"I believe that opening up innovation, working
more with partners, and being agile enough to include everybody’s contribution represents a big shift in innovation in this digital age."
Digital Leadership Interview : James Patterson, MVP and Head of Capital One LabsCapgemini
"Creating excellence at small scale is relatively straightforward. Doing so at scale is extremely hard. And that’s where most innovation centers struggle."
Digital Leadership Interview : Claus Von Riegen, VP and Head of BMI at SAPCapgemini
"Disrupt yourself before being disrupted by others. But to make this happen, you have to create a separate team with the explicit mandate to disrupt the business and make it a priority."
TechnoVision 2014: Technology Building Blocks for Digital TransformationCapgemini
Our TechnoVision 2014 introduces a fresh, provocative and innovative approach to today's business technology landscape. Here's a platform business and technology leaders can use to create a new, different dialogue on how these disruptions will affect the near- and long-term business environment, and how you can leverage them to exploit market opportunities for sustainable competitive advantage. TechnoVision 2014 is a strategic asset that can help drive Digital Transformation across your entire enterprise.
http://www.capgemini.com/technovision
#DTR8: The New Innovation Paradigm for the Digital Age: Faster, Cheaper and O...Capgemini
In this edition of the Digital Transformation Review, we examine how organizations can create sustainable and successful innovation strategy, drawing on our global panel of industry executives and academics.
We focus on four key themes:
Which digital innovations should be on organizations' radar screens?
How should companies promote innovation and embed it into their culture?
What lessons can we draw from organizations that are stand-out innovators?
What is the role and impact of innovation centers, including the Capgemini Consulting-Altimeter Group report, "The Innovation Game: Why and How Businesses are Investing in Innovation Centers".
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Digital Leadership Interview : James Patterson, MVP and Head of Capital One LabsCapgemini
"Creating excellence at small scale is relatively straightforward. Doing so at scale is extremely hard. And that’s where most innovation centers struggle."
Digital Leadership Interview : Claus Von Riegen, VP and Head of BMI at SAPCapgemini
"Disrupt yourself before being disrupted by others. But to make this happen, you have to create a separate team with the explicit mandate to disrupt the business and make it a priority."
TechnoVision 2014: Technology Building Blocks for Digital TransformationCapgemini
Our TechnoVision 2014 introduces a fresh, provocative and innovative approach to today's business technology landscape. Here's a platform business and technology leaders can use to create a new, different dialogue on how these disruptions will affect the near- and long-term business environment, and how you can leverage them to exploit market opportunities for sustainable competitive advantage. TechnoVision 2014 is a strategic asset that can help drive Digital Transformation across your entire enterprise.
http://www.capgemini.com/technovision
#DTR8: The New Innovation Paradigm for the Digital Age: Faster, Cheaper and O...Capgemini
In this edition of the Digital Transformation Review, we examine how organizations can create sustainable and successful innovation strategy, drawing on our global panel of industry executives and academics.
We focus on four key themes:
Which digital innovations should be on organizations' radar screens?
How should companies promote innovation and embed it into their culture?
What lessons can we draw from organizations that are stand-out innovators?
What is the role and impact of innovation centers, including the Capgemini Consulting-Altimeter Group report, "The Innovation Game: Why and How Businesses are Investing in Innovation Centers".
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
The Innovation Game: Why & How Businesses are Investing in Innovation CentersCapgemini
With tech startups rapidly eating into traditional sectors, large organizations face an increased pressure to innovate. The challenge is that traditional innovation approaches are broken. A recent study revealed that only 5% of R&D staff feel highly motivated to innovate. In certain sectors, more than 85% of new products fail and an overwhelming 90% of companies consider they are too slow in launching new products and services.
The weaknesses of traditional innovation approaches have led some organizations to explore different avenues and seek new inspiration. These organizations have launched innovation centers in major technology hubs with the explicit mandate to accelerate digital innovations. These innovation centers, comprising teams of people and often physical sites, are established in a global tech hub. The goal is to leverage the ecosystem of startups, venture capitalists, accelerators, vendors, and academic institutions that these hubs provide.
Major global technology hubs are the preferred destinations for setting up innovation centers. 60% of companies that have set up these centers have a presence in the Silicon Valley but many more hubs are emerging – the top 10 cities in our analysis represent only 33% of total innovation centers. The US and Europe have the largest share with 29% of total innovation centers closely respectively, followed by Asia at 25%. Penetration varies significantly between sectors; manufacturing is a clear leader at 58%, but despite facing increasing pressures from digital disruptions, Financial Services lags at only 28%.
It is extremely challenging to make a success of innovation centers. Success factors include clarity on the role of the innovation center, governance for innovation implementation, and a strong connection with the rest of the business.
Going Digital: General Electric and its Digital TransformationCapgemini
How can a company that is over a century old transform itself to thrive in a digital economy?
