As companies of all sizes surge into the digital age, the same technologies driving radical change in business strategies and business models are also disrupting the workforce.Small and midsize Companies need to recruit, develop and retain workers with the agility, leadership, analytics and collaboration skills needed to meet business goals in this digital environment.
1) There is a growing gap in capabilities and performance between companies that invest heavily in data and analytics compared to those that invest less. The capability gap is exacerbated by a shortage of analytical talent.
2) The amount of data being created is growing exponentially, estimated at 2.5 quintillion bytes per day globally. However, most organizations are not effectively using the data they already have.
3) Investing in analytics can provide significant financial benefits across industries. For example, leveraging big data in healthcare could capture $300 billion annually and increase retailers' operating margins by 60%.
Digital transformations require reinventing a company's core capabilities to find new sources of revenue. This involves rethinking the value proposition, people, processes, and technology that comprise a business. A proven approach involves four phases - Discover opportunities, Design new customer experiences, Deliver changes through partnerships, and De-risk the process. Most companies fail because they don't fully execute across all phases, underinvesting in capabilities or not driving change thoroughly. Radical reinvention is needed to remain competitive in the digital age.
This document discusses how developing digital intelligence capabilities through data and analytics can help organizations innovate new digital business models and respond to digital disruption. It finds that "Digital Innovators" who are effective at innovating new digital business models are seeing stronger revenue growth. These organizations are better able to detect and respond quickly to changing market conditions. The document examines how Digital Innovators are leveraging data for both market insight and operational insight. It also discusses the challenges of developing a data-driven culture and the importance of that cultural shift for organizations looking to close the gap with Digital Innovators.
Digital Expertise Breakfasts
The document provides information about a breakfast event on digital transformation hosted by Digital Works Consulting. It includes an agenda that discusses trends in digital technology, how digital transformation can benefit businesses, an overview of transformation approaches, and how to successfully implement transformation. Examples of Digital Works Consulting clients who benefited from their expertise in digital strategy, product development, and project management are also provided.
Analytics Trends 2015: A below-the-surface lookDeloitte Canada
Big Data is a big deal for everyone these days and only growing in importance, especially when it comes to analytics generating actionable insights. Deloitte has identified eight significant analytics trends to watch in 2015 – including one supertrend that will impact everything else.
Successful implementation of predictive analytics can feel unpredictable. There are risks that need to be consciously addressed, and successful implementation requires the right strategy. Join Anita Lauper Wood, Product Strategist, for a valuable session for product and technology leaders.
The modern enterprise is becoming an increasingly automated environment: technological advancements in AI, Machine Learning and RPA are allowing organisations to strip out layers of inefficiency, optimise process and enhance productivity. Right across the enterprise, operations are changing in line with new automation tools, from low-level administrative tasks to self-regulating Industrial IoT systems and customer service chatbots.
This conference will contextualise the role of intelligent automation within the enterprise, looking at how the increasing sophistication of AI, RPA and IoT technologies are transforming operations. The conference is geared towards senior IT and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, engagement and high-level networking
When Digital Disruption Strikes: How Can Incumbents Respond?Capgemini
Digital innovation is shaking the core of every industry and incumbents are struggling to respond. The emergence of startups such as Uber – which disrupt entire sectors with their agile, innovative business models – is worrying traditional incumbents. Venture funding to startups is at historic highs. In just one startup hotspot, Silicon Valley, venture capital investment in the first three quarters of 2014 was around $17 billion, a figure that is only surpassed by the peak of the dotcom era in 2000. In recent research by GE, two-thirds of respondents agreed that businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. What does a successful strategy for responding to disruption look like? How fast have companies responded to digital disruptions? To understand more about how traditional incumbents respond to digital disruption, we conducted research spanning 100+ companies.
1) There is a growing gap in capabilities and performance between companies that invest heavily in data and analytics compared to those that invest less. The capability gap is exacerbated by a shortage of analytical talent.
2) The amount of data being created is growing exponentially, estimated at 2.5 quintillion bytes per day globally. However, most organizations are not effectively using the data they already have.
3) Investing in analytics can provide significant financial benefits across industries. For example, leveraging big data in healthcare could capture $300 billion annually and increase retailers' operating margins by 60%.
Digital transformations require reinventing a company's core capabilities to find new sources of revenue. This involves rethinking the value proposition, people, processes, and technology that comprise a business. A proven approach involves four phases - Discover opportunities, Design new customer experiences, Deliver changes through partnerships, and De-risk the process. Most companies fail because they don't fully execute across all phases, underinvesting in capabilities or not driving change thoroughly. Radical reinvention is needed to remain competitive in the digital age.
This document discusses how developing digital intelligence capabilities through data and analytics can help organizations innovate new digital business models and respond to digital disruption. It finds that "Digital Innovators" who are effective at innovating new digital business models are seeing stronger revenue growth. These organizations are better able to detect and respond quickly to changing market conditions. The document examines how Digital Innovators are leveraging data for both market insight and operational insight. It also discusses the challenges of developing a data-driven culture and the importance of that cultural shift for organizations looking to close the gap with Digital Innovators.
Digital Expertise Breakfasts
The document provides information about a breakfast event on digital transformation hosted by Digital Works Consulting. It includes an agenda that discusses trends in digital technology, how digital transformation can benefit businesses, an overview of transformation approaches, and how to successfully implement transformation. Examples of Digital Works Consulting clients who benefited from their expertise in digital strategy, product development, and project management are also provided.
Analytics Trends 2015: A below-the-surface lookDeloitte Canada
Big Data is a big deal for everyone these days and only growing in importance, especially when it comes to analytics generating actionable insights. Deloitte has identified eight significant analytics trends to watch in 2015 – including one supertrend that will impact everything else.
Successful implementation of predictive analytics can feel unpredictable. There are risks that need to be consciously addressed, and successful implementation requires the right strategy. Join Anita Lauper Wood, Product Strategist, for a valuable session for product and technology leaders.
The modern enterprise is becoming an increasingly automated environment: technological advancements in AI, Machine Learning and RPA are allowing organisations to strip out layers of inefficiency, optimise process and enhance productivity. Right across the enterprise, operations are changing in line with new automation tools, from low-level administrative tasks to self-regulating Industrial IoT systems and customer service chatbots.
