desires. Fortunately, a new factor of production is on the horizon, and it promises to transform the basis of growth for countries across the world.
Accenture analyzed 12 developed economies and found that AI has the potential to double their growth rates by 2035.
As technology continues to forge pivotal changes in banking, it is also offering banks a perfect, though small and closing, window to a thriving digital future. Banks need to use today’s technology as a catalyst to shape the future of the industry. See how in the Banking Technology Vision 2017.
Reigniting APAC growth through improved traditional trade performance - Accen...Accenture ASEAN
How can CPGs significantly grow sales at lower cost in Asia-Pacific? By improving their coverage of traditional trade in emerging markets.
Report highlights:
-- the growth opportunities in emerging markets
-- leveraging traditional trade channels and technology to grow
-- case studies
Screenager++ : Indonesia digital consumer survey 2016 - AccentureAccenture ASEAN
Screenagers own multiple digital devices and have insatiable appetite for real-time information, new experiences, and constant connectivity. And they cut across age groups.
In this report, Accenture surveyed 1,000 respondents in Indonesia and identified five trends in its digital consumer market. They are 1) The multiplier effect, 2) You, me & IoT, 3) Lost in transmission, 4) The way you make me feel, and 5) The brand engagement.
Communications, media and technology companies need to have a profound understanding of this important customer to stay ahead. They need to deliver a safe and unique brand experience, a clear value proposition, and user interaction that meets or exceeds the ever-increasing expectations of screenagers.
See how Artificial Intelligence (AI) plays a wide range of increasingly sophisticated roles in creating better customer interactions at the user interface (UI) in trend 1 of Tech Vision 2017.
Accenture Cloud Platform: Control, Manage and Govern the Enterprise Cloudaccenture
The Accenture Cloud Platform is a multi-cloud management platform that enables organizations to manage all of their enterprise cloud
resources—public and private—and automate and accelerate solution delivery.
Closing the gender pay gap in Singapore_ IWD'17 researchAccenture ASEAN
Globally, for every $100 a woman makes, a man makes $258. Our research identifies three powerful ways to help close this pay gap if business, government and academia provide critical support—and their combined impact is extraordinary.
Five Insights from Studying Teen Views on Tech CareersCompTIA
The IT industry lacks qualified applicants, despite the promise of attractive wages and upward mobility. So when good jobs are available, why don’t more teens consider IT careers? The Creating IT Futures Foundation commissioned research to better understand how teens plan for their futures — including awareness of IT careers, outreach efforts that work best, and the role parents play in decision-making. During BDPA’s Annual Conference, Charles Eaton, CEO, Creating IT Futures, presented the research, along with lessons learned from projects in Chicago that are preparing young people for entry-level IT positions.
New research from global specialist technology recruiter, Greythorn, reveals why more women aren't pursuing a career in IT and what, once there, would make them stay.
In February 2014 Greythorn conducted an in-depth survey of over 140 senior level females working in the IT industry. These findings were collated in February and provide significant insight into the status and views of women in the IT industry.
How to kickstart your learner-centric strategyLaura Overton
How do you help people learn best? By putting them in charge. That’s the thesis of Laura Overton of Towards Maturity and Teresa Rose of E.On Group, who bring together research and experience to demonstrate that a learner-centric approach is not only desirable, it’s a necessity for successful learning at work.
96% of L&D leaders want to increase self-directed learning but we continue to struggle to connect and engage. It's time that L&D worked smarter, to stop blaming their staff for not engaging and to start listening instead.
This practical session will consider how true learning organisations put staff capability at the forefront of their thinking by placing staff at the heart of their strategy. When L&D provide staff with an active voice productivity and engagement flow. Join this interactive panel with Tesco and E.on to find out how to kick start a customer-centric strategy that delivers growth, profit and business transformation:
Challenge your assumptions about how staff really learn
Banish your organisation’s preconceptions about learning
Find out how listening more helps you achieve more
Inject vital evidence to win hearts and minds of managers
Crucial research on the learning voice
leading and managing graduate recruitment and development, including talent management / human resources professionals, career development advisors, service providers and professional associations.