This conference will contextualise the role of intelligent automation within the enterprise, looking at how the increasing sophistication of AI, RPA and IoT technologies are transforming operations. The conference is geared towards senior IT and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, engagement and high-level networking
When Digital Disruption Strikes: How Can Incumbents Respond?Capgemini
Digital innovation is shaking the core of every industry and incumbents are struggling to respond. The emergence of startups such as Uber – which disrupt entire sectors with their agile, innovative business models – is worrying traditional incumbents. Venture funding to startups is at historic highs. In just one startup hotspot, Silicon Valley, venture capital investment in the first three quarters of 2014 was around $17 billion, a figure that is only surpassed by the peak of the dotcom era in 2000. In recent research by GE, two-thirds of respondents agreed that businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. What does a successful strategy for responding to disruption look like? How fast have companies responded to digital disruptions? To understand more about how traditional incumbents respond to digital disruption, we conducted research spanning 100+ companies.
Dos dados à disruptura: Inovação através da Inteligência DigitalLilian Strassacappa
The document discusses how developing digital intelligence capabilities through data and analytics can help organizations innovate new digital business models and respond to digital disruption. It finds that "Digital Innovators" who are effective at innovating new digital business models are seeing stronger revenue growth. However, developing these capabilities requires a multifaceted approach involving technology, data, skills, and leadership to drive a data-driven culture. The most important thing organizations can do to close gaps is make a culture shift to embrace data-driven decision making.
Estudo sobre a mudança tecnológica nas empresas, efetuado pelo famoso MIT’s Center for Digital Business (CDB) e Capgemini Consulting, onde foram inquiridos 1,559 pessoas em 106 Países, vem revelar que obstáculo s encontram as empresas na mudança para a economia digital
The document summarizes key findings from PwC's 19th Annual Global CEO Survey, which interviewed 1,409 CEOs from 83 countries. CEOs are facing a complicated global environment with many uncertainties. They are less optimistic about global economic growth prospects and their own revenue growth. Top concerns include over-regulation, geopolitical uncertainty, and exchange rate volatility. While the US and China remain top markets, CEOs see opportunities in India, Brazil and other countries. They anticipate a shift towards a multi-polar world with multiple economic models, regionalization, and differing belief systems.
People — Not Just Machines — Will Power Digital InnovationCognizant
As new technologies cause value chains to rapidly evolve and organizational boundaries to blur, human roles and tasks are also digitizing, as machines alter how knowledge work is performed.
- Faster growing small and midsize companies are further along in their digital transformations, with over half actively engaged. Effective use of technology to automate functions and optimize processes is associated with better performance.
- While many companies have deployed digital technologies like collaboration software and CRM, effectively coordinating and integrating these resources is important for progressing digital transformations. Successful companies continually invest in improving their use of digital technologies.
- Faster growing companies are more optimistic about the benefits of digital transformation for performance and competition, but also realize challenges in relying too much on data and losing personal customer relationships. Advanced business analytics that provide insights are seen as key to transformation success.
This document provides a summary of a study on how small and midsize enterprises are adapting to digital transformation. Some key findings include:
- Faster growing companies are further along in their digital transformation journey and see more benefits from new technologies.
- While most companies have implemented some digital technologies, effective coordination and use is important for success.
- Advanced business analytics and insights into external operations can help drive business success.
- Younger-led companies and those in North America tend to be more advanced in digital transformation.
The document recommends that digital transformation is an ongoing process, benefits come from integrating technologies into business processes, and tapping internal and external resources is important.
The document discusses big data, including what it is, its history, current considerations, and importance. It notes that big data refers to large volumes of structured and unstructured data that businesses deal with daily. While the term is relatively new, collecting and storing large amounts of information for analysis has existed for a long time. Big data is now defined by its volume, velocity, and variety. Businesses can gain insights from big data analysis to make better decisions and strategic moves.
OpenText Presents: Mastering the Digital Economy through Big Data and Custome...OpenText
IDC’s Helena Schwenk joins OpenText to discuss how big data can help overcome the barriers faced by Executives aiming to redefine their businesses to compete in the Digital Economy. The era of self-service analysis has exposed data to more people within a business, but this in itself creates challenges for IT, who retain responsibility for the health and hygiene of data, as well as security. View the webinar here: http://ow.ly/bImR307Ptue
70 plus digital transformation statistics santokuRick Bouter
The document summarizes statistics related to digital transformation from various sources. Some key findings include: 27% of senior executives see digital transformation as critical for survival; 90% of companies lack suitable digital skills; and over 60% of CMOs feel that rising consumer experience expectations significantly impacts marketing strategy.
Embracing Digital Technology: A New Strategic ImperativeCapgemini
New research from Capgemini Consulting and MIT Sloan Management Review reveals why organizations are struggling to drive Digital Transformation and the need for C-level leadership.
The study – involving over 1,500 executives in 106 countries – reveals that while the potential opportunity of Digital Transformation is absolutely clear, the journey to get there is not.
McKinsey partner Jason Heller provides an overview of the key technologies that will impact the business landscape: artificial intelligence, automation and impact on the future workforce, virtual reality, augmented reality, the Internet of things, and data security.
Digital Transformation Review 9: The Digital Strategy Imperative #DTR9Capgemini
In this edition of the Digital Transformation Review, we examine the approaches that organizations can take to crafting a strategy for a digital age, focusing on the following key questions: 1. How do you design a digital strategy in today’s uncertain and volatile world and understand how much reinvention of the organization is required? 2. Should your company become a
platform, or be a part of one? 3. What are the most successful approaches to executing digital strategy – acquisitions, partnerships, Greenfield?
The Conference
The Energy sector is changing: the challenging economic landscape has forced businesses to scrutinise their operations in pursuit of greater productivity and asset efficiency. Meanwhile, the market is growing increasingly diverse as renewables mature and new entrants emerge.
Against this backdrop, digital is becoming increasingly pervasive as companies turn to technology to modernise processes and deliver competitive advantage; from remote monitoring and automation, to data analytics, Machine Learning, asset visualisation and HPC.
Now in its 6th year, the conference has established itself as the largest annual Digital Energy summit in the country: the event brings together senior IT, Digital and business leaders, providing a unique forum for knowledge exchange, discussion and high-level networking. The programme will explore the use of Information Technology in driving tangible outcomes across the organisation, looking at key trends and providing practical insight from an array of industry leaders.
Core Themes
Landscape: maximising economic recovery and cross industry collaboration
IT & Digital as a driver of efficiency, business improvement and problem solving
Analytics, data-driven decision making and business intelligence
Asset visibility: performance, conditioning, remote monitoring
Digitising processes and innovating on top of legacy systems
Emerging technologies, AI, IoT, Robotics, Drones, Blockchain
Infrastructure: SCADA, Cloud, hybrid architecture, managed services
Cyber Security, information governance, GDPR
Big Data & Analytics Trends 2016 Vin MalhotraVin Malhotra
This document discusses several trends in analytics for 2016:
1. Data security is a major concern as data volumes grow exponentially and security risks increase. Analytics can help secure data but requires integration across innovation, analytics, connectivity and technology.
2. The Internet of Things generates massive sensor data that requires new analytics to extract value, though challenges remain in integrating sensor and structured data in real time.
3. Open source analytics solutions like Hadoop are increasingly used by enterprises but also require careful risk management and a clear strategy to ensure they align with technology needs.
Technolony Vision 2016 - Primacy Of People First In A Digital World - Vin Mal...Vin Malhotra
The document discusses emerging technologies and their impact on businesses over the next 3-5 years based on research by Accenture. It identifies 5 technology trends that will be essential for business success: 1) Intelligent Automation using AI to automate tasks, 2) Liquid Workforce to build a flexible workforce, 3) Platform Economy using platforms for business model innovation, 4) Predictable Disruption from digital ecosystems, and 5) Digital Trust to strengthen customer relationships through ethics and security. The research involved input from experts and a global survey of over 3,100 business and IT executives.
This document provides an overview of a presentation on core banking and channel refresh for financial institutions. It discusses macro drivers like customer experience, cost efficiency and revenue growth that are shaping the industry. Key strategic drivers for core banking refresh include enhancing the customer experience, achieving operational efficiency, meeting regulatory requirements, and supporting business innovation. Common investment areas are online and mobile platform upgrades and core banking enhancements. The presentation examines questions around bank strategy, prioritizing core versus channels, remediating or replacing existing core platforms, and how to select a new core banking platform.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalCapgemini
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
This document discusses how organizations can navigate a VUCA (volatile, uncertain, complex, and ambiguous) world through effective management of their human capital and payroll processes. It notes that most organizations have failed to take advantage of modern technologies and data analytics to inform decision-making. Outsourcing HR and payroll functions to a single, global partner can provide real-time data visibility, help ensure regulatory compliance across multiple jurisdictions, and increase strategic alignment of talent management with organizational objectives - enabling greater agility to adapt to a constantly changing environment.
The document summarizes the key findings of Accenture's Technology Vision for 2016. It discusses how digital technologies are now dominant in every sector of the economy, accounting for 22% of the global economy in 2015. It highlights how companies must transform their corporate culture to keep up with the pace of technological change, which 86% of executives surveyed said would increase rapidly or at an unprecedented rate. It identifies four pillars that companies need to build their digital culture around: being built for change, being data-driven, embracing disruption, and being digitally risk-aware.
The article explains how companies are using Big Data to grow their business. How big data is helping every business in understanding its customers, in improved marketing strategies, and personalized communication.
The document discusses big data and its potential value for businesses. It provides perspectives from several experts on how businesses can utilize machine-generated data and benefit from hybrid cloud solutions to gain insights and make improvements. Additionally, it addresses the need to develop data analysis skills in the workforce and recommendations for how companies can develop an information strategy to harness data's potential for competitive advantage.
Dos dados à disruptura: Inovação através da Inteligência DigitalLilian Strassacappa
The document discusses how developing digital intelligence capabilities through data and analytics can help organizations innovate new digital business models and respond to digital disruption. It finds that "Digital Innovators" who are effective at innovating new digital business models are seeing stronger revenue growth. However, developing these capabilities requires a multifaceted approach involving technology, data, skills, and leadership to drive a data-driven culture. The most important thing organizations can do to close gaps is make a culture shift to embrace data-driven decision making.
Estudo sobre a mudança tecnológica nas empresas, efetuado pelo famoso MIT’s Center for Digital Business (CDB) e Capgemini Consulting, onde foram inquiridos 1,559 pessoas em 106 Países, vem revelar que obstáculo s encontram as empresas na mudança para a economia digital
The document summarizes key findings from PwC's 19th Annual Global CEO Survey, which interviewed 1,409 CEOs from 83 countries. CEOs are facing a complicated global environment with many uncertainties. They are less optimistic about global economic growth prospects and their own revenue growth. Top concerns include over-regulation, geopolitical uncertainty, and exchange rate volatility. While the US and China remain top markets, CEOs see opportunities in India, Brazil and other countries. They anticipate a shift towards a multi-polar world with multiple economic models, regionalization, and differing belief systems.
People — Not Just Machines — Will Power Digital InnovationCognizant
As new technologies cause value chains to rapidly evolve and organizational boundaries to blur, human roles and tasks are also digitizing, as machines alter how knowledge work is performed.
- Faster growing small and midsize companies are further along in their digital transformations, with over half actively engaged. Effective use of technology to automate functions and optimize processes is associated with better performance.
- While many companies have deployed digital technologies like collaboration software and CRM, effectively coordinating and integrating these resources is important for progressing digital transformations. Successful companies continually invest in improving their use of digital technologies.
- Faster growing companies are more optimistic about the benefits of digital transformation for performance and competition, but also realize challenges in relying too much on data and losing personal customer relationships. Advanced business analytics that provide insights are seen as key to transformation success.
This document provides a summary of a study on how small and midsize enterprises are adapting to digital transformation. Some key findings include:
- Faster growing companies are further along in their digital transformation journey and see more benefits from new technologies.
- While most companies have implemented some digital technologies, effective coordination and use is important for success.
- Advanced business analytics and insights into external operations can help drive business success.
- Younger-led companies and those in North America tend to be more advanced in digital transformation.
The document recommends that digital transformation is an ongoing process, benefits come from integrating technologies into business processes, and tapping internal and external resources is important.
The document discusses big data, including what it is, its history, current considerations, and importance. It notes that big data refers to large volumes of structured and unstructured data that businesses deal with daily. While the term is relatively new, collecting and storing large amounts of information for analysis has existed for a long time. Big data is now defined by its volume, velocity, and variety. Businesses can gain insights from big data analysis to make better decisions and strategic moves.
OpenText Presents: Mastering the Digital Economy through Big Data and Custome...OpenText
IDC’s Helena Schwenk joins OpenText to discuss how big data can help overcome the barriers faced by Executives aiming to redefine their businesses to compete in the Digital Economy. The era of self-service analysis has exposed data to more people within a business, but this in itself creates challenges for IT, who retain responsibility for the health and hygiene of data, as well as security. View the webinar here: http://ow.ly/bImR307Ptue
70 plus digital transformation statistics santokuRick Bouter
The document summarizes statistics related to digital transformation from various sources. Some key findings include: 27% of senior executives see digital transformation as critical for survival; 90% of companies lack suitable digital skills; and over 60% of CMOs feel that rising consumer experience expectations significantly impacts marketing strategy.