It has been proven that diverse organizations outperform other organizations with a less diverse environment. Gender diversity in India is the major talk in organizations across industries and is witnessing an increase with government initiatives.
Gender Diversity Report 2017 by Recruise India Consulting Pvt Ltd. Sachith Kumar Rai
The 2017 Recruise India Diversity Report provides an overview of workforce diversity profile, key initiatives by some key organistions. Also, understand companies investing in gender-based initiatives and empowering employees to take action.
Diversity is about much more than equal opportunity – it can actually drive business success. But building a diverse community and, in turn, a brand that promotes diversity, takes time. This webcast presentation gives you with the skills to engage diverse talent and build a brand that puts diversity first. It also showcases how Starbucks approaches attracting diverse talent.
Learn more about LinkedIn Talent Solutions: https://lnkd.in/g3NRhUJ
Similar to Closing the gender pay gap in Indonesia_ IWD'17 research (20)
Artificial intelligence: Driving future growth in Singapore- AccentureAccenture ASEAN
Businesses that successfully apply artificial intelligence (AI) could create up to US$215 billion in gross value added (GVA) in Singapore by 2035. Business services, financial services, and manufacturing look set to benefit the most out of the 11 industries studied in Singapore.
To capitalise on the opportunity, the report Artificial Intelligence: Driving Future Growth in Singapore identifies eight key strategies for successfully implementing AI that focus on adopting a human-centric approach and taking bold and responsible steps to applying the technology within businesses and organisations.
Malaysian corporates could become irrelevant in the blink of an eye if they do not react quickly to changes in the digital economy.
Find out how Malaysia can be a nation of disruptors instead of disrupted.
The new energy consumer in Malaysia_Accenture_2017Accenture ASEAN
Electricity and gas markets are experiencing a groundswell of change and disruption. It’s fueling new forms of innovation. It’s giving rise to new routes to consumers. And, it’s enabling new entrants to play in the rapidly expanding energy retail ecosystem.
This disruption is shifting many utilities from large, centrally driven supply companies to distributed and diffused bi-directional energy providers. The time of energy as a commodity is over. It is now about knowing and engaging the whole consumer. Consumers expect providers to care about their individual values and needs.
The New Energy Consumer research program is designed to help utilities understand emerging consumer needs and preferences, to identify new challenges and opportunities and to bring focus to the critical competencies required to succeed in the evolving energy marketplace.
Building, testing and delivering software with speed and agility are essential to compete in today’s dynamic marketplace. Take advantage of new innovations and speed up software development cycles with Accenture Liquid Studio Singapore.
At Liquid Studio Singapore, we work with clients to quickly turn concepts into products, reducing development time from months to days. We offer workshops in innovation and design thinking, emerging tech experimentation and prototyping, and rapid application development.
Digital readiness for customer experience in the airline industry - AccentureAccenture ASEAN
Most airlines have a clear vision for using digital technology to improve customer experience. But they lack the know-how and talent to bring the vision to life.
This Accenture report examines the disruptive impact of digital technology on the airline industry with a focus on customer experience.
The findings are based on in-depth interviews with 25 airline senior executives throughout the world.
Five trends on Indonesian digital consumers - AccentureAccenture ASEAN
Learn what makes the Indonesian digital consumer tick from our report "Everyone's a Screenager".
This Accenture report is especially for clients in the media, communications and technology space.
Indonesian screenagers are a profitable growth area for telcos and device makers that can understand them and cater to their digital demands.
Future of commerce: Understanding Southeast Asian consumers- AccentureAccenture ASEAN
Consumer packaged goods (CPG) companies must embrace digital commerce to win in an estimated US$340 billion worth of market growth in Asia Pacific.