Embracing Digital Technology: A New Strategic ImperativeCapgemini
New research from Capgemini Consulting and MIT Sloan Management Review reveals why organizations are struggling to drive Digital Transformation and the need for C-level leadership.
The study – involving over 1,500 executives in 106 countries – reveals that while the potential opportunity of Digital Transformation is absolutely clear, the journey to get there is not.
McKinsey partner Jason Heller provides an overview of the key technologies that will impact the business landscape: artificial intelligence, automation and impact on the future workforce, virtual reality, augmented reality, the Internet of things, and data security.
Digital Transformation Review 9: The Digital Strategy Imperative #DTR9Capgemini
In this edition of the Digital Transformation Review, we examine the approaches that organizations can take to crafting a strategy for a digital age, focusing on the following key questions: 1. How do you design a digital strategy in today’s uncertain and volatile world and understand how much reinvention of the organization is required? 2. Should your company become a
platform, or be a part of one? 3. What are the most successful approaches to executing digital strategy – acquisitions, partnerships, Greenfield?
The Conference
The Energy sector is changing: the challenging economic landscape has forced businesses to scrutinise their operations in pursuit of greater productivity and asset efficiency. Meanwhile, the market is growing increasingly diverse as renewables mature and new entrants emerge.
Against this backdrop, digital is becoming increasingly pervasive as companies turn to technology to modernise processes and deliver competitive advantage; from remote monitoring and automation, to data analytics, Machine Learning, asset visualisation and HPC.
Now in its 6th year, the conference has established itself as the largest annual Digital Energy summit in the country: the event brings together senior IT, Digital and business leaders, providing a unique forum for knowledge exchange, discussion and high-level networking. The programme will explore the use of Information Technology in driving tangible outcomes across the organisation, looking at key trends and providing practical insight from an array of industry leaders.
Core Themes
Landscape: maximising economic recovery and cross industry collaboration
IT & Digital as a driver of efficiency, business improvement and problem solving
Analytics, data-driven decision making and business intelligence
Asset visibility: performance, conditioning, remote monitoring
Digitising processes and innovating on top of legacy systems
Emerging technologies, AI, IoT, Robotics, Drones, Blockchain
Infrastructure: SCADA, Cloud, hybrid architecture, managed services
Cyber Security, information governance, GDPR
Big Data & Analytics Trends 2016 Vin MalhotraVin Malhotra
This document discusses several trends in analytics for 2016:
1. Data security is a major concern as data volumes grow exponentially and security risks increase. Analytics can help secure data but requires integration across innovation, analytics, connectivity and technology.
2. The Internet of Things generates massive sensor data that requires new analytics to extract value, though challenges remain in integrating sensor and structured data in real time.
3. Open source analytics solutions like Hadoop are increasingly used by enterprises but also require careful risk management and a clear strategy to ensure they align with technology needs.
Technolony Vision 2016 - Primacy Of People First In A Digital World - Vin Mal...Vin Malhotra
The document discusses emerging technologies and their impact on businesses over the next 3-5 years based on research by Accenture. It identifies 5 technology trends that will be essential for business success: 1) Intelligent Automation using AI to automate tasks, 2) Liquid Workforce to build a flexible workforce, 3) Platform Economy using platforms for business model innovation, 4) Predictable Disruption from digital ecosystems, and 5) Digital Trust to strengthen customer relationships through ethics and security. The research involved input from experts and a global survey of over 3,100 business and IT executives.
This document provides an overview of a presentation on core banking and channel refresh for financial institutions. It discusses macro drivers like customer experience, cost efficiency and revenue growth that are shaping the industry. Key strategic drivers for core banking refresh include enhancing the customer experience, achieving operational efficiency, meeting regulatory requirements, and supporting business innovation. Common investment areas are online and mobile platform upgrades and core banking enhancements. The presentation examines questions around bank strategy, prioritizing core versus channels, remediating or replacing existing core platforms, and how to select a new core banking platform.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalCapgemini
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
This document discusses how organizations can navigate a VUCA (volatile, uncertain, complex, and ambiguous) world through effective management of their human capital and payroll processes. It notes that most organizations have failed to take advantage of modern technologies and data analytics to inform decision-making. Outsourcing HR and payroll functions to a single, global partner can provide real-time data visibility, help ensure regulatory compliance across multiple jurisdictions, and increase strategic alignment of talent management with organizational objectives - enabling greater agility to adapt to a constantly changing environment.
The document summarizes the key findings of Accenture's Technology Vision for 2016. It discusses how digital technologies are now dominant in every sector of the economy, accounting for 22% of the global economy in 2015. It highlights how companies must transform their corporate culture to keep up with the pace of technological change, which 86% of executives surveyed said would increase rapidly or at an unprecedented rate. It identifies four pillars that companies need to build their digital culture around: being built for change, being data-driven, embracing disruption, and being digitally risk-aware.
The article explains how companies are using Big Data to grow their business. How big data is helping every business in understanding its customers, in improved marketing strategies, and personalized communication.
The document discusses big data and its potential value for businesses. It provides perspectives from several experts on how businesses can utilize machine-generated data and benefit from hybrid cloud solutions to gain insights and make improvements. Additionally, it addresses the need to develop data analysis skills in the workforce and recommendations for how companies can develop an information strategy to harness data's potential for competitive advantage.
Our study provides a detailed analysis of growth factors for the cloud computing industry. Also, identifies prime reasons driving the cloud computing industry growth in the future
Leveraging the Cloud: Why it Matters to Large & SMB RetailersEarthLink Business
This special report identifies several ways cloud applications are becoming more attractive options. One is via highly targeted point solutions designed to solve specific business needs. Another is via enterprise-wide availability that can be accessed on an as-needed basis. A third major growth area is among small and medium-sized retail businesses, which like cloud’s flexibility and functionality and lack the heavy legacy system investment that can restrain larger organizations from moving to SaaS solutions.
--
Cloud Computing’s advocates – and there are many – have long argued that retail and
cloud-based solutions are, like the stars of a romantic comedy of old, made for each other. It’s a sentiment that was voiced at last month’s RIS Retail Technology Conference by Richard Mader, ARTS director emeritus and CIO at multiple retailers throughout his long career.
Mader’s arguments, in brief, were:
• Cloud computing lowers costs, still an imperative for retailers of all sizes;
• It reduces capital expenditures and transfers them to the operational
expenditure budget line;
• The technology can deal with large and sudden spikes, ideal for a highly
seasonal and promotions-driven industry;
• Cloud solutions can handle the enlarged databases and enhanced speed requirements of increasingly popular Big Data applications, and;
• They are well-suited to the spread of mobility in retail.
The negatives about cloud have been concerns about reliability and security, but according to Mader these have largely been dealt with – so much so that some retail enterprises are now cloud-only IT shops.
So why does the cloud computing nirvana always seem to be receding into the future, never quite becoming the actual present? One key factor is the inertia generated by on-premise legacy systems, which means that any move to a cloud-based model will be evolutionary rather than rip-and-replace revolutionary.
Technology is having a significant impact on the corporate finance field. Data analytics tools are driving efficiency and providing greater insights. Corporate finance teams are incorporating data science capabilities and recruiting staff with data analytics skills. While technology will not replace relationships, data analytics have potential to change transactions by combining various data sources to add insight for clients. Firms are working to upskill existing staff and bring new skills in-house to take advantage of opportunities in big data.
This document discusses the findings of a survey on how businesses are transforming through adoption of digital technologies like cloud, mobile, social media, and big data. Key findings include:
- Over half of respondents said these technologies are already transforming their businesses, with impacts including improved customer service, increased productivity and revenues, and new business models and products.
- Mobile access is enabling new business scenarios by allowing employees to work anywhere and companies to innovate through new customer apps and services. Delta Air Lines is an example using mobile to sell more products in-flight and improve customer service.
- Cloud computing is driving business agility by providing flexible infrastructure and lower costs, enabling faster innovation and new services. Leading companies
Capgemini Consulting Digital Transformation Review No. 5Capgemini
Capgemini Consulting's digital transformation business journal looks at the digitization of operations, taking in robotics, 3D printing, and the second machine age, as well as opinion and insight from guest contributors including Neelie Kroes, Vice President of the European Commission. Read the full review to find out more or join the conversation on twitter #DTR5
The Second Machine Age is upon us, according to Erik Brynjolfsson and Andrew McAfee of MIT. This era is defined by machines that can perform cognitive tasks previously only done by humans. Two defining digital technologies are big data and machine intelligence/robotics. Brynjolfsson and McAfee believe this machine age will have a greater impact than the first industrial revolution due to exponential improvements in computing and the combinatorial nature of digital innovation. However, most organizations have focused digital transformations on the customer experience while neglecting opportunities in automating operational processes using these technologies.
Dimension Data is helping organizations accelerate their ambitions through technology innovation by providing expertise across data centers, networking, cloud, and cybersecurity. They take a services-led approach focused on understanding client needs and delivering business outcomes. Examples include creating a data analytics platform to transform the viewing experience of the Tour de France, adding IoT to monitor hospital equipment more closely, and implementing a connected conservation solution to help combat rhino poaching. Their goal is to optimize clients' digital transformations and hybrid IT environments.
Digital transformation-of-business-harvard-business-reviewJerry Chen
Business value of Strategy for enterprise organizations
A Harvard Business Review report - The Digital Transformation of Business – demonstrates how leading organizations are getting creative with cloud, mobile, social and big data. Understand how 537 enterprise executives are using megatrend technologies to drive transformational impact for their business, their customers and their employees.
The document discusses how digital technologies like cloud, mobile, social media, and big data are transforming businesses. A survey of over 500 executives found that these technologies allow companies to improve customer service, increase productivity, develop new products and services, and increase revenues. Mobile in particular enables new business scenarios, like apps that improve the fan experience for the Detroit Lions football team and allow Delta flight attendants to increase sales. Cloud computing provides flexibility and agility that allows for innovation. While security and data concerns remain challenges, leading companies are finding ways to leverage digital technologies for top-line growth and transformation.
The document discusses how digital technologies are transforming core company operations across four key areas: manufacturing, capital asset management, supply chains, and product development. It outlines an evolving ecosystem of digital solutions emerging in these areas, with over 40 use cases identified in manufacturing alone. Companies must understand where value lies for their specific needs to develop a roadmap for digital operations that maximizes business benefits.
In this white paper, we’ll share use cases for banks that are planning to incorporate data science into their operating models in order to solve their business problems.
Traditional businesses are struggling to keep up in an increasingly digital world where customers expect fast and seamless interactions. Many industries are adopting digital technologies and processes to improve operations and drive new revenue. As a result, companies are looking to third-party software solutions to partner with their existing systems and gain new digital capabilities. BMC partnered with PSFK to create a playbook exploring industry trends, opportunities, and best practices for digital transformation. The playbook identifies four key opportunities including enabling rapid application innovation through cross-team collaboration and agile development processes.
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Big data is similar to ‘small data’ but bigger in size. It is a term that describes the large volume of data both structured and unstructured. Big data generates value from the storage and processing of very large quantities of digital information that cannot be analyzed with traditional computing techniques
Digital transformation review no 5 dtr - capgemini consulting - digitaltran...Rick Bouter
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IDC: The Next Steps in Digital TransformationSOA PEOPLE
This document summarizes findings from a survey of small and mid-sized businesses regarding their digital transformation efforts and technology investments. Some key findings include:
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- Most companies saw their technology investment expectations met or exceeded.
- Decisions involve both senior management and IT, with more IT influence in larger companies.
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Similar to Digital economy - Doing Business In-the-moment (20)
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This white paper discusses trends in compensation practices, including decoupling performance management from compensation, using more diverse rewards, and increasing pay transparency. It is based on interviews and a survey of compensation professionals, managers, employees and business leaders.
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Digitalization” is used to describe the integration of computerized technology into virtually every aspect of life and
work. Technology is transforming our lives in ways ranging from how we shop to how we build social relationships.
This transformation is happening both at home and at work.
Finance, marketing, human resources, supply chain, procurement, manufacturing, customer service, and all other areas of business operations are being radically rethought
due to technological innovations such as cloud platforms, machine learning, mobile solutions, the Internet of Things,
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Utility companies are constantly threatened by bad actors seeking to hack into their systems and probing for weaknesses to exploit. For utility HR and IT departments, mitigating this threat while protecting employees’ personally identifiable information (PII) is more critical than ever. As the threats to utilities increase, utility companies need systems that reduce overall vulnerability and protect employee privacy and the trust of citizens.