The sales and marketing ecosystem is changing because of a new generation of consumers in Asia and pervasive digital technologies.
Our research shows that consumers in Asia are not satisfied with their purchase journeys. They seek a single platform where they can act on impulse buy decisions, get tailored product recommendations, and are always connected to their favorite brands.
CPG companies need to bridge existing gaps in consumers’ purchase journeys and provide seamless shopping experiences by building their ecommerce capabilities.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
• What is SAP Fiori and why it matters to you
• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
• How SAP Fiori elements accelerates application development
• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
• How SAP Fiori paves the way for using AI in SAP apps
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I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
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One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
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In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
2. RESEARCH RESPONDENTS
2
250 250 400
working
women
working
men
undergrads
Accenture conducted a quantitative study in 29 countries (11 emerging, 18
developed) with a total of 900 respondents in each country
Pay GapDigital Impacting
Advancement
Factors that drive women
to make choices/succeed
in a career path that will
lead to better opportunities
1 2 3
Survey Topics
3. RESEARCH RESPONDENTS
In Indonesia, Accenture partnered with Femina to conduct a Focus Group
Discussion with women only respondents to complement the global quantitative
data
Live in the Jabodetabek Area
Industry: Media, Communication Services, eCommerce, Non Profit
Organization, Geo Science Technology, Telecommunications, Design &
Architecture, Public Service
Experience: 1 – 7 years; 5 - 16 years
Ages 20 – 40 years old
*Divided into 2 groups: Group 1 (20-30 y.o) and Group 2 (30-40 y.o)
3
Group 1 Group 2
4. OUR RESEARCH FINDINGS
Key Findings:
• Factors that influence the pay gap can
vary amongst countries: lack of tertiary
education, employment issues, type of
industry that pays low wage, level/
position, hours of work, and other
factors.
• Women are usually responsible for the
unpaid work (such as child care and
household management). This is a
"hidden pay gap" that became the
economic inequality between men and
women: in which men earn 2.5X ($ 250)
compared to women ($100).
Developed Countries
39%
6%
3%
28%
24%
Emerging Countries
2%
75%
3%
1%
6%
13%
4
5. OUR FGD FINDINGS
Result from FGD conducted by Femina in Jakarta:
There is no pay gap in Jakarta
However…
Respondents agree that being a woman hinders their
career progression at times from being responsible for
the unpaid work, which leads to a “hidden pay gap”
instead of an actual salary difference.
5
6. Digital Fluency
Ignites
Career Strategy
Transforms
Tech Immersion
Accelerates
The extent to which
individuals embrace and use
digital technologies to
connect, learn, work
The need to aim high, having
a proactive approach to
careers, ambition, decide on
informed choices
Opportunity to acquire
greater tech and strong
digital skills
Women have to act on these three key equalizers to help enhance and accelerate
their career and for better gender equality:
The potential impact is dramatic: Combining these three equalizers would reduce
the pay gap by 35% worldwide and add $3.9 trillion to women’s income by 2030
THREE POWERFUL EQUALIZERS
CAN HELP WOMEN ADVANCE AND
CLOSE THE PAY GAP
6
7. 3 EQUALIZERS
DIGITAL FLUENCY IGNITES
7
49%
56%
58%
62%
67%
33%
42%
43%
45%
50%
Digital collaboration tools (e.g., Skype)
Networking on social media
Being able to work from home because
of the Internet
Having more flexibility in when, where
and how I work because of the Internet
Using digital technologies to balance
my career and family life
Below Manager Senior Manager+
What Women say about Digital Fluency
Digital Fluency
is
the first step…
to helping more
women gain an edge
in their education
and earn a place in
the workforce
8. FGD RESULT
DIGITAL FLUENCY
>10 years
of experience in
using internet
3 to 5
social media
accounts owned
10
Applications used
frequently
1 2 3 4 5 6 7 8 9 10
Respondents
Profile
Digital
Capability
Daily Social
Media Usage
50%
Work Interest
Personal Interest
Benefits of
Digitalization Easy Efficient
8Source: FGD Women in Learning in the New 2017
9. FGD RESULT
DIGITAL FLUENCY
- Hampered career due to pregnancy and being a mother
- Receive minimum to no support from family to be a career woman
Today’s women are already on their way to
digital fluency…
9
“These days our work tools are linked to
social media – photos of our events,
make up results, wedding decorations
are synced to Facebook or Path and can
immediately be seen by our followers”
Marina Siregar (30), Marketing &
Supervisor, Catering and Wedding
Organizer
“My work involves digital presence, so 8
hours of work is spent being online,
maintaining social media presence,
checking Instagram, etc.”
Putriyanti (26), Fiesta Seafood Digital &
PR Manager
What are internet and
social media being
used for?
Information
Learn & Explore
Tutorial
9Source: FGD Women in Learning in the New 2017
10. 3 EQUALIZERS
CAREER STRATEGY TRANSFORMS
10
Choices women make can impact their future role and
pay…
young men are taking more strategic approaches to their careers than
young women
AT COLLEGE
Choose a subject that
will make them the most
money
27%
40%
Female Male
AT WORK
Asked for or negotiated
a pay rise
*Within the study, we define fast-track women as women who have reached manager level within five years, and have stayed within the top 20
percent of their peer group for pay and position.
64%
52% 49%
Fast-Track* Average Slow
11. INDONESIAN MALE UNDERGRADS
ARE MORE ACTIVELY MANAGING
THEIR FUTURE CAREERS
Associate a successful leader with being female 18% 32%
Believe 'glass ceiling' is a myth 62% 67%
Believe men are generally paid more for the same role 20% 14%
Believe it’s possible to have a successful career and a
fulfilling personal life
64% 73%
Aspire to be in a leadership position 71% 61%
Have a mentor 67% 61%
Willing to allow work and personal life to ‘blur’ 15% 16%
Considered the availability of jobs before deciding on field of
study
89% 92%
Money is a factor in deciding field of study 52% 49%
Want to work for a Digital / IT / Technology company 24% 18%
Adopt new technologies fast 74% 64%
Have taken a computing /coding module 85% 77%
Continuously learning new digital skills 51% 45%
Have upskilled in digital technologies 67% 60%
Digital
Capability
Gender
assumptions
Career
Aspirations
FemaleMale
12. Priority for 30 – 40 years oldPriority for 20 – 30 years old
FGD RESULT
CAREER STRATEGY
Why do women advance through the workplace more slowly than men?
- Hampered career due to pregnancy and being a mother
- Receive minimum to no support from family to be a career woman
How can we improve? Focus on what women can do
Be quick to learn
Build new skills
periodically
Have an open
mind
Be updated on
tech development
Work efficiently
Have leadership
skills
Be adaptable to
changes
Explore own
potential
• Respondents have just started working, hence
they feel like it is important to start learning to be
a good leader for their team and be adaptable
• Respondents feel they need to be quick in
learning due to a constant change and to keep up
with the younger generations
• They also think they need to be open minded to
the new way of doing things
12
Source: FGD Women in Learning in the New 2017
13. Views of 30 – 40 years old
• Happy to stay in their well-established career,
only a few interest in entrepreneurship
• More concern on the distance between the
job location and their home
13
Lead own business as
CEO
It is easier for women entrepreneur to become leaders
because they not only manage the business, but also own
flexibility…
Be own decision maker
Have flexible time /
working arrangement
As employee to be successful need to have passion and
ability to manage work-life balance
Work life balance fulfils aspects such as health, availability of personal time / time for
family, job location proximity to one’s residence and good working environment fit
Views of 20 – 30 years old
• All wants to be an entrepreneur
• Good working environment influences job
selection
Source: FGD Women in Learning in the New 2017
FGD RESULT
CAREER STRATEGY
14. 18%
20%
24%
24%
29%
43%
7%
10%
11%
16%
16%
30%
Started your own
Digital/IT/Technology company
Started your own online business
Built or launched an App, website or
similar
Moved into a technology career path
from a non-technology field
Worked for a Digital/IT/Technology
company
Taken a training course in computing
or coding