Does a multi-tenant SaaS learning management system
(LMS) have a role in a compliance-driven, highly
regulated work environment? Organizations in
regulated industries such as life sciences, medical
device manufacturers, and pharmaceuticals struggle
with adopting SaaS learning solutions because of the
need to comply with a range of Good Practice
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This document isn’t simply about improving diversity, although there are many reasons why you should – starting with research that shows more diverse teams are more successful and
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IDC believes it is the responsibility of HR to address and deliver key elements of digital transformation, as well as transforming the HR function itself. To aid organizations in this process, IDC has identified five key trends and actions that support digital transformation and the development of HR. This tool enables HR professionals to understand the delivery roadmaps for realizing these key transformation
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Every year, Welthungerhilfe helps millions of people in need by providing vital humanitarian aid to victims of poverty, inequality, conflict, and natural disaster. It works with development partners to support such people so they can lead independent lives with dignity. One of the largest nonprofit organizations in
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Businesses can use compensation strategically to drive behaviors that support organizational objectives. Leading organizations recognize compensation strategy as important for success. Research shows top performers are more likely to have formal compensation strategies and use team-based incentives, social recognition, and milestone-based bonuses. Strategic compensation aligns with business strategy and requires the right technology to support strategic initiatives across the organization.
Learning is essential to any organization’s success because it improves business results,boosts productivity, and increases organizational competitiveness. Learning helps produce positive business outcomes in critical areas and at key moments in an organization’s development, such as during mergers and acquisitions, restructurings, and product launches. Outdated LMSs are holding organizations back, yet they’re often one of the last enterprise software systems to be replaced. For some, it’s seen as a cost center or simply a compliance exercise that only requires the bare minimum investment. That puts the onus on learning leaders and stakeholders to make a strong business case for upgrading. In this white paper, we’ll cover:
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This document discusses different types of learning partnerships that can be created within organizations to support employee learning and development. It describes career mentoring partnerships, which involve a more experienced mentor providing career coaching and support to a less experienced protégé. The document outlines the benefits of career mentoring partnerships for both protégés and mentors, as well as tips for defining goals, matching partners, clarifying roles, and establishing a learning plan to maximize the effectiveness of these partnerships.
Getting People to Talk : Creating a Culture of Continuous Performance Manage...Bhupesh Chaurasia
The need to more effectively engage employees coupled with advances in social, mobile, and cloud technology have created an explosion of innovation in continuous performance management methods. The primary goal of continuous performance management is to create effective ongoing conversations and feedback between employees, managers,and coworkers to drive agile and continuous performance improvement and development.Putting continuous performance management into practice involves much more than creating a new
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In May 2016, the European Union (EU) adopted a newly harmonized data protection law called the General Data Protection Regulation (GDPR). As of May 25, 2018, the GDPR will be in force throughout all EU member states and in the European Economic Area. Any organization that collects or processes
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Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
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20240609 QFM020 Irresponsible AI Reading List May 2024
Digital economy - Doing Business In-the-moment
1. 2 FORBES INSIGHTS
JUNE 2016
Sponsored by:
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Finance Technology Marketing
& Sales
Small/Midsize
Business
Management &
Business Operations
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B R I E F I N G R E P O R T
How SMBs Run
Live in the Digital
Economy
Doing Business
DIGITAL ECONOMY
In-the-Moment
J u n e 2 0 1 6
2. B R I E F I N G R E P O R T
C77 M77 Y31 K16C100 M94 Y0 K47
Finance Technology Marketing
& Sales
Small/Midsize
Business
Management &
Business Operations
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2 FORBES INSIGHTS
THE GROWING SMB-TECHNOLOGY
RELATIONSHIP
It is no wonder that companies increasingly see ad-
vanced technologies as key to their success (see Figure
1, on page 3). Whereas sophisticated “real-time” sys-
tems historically were outside the boundaries of most
SMB budgets, their agility renders them better able to
take advantage of new and emerging technologies—
particularly those delivered through the cloud. Because
software-as-a-service (SaaS) and the cloud reduce
computing infrastructure cost and maintenance require-
ments, SMBs are viewing technology investments with
less trepidation.
Compared with large enterprises, “smaller organizations
tend to be amongst the earliest technology adopters in
the marketplace,” says Howard Dresner, chief research
officer at Dresner Advisory Services, an independent
industry research firm. Increasingly, this even includes
analytics systems. “The barrier to entry for capabili-
ties like analytics has dropped precipitously over the
last decade,” he adds. The result, Dresner says, will be
game-changing. “The competitiveness of just about
every imaginable industry has been enhanced.”
What has made analytics accessible to SMBs are tech-
nologies such as cloud computing, better user inter-
faces, visualization tools, and improved algorithms and
natural language capabilities, according to SMB Group,
a technology industry research, analysis and consult-
ing firm focused on SMB trends. “As more solutions
designed for people with little or no data preparation
and analytics skills emerge, analytics will become more
consumable for SMBs,” the firm says.1
To meet these demands, businesses of all types—
not just digital giants and deep-pocketed
competitors—certainly need instantaneous access to
relevant data. They also, however, need the ability to
respond immediately to the insights that data
reveals. In other words, organizations need to do
business “in the moment.” This is as true for small to
midsize businesses (SMBs) as it is for any other size
company today. All businesses—and especially the
fast-growing ones—need operational, supply chain,
sales and inventory insights at their fingertips to
make the best decisions, seize hidden opportunities,
anticipate problems and delight customers.
A small retailer, for instance, that can monitor its
inventory on the fly and perform real-time cost
analysis will be able to make decisions and take
actions to avoid stock-outs or over-stocks and to
optimize profits and losses. A particular concern
is cash flow, which must be preserved at all costs.
What SMBs do today affects their financial state-
ments tomorrow; there is no buffer.
Armed with a full view of all the relevant data, com-
panies can also be proactive. If a business knows
its cost of materials is going to rise in six months,
for example, it can phase in small price increases
to avoid a large increase all at once. With data and
analytics, “you can view trends and historical data
and extrapolate to the future—it’s very powerful,”
says Ray Boggs, vice president of SMB research at
global market intelligence firm IDC. Bottom-line
business success, especially for SMBs, depends on
the ability to respond to events as they unfold and
even take action in anticipation of what lies ahead.
OUR LIVES ARE INCREASINGLY DRIVEN BY REAL-TIME DIGITAL ACTIVITIES.
Customers no longer tolerate long order processing times, inconsistent information
across channels or service glitches. And yet, business is increasingly global and complex.
With data and
analytics, “you
can view trends
and historical
data and
extrapolate to
the future—it’s
very powerful.”
—RAY BOGGS, VICE
PRESIDENT OF SMB
RESEARCH, IDC
1. SMB Group. “SMB Group Top
100 SMB Technology Trends for
2015.” http://goo.gl/KgUWaV.
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& Sales
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Business
Management &
Business Operations
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B R I E F I N G R E P O R T
3 FORBES INSIGHTS
Cloud-delivered capabilities, in particular, are becoming
integral to the success of small to midsize businesses.
According to SMB Group, just 19% of small businesses in
the United States employ full-time, dedicated IT staff and
although 86% of midsize businesses have internal IT staff,
they are typically IT generalists who lack expertise in new-
er technology areas.2
As SMBs increasingly require fast,
easy, lower cost access to capabilities such as analytics,
more compute power and other services, cloud adoption
has boomed, the firm says (see Figure 2, on page 4). Such
affordable capabilities, Dresner adds, can level the playing
field, allowing SMBs to compete with large enterprises.
LIVE FROM THE CLOUD
An example of a fast-growing business using live capabili-
ties from the cloud to improve healthcare is Medistance, a
telemedicine company in Budapest, Hungary. The goal of
this 50-employee business is to revolutionize patient care
globally by connecting patients with caregivers using real-
time streams of clinically valid information, which enables
physicians to make health decisions on a “live” basis.
Traditionally, the only way for doctors to know about
the health status of patients with chronic diseases, such
as hypertension, diabetes and obesity, is when they
come in for an appointment or the patient self-reports
an issue or problem—a notoriously unreliable way of
getting to the truth of patients’ actual health. Without
continuously monitoring and quickly responding to
patient vitals, including glucose, blood pressure, choles-
terol levels and even heart failure events, complications
often go untreated.
Medistance CEO Rudolf Mezei wanted to change that.
He set out to establish a completely new service product
category, which provides machine-to-machine (M2M)
communication of clinically valid health status data—
directly from patient to provider. The technology needs
to enable fast analysis of big data content and take into
consideration complex privacy and security compliance
concerns. “We take full responsibility for quality assur-
ance and management to European and global standards
using clinically validated medical devices with cutting-
edge M2M data transmission technology for access to
this service instead of smartphones,” he says.
Patients perform at-home tests and send the results
via a dedicated device to physicians. This approach
provides much greater reliability and accuracy than self-
reporting or sending data via smartphone. Even more
important, doctors can adjust medicines and dosages in
the moment, based on the findings, with no lag time or
need for an office visit.
With
Medistance’s
solution, doctors
can adjust
medicines and
dosages in the
moment, based
on the findings,
with no lag time
or need for an
office visit.
2. SMB Group Top 100 SMB
Technology Trends for 2015.”
http://goo.gl/KgUWaV.
FIGURE 1 SMBs See Advanced Technology
as a Key Differentiator
(Percent of respondents who said advanced
technology is an important competitive tool and key
differentiator for the company.)
Small Businesses Midsize Businesses
United States
34%
72%
United Kingdom
32%
59%
Germany
37%
46%
Japan
10%
24%
India
65%
65%
China
61%
69%
Brazil
61%
77%
Base: 1,889 respondents from small and midsize businesses
Source: IDC, “SMB Business Objectives, Technology Attitudes and IT
Spending Priorities in Seven Countries, 2016: Investing for Maximum Impact”
4. C77 M77 Y31 K16C100 M94 Y0 K47
Finance Technology Marketing
& Sales
Small/Midsize
Business
Management &
Business Operations
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B R I E F I N G R E P O R T
4 FORBES INSIGHTS
MEETING GROWTH NEEDS
The acceleration of business opportunity is a big prom-
ise stemming from better access to advanced technolo-
gies, according to IDC’s Boggs. Particularly with global
e-commerce, when a Web site might be the business’s
only face to the world, it is crucial to convey the same
in-the-moment capabilities as a large enterprise. “It
took 100 years for Wells Fargo Bank to expand globally
after the Pony Express. Now, if you’re online, you’re
engaging in a global marketplace,” he says.
Case in point is Mad Rabbit Kicking Tiger (M.R.K.T.),
a bags and accessories retailer with offices in Los
Angeles and Shanghai. M.R.K.T. was founded in 2010 by
a Harvard-trained architect who wanted to create hand-
bags made out of environmentally friendly fabrics and
featuring designs inspired by modern architecture. The
retailer began like most fashion startups: in heads-down
mode, concentrating on creating products and making
sales, not building a robust operations process, says
Shaun Nath, co-owner and CEO.
Within just a few years, M.R.K.T. had built a robust set of
sales channels, including more than 30 bricks-and-mortar
stores, wholesalers and an e-commerce presence, enabling
sales in more than 20 countries. As with most small busi-
nesses, it was possible at first to manually keep track of
customer orders and inventory. “We knew every customer
by name, and products, shipments and payments were
easy to track,” he says. With fast growth, however, complex-
ity increased. “We basically had two options: hire an army
of people and accept a lot of manual mistakes and errors, or
see how we could automate some of this,” Nath says.
MOVING TO INTEGRATED BUSINESS
MANAGEMENT
With the cloud, SMBs are increasingly able to operate
using live data, delivered by sophisticated tools. It is
essential, however, that these tools gather data without
the company having to cobble together a set of dispa-
rate applications. “Smaller organizations don’t have the
expertise or budget to manage a plethora of different
solutions. What appeals to them is when everything is
embedded in one solution,” says Cindy Jutras, presi-
dent of Mint Jutras, a research firm that focuses on the
impact of enterprise applications on business perfor-
mance. “They want it all to be in one place—one stop
for all the information they need.”
Such was the case at Gray Gallery. Headquartered in
West Hollywood, Calif., Gray caters to elite consumers
around the world who appreciate exquisite mid-
century design in sculptural pieces and jewelry. “This
is a design gallery that appeals to a certain aesthetic
sense. It’s not a white-wall gallery,” says Andrew
Utas, the gallery’s director.
With just a handful of employees, Gray wanted to auto-
mate its business processes and also create a Web pres-
ence that matched its clients’ sophisticated taste and
demand for immediacy. No matter where buyers were
located, the gallery wanted to give them a live view of
exactly what was available at any given moment.
Using a cloud-based approach that integrates point-
of-sale (POS), marketing, inventory and e-commerce
in one system, the gallery’s Web site now projects the
elite artistic experience of an in-person galley visit. Web
visitors can experience the sculptural art and jewelry
from different angles. “We tried to find a way to provide
that kind of context and experience,” Utas says. Soon,
he adds, customers will be able to see how it would be
to wear the piece or stand next to the sculpture. Also
important: Purchases are immediately reflected on the
Web site. Because of this real-time inventory capability,
clients will never be disappointed that a one-of-a-kind
piece they love is no longer available.
Because of
the real-time
inventory
capability,
Gray Gallery
clients will
never be
disappointed
that a one-of-
a-kind piece
they love is
no longer
available.