Slow Fast Track
3 EQUALIZERS
TECH IMMERSION ACCELERATES
14
Deep digital skills
are necessary
to advance
quickly…
40% of fast track
women, for example,
studied STEM* or
computer science, and
used their digital
experience to advance
in the workplace
*Science, Technology, Engineering and Mathematics
15. FGD RESULT
TECH IMMERSION
Our survey shows that women today have integrated technology into their daily life
and work approach
Learning
• Utilize e-learning or online course module to take training or classes
• Participated in regular webinar to update skill
• Use digital book to read and learn on-the-go
Work
• Using and mastering the technology used to support their job
• Allow work mobility / flexi time
• Closing distance between global offices using Skype for meetings
Lifestyle
• Online banking / payment
• Online shopping
• Online transportation and map
• Job search
Stay Current
• Continued observation on technology development to stay current, i.e. what is in,
what is trending, what is becoming obsolete
• Downloading and trying new apps for assessment of feature and use those that
brings value addition Source: FGD Women in Learning in the New 2017 15
16. WHO’S DOING IT WELL?
16
64%
34%
2%
46%
49%
5%
Yes, learn continuously Yes, learn periodically None
40%
53%
7%
Fast-Track Average Slow
Women on the fast-track are more likely to be continuously learning new
digital skills…
Within the study, we define fast-track women as women who
have reached manager level within five years, and have stayed
within the top 20 percent of their peer group for pay and position.
17. MOTHERHOOD:
JUGGLING WITH DIGITAL
17
18%
35% 30%
33%
28%
30%
33%
27% 29%
16%
10% 11%
Fast Track Average Slow
0 1 2 3+
Just 18% of fast-track
women are non-
mothers – a much
lower percentage than
other groups
Becoming a mother does not necessarily slow speed of
progression when equipped with digital skills…
(Number of Children)
18. MOTHERHOOD:
JUGGLING WITH DIGITAL
“Women will always have a chance to be equal
with men in career. Leading in the new is how we look
and discover our own quality, because learning
new knowledge has no limit. If we are able, we need to
keep discovering ourselves – while maintaining life
balance. Whatever the challenge, easy or difficult,
we are great women”
Karina Eva Poetry, Assistant Director of Communications
Century Park Hotel Senayan
Technology closes the hidden pay gap,
enabling women to lead in the new…
18
19. HOW CAN THE 3 EQUALIZERS HELP
WOMEN TO ADVANCE?
Career Strategy
is a must, but we
cannot do it alone.
Businesses with
working environments
attractive to women
have big competitive
business differentiator.
Tech immersion
has positive effect
across board – higher
paid industry, career
advancement and
higher pay.
Digital Fluency
is the first step in
closing the pay gap
because it opens new
opportunities and
helps get more women
into work
20. ADVANCING GENDER EQUALITY…
TOGETHER
Gender equality is a global issue and an essential element of
an inclusive workplace.
Closing the pay gap globally requires action from the population as-
a-whole, rather than the onus being on the individual.
It’s about…
more women doing more
things than everyone doing
everything.
men and women using the
accelerators to the same
extent.
20
21. We strive to ensure that all our
people—women and men—are
treated and compensated
fairly and equitably from the
moment we hire them through
the milestones of their careers
here.
21
22. NEXT ACTION
Do what you
love instead of
having to love
what you do
HAVE PASSION FOR
THE JOB
CONTINUOUS
LEARNING
ADAPT TO NEW
TECHNOLOGY
Keep up to date
with digital
skills required for
your line of work
Stay current and
use new
technology to
our advantage
22