FIGURE 2 Cloud: The New Infrastructure
for SMBs
Percent of U.S. SMBs now using at least one cloud
business solution
92%
Percent of U.S. SMBs using at least one cloud
infrastructure solution
87%
Base: 700 U.S. SMB technology solution decision-maker and influencer
respondents
Source: SMB Group, 2015
5. C77 M77 Y31 K16C100 M94 Y0 K47
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& Sales
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Business
Management &
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B R I E F I N G R E P O R T
5 FORBES INSIGHTS
ANALYTICS FOR SMBS
A recent study by Mint Jutras confirms that only
a minority of SMBs continue to rely on piecemeal
and disjointed approaches to business planning
and that more are combining spreadsheets with
other tools and even beginning to experiment with
analytics (see Figure 3, above).
M.R.K.T. now has POS, accounting, marketing,
e-commerce and inventory activities integrated in
one system. The company can see cross-channel
insights, such as which items are selling best where,
enabling it to make sophisticated decisions that
drive sales and minimize over-stock and stock-outs.
“We can clearly see and analyze what’s selling in a
particular channel and plan ahead based on what’s
available,” Nath says.
For example, M.R.K.T. can now optimize inventory al-
locations in its two warehouses—Los Angeles, which
supports e-commerce and wholesalers, and Shang-
hai, which supports international sales and retail
stores in China. With instant access to data, “we can
see which styles are doing well where, and ship them
to Shanghai vs. LA,” Nath says. Despite being a small
business, M.R.K.T. “has an incredibly complex global
supply chain,” Cindy Jutras says. “They manage a
complex situation with one cloud-based solution.”
Further, if M.R.K.T. sees a particular style picking up in
sales on the Web site, it can dedicate that item to the
e-commerce channel and pull it away from the whole-
sale channel. “This way, we don’t stock-out, and we
can also get a higher price,” Nath says. The company
can give retailers advice on hot items in their particular
market, he says, and when certain items are not selling
well, it can easily understand why. “We can adjust the
selection to the geographic demand we see in another
channel to get the best revenue result,” Nath says.
Importantly, all this in-the-moment, live-action agility
is available anywhere, at any time. “Our team is small
and travels a lot,” he says. “We don’t have a bunch of
people waiting to take orders like a larger company
would.” The system has also sped order processing
times, Nath adds, dropping from two days to minutes.
FIGURE 3 Business Tools Used by SMBs
(Respondents were asked, “which of the following
kinds of tools do you use today to monitor, plan and
predict corporate performance?”)
Spreadsheets only
16%
6%
0%
Spreadsheets used in conjunction with these
other tools
60%
69%
51%
Specific financial planning and budgeting application
27%
36%
58%
Business analytics
20%
39%
54%
Predictive analytics
9%
14%
46%
Base: 523 businesses from North America, South/Central America, Europe,
Africa, Middle East, India and Asia
Source: Mint Jutras
Annual Revenue <USD25 Million
Annual Revenue USD25 Million to USD250 Million
Annual Revenue USD250 Million to USD1 Billion
“We can
clearly see
and analyze
what’s selling
in a particular
channel and
plan ahead
based on
what’s
available.”
—SHAUN NATH,
CO-OWNER AND
CEO, M.R.K.T.
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B R I E F I N G R E P O R T
6 FORBES INSIGHTS
da Costa’s secret weapon, though, is a sophisticated
system that transmits real-time data via GPS tech-
nology—embedded in both the motorcycles and
the smartphones operators carry—back to Fumajet
headquarters. This data, and the ability for it to
adjust on the fly based on conditions, is the heart
of da Costa’s mission to stop mosquitos before they
cause illness.
“With GPS tracking data, we can see how much
chemical we apply every day, what areas are cov-
ered, how many people are affected and how many
mosquitos were trapped. We can adjust on a daily
basis,” da Costa says.
Fumajet is making headway in its worldwide fight
against vector-borne disease. Customers in Angola,
the Dominican Republic, Equatorial Guinea and the
company’s home country of Brazil are already using
its services, and expansion to other areas is immi-
nent. Thanks to sophisticated technology, “we have
been able to do a lot in a little time,” da Costa says.
A challenge with using analytics is know-
ing which questions to ask first. As IDC’s
Boggs points out, most SMBs can tell you
who is 60 days in arrears, but they tend
not to know who their most profitable cus-
tomer is. “Wherever you shine the lamp,
you see amazing results,” he says.
“Reports help answer questions, but it’s all
in the rear-view mirror,” Jutras agrees. “Ana-
lytics are a lot more interactive and iterative
and help you figure out which questions to
ask, like ‘Why is this region doing so much
better or worse than everyone else?’”
One company that is effectively applying
analytics for in-the-moment decisions
is Fumajet, a 22-employee business in Rio de
Janeiro that specializes in controlling epidemics
and agricultural pests to aid public health.
Because mosquito-borne diseases cause upward
of one million deaths annually, the World Health
Organization and governments in warm climates are
scrambling to find new ways to fight vector-borne
infectious disease. Unfortunately, many countries
experiencing the worst epidemics have the least
amount of money to spend on the issue.
Fumajet targets this problem in a unique way, send-
ing teams of motorcyclists equipped with pesticide
foggers to trap and kill mosquitos. Motorcycles are
both less costly and more effective than traditional
planes or trucks, says Marcius Victorio da Costa, the
company’s director. “Motorcycles can go through
alleys and slums and reach difficult access areas,”
he says.
Top 10 Global SMB Top 10 Global SMB
Business Challenges Tech Priorities
1 Improving product, process quality 1 Cloud computing
2 Improving workforce productivity 2 Social media
3 Attracting, retaining new customers 3 Mobility solutions
4 Increasing profitability 4 Collaboration
5 Increasing business growth 5 Security solutions
(cloud and mobility)
6 Creating innovative products 6 Virtualization
7 Digital marketing 7 Managed services
8 Reducing operational costs 8 Analytics
9 Managing uncertainty 9 Big data
10 Improving speed to market 10 Internet of Things
FIGURE 4 2016 Top Tech Priorities for Global SMBs
Base: 3,464 global respondents from the U.S., Europe, Asia/Pacific and Latin America
Source: Techaisle
Thanks to
sophisticated
technology,
“we have been
able to do a lot
in a little time.”
— MARCIUS VICTORIO
DA COSTA, DIRECTOR,
FUMAJET
8. http://www.sap.com/smb
C77 M77 Y31 K16C100 M94 Y0 K47
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& Sales
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Business
Management &
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8 FORBES INSIGHTS
Running Live,No MatterWhat Size
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“It’s critical for
small to midsize
companies to
run live; they
can’t afford the
luxury of time.”
—HERNAN MARINO,
SENIOR VICE
PRESIDENT AND CHIEF
OPERATING OFFICER,
SAP MARKETING
S P O N S O R ’ S
S TAT E M E N T
BRIEFING REPORT