For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of “Building, powering, moving and curing the world. Not just imagining. Doing.” This constant focus on innovation and transformation has made the company the only one to still remain in the Dow Jones Industrial Index since the original index was established in 1896.
GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: “I took over an industrial company, now it will be known as an analytics company”. GE’s focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime.
GE’s digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation.
While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
It is the age of the digital customer. And digital customer experience is something that most companies have on top of their agenda. It is not hard to see why. In a survey, 70% of respondents said that good service had a considerable influence on their loyalty and 69% would recommend the company to others. The reverse is also true. Poor customer experience drives customers away. Research shows that nearly 89% of customers walk away from a company after a single poor customer experience. And this can have a significant impact. Businesses are estimated to lose as much as 20% of revenue from poor customer experiences. And this is precisely the reason we chose to focus the sixth edition of our Digital Transformation Review on Customer Experience. How can organizations create compelling digital customer experiences that work? We posed this very question to a diverse panel from around the world. Our panel for this edition includes industry leaders, academics, startup founders, platform vendors and technology gurus. They come from all over the world, including the home of innovation in the digital age — Silicon Valley
The Digital Advantage: How digital leaders outperform their peers in every in...Capgemini
Capgemini Consulting and the MIT Center for Digital Business Global Research
New digital technologies like social media, mobile, and analytics are advancing rapidly on the economic landscape. These innovations are used widely by consumers and employees alike. Facebook has more than 1 billion users. There are more than 6 billion mobile phones. Employees often have better digital solutions at home than they do at work, and many customers are more technology savvy than the people trying to sell to them.
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
We decided to find out what fast-moving digital innovations mean for large traditional companies. In two years of study covering more than 400 large firms, we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
Catering to 'Generation Now': Making Digital Connections Intelligent, Persona...Cognizant
Our recent research uncovers the digital media preferences among the younger cohort - Generation Z and millennials - concerning connectivity, content and commerce.
Digital Leadership Interview : Gavin Starks, CEO of the Open Data Institute (...Capgemini
"Large organizations should think about releasing their data and rely on third parties to innovate on their behalf rather than trying to innovate internally."
Digital Disruption in Asset and Wealth ManagementCapgemini
The groundswell that is today impacting massively retail banking is now impacting all banking businesses. Opportunities offered by new digital technology such as Big data & analytics have not been fully explored yet by Asset & Wealth Management actors, and new technologies are mainly confined to improve shared platforms and reporting flexibility. But the turn might come soon now with the aggressive launches of Fintechs investing all parts of the banking business, including its most exclusive territories.
Asset and Wealth Management might be the next targets, facing the up-rise of new Robo-Advisors quickly gaining market
share on their devoted playground until now.
Traditional Asset and Wealth Managers should anticipate and react, building on their knowledge and assets in order to contain this new trend but this will require that they adapt and probably more globally rethink their business model, to avoid the commoditization of their activity.
The aim of this document is to present how Asset and Wealth Managers can take advantage of the digital revolution / emergence of Fintechs to become more competitive and attract more clients.
While many leading companies have the building blocks in place to participate in and leverage social media, many are pausing and asking deeper questions around how they can best evolve and transform their technology systems and operating processes in order to maximize the benefits social media offers.
Digital Transformation Drives 2021 IT Investmentsrun_frictionless
Digital transformation efforts continue to dominate the technology landscape as more IT leaders recognize the need to update hardware and software infrastructure to accelerate strategic products and services for the business. SoftwareTrends conducted a survey of some 1,020 IT executives, directors, and managers between August and November 2020 to better understand the current state of digital transformation efforts across companies of all sizes—and forecast the technology investment plans for 2021.
https://runfrictionless.com/b2b-white-paper-service/
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.
Only few organizations wise up to new digital competitors, as they usually come from outside their own sector and are not taken seriously at first. Their allegedly inferior propositions confuse prominent players, who should in fact be the very first to be fully aware of potentially disruptive innovation.
To swing into action rapidly, existing organizations would be well advised to properly analyze anything resembling digital competition. Evidently, there are clear patterns behind the startup success marking a new techno-economic reality. Ecosystems, APIs, and platforms characterize this New Normal where customers have more freedom of choice and better service at lower costs.
These successful disruptors are called two-sided market players, also known as multi-sided platform players. Companies like Uber and Airbnb are getting all the media attention, however there are over 9000 players (and counting) active in almost every industry.
The new VINT report explores the new digital competition and presents:
A analysis of the success factors of disruption
10 design principles of the new digital competition like Unbundle your organization processes, APIs first. Access over ownership and Building trust with social systems
The need for every business to develop a API-strategy
An appeal to the CIO and the IT department to use a leading digital approach and map out an offensive technological route.
Telefonica: Creating a competitive edge with predictive analytics for telecom...IBM Analytics
How did an established mobile communications company drastically increase sales and lower costs? This presentation highlights the detailed profiling and call analysis the company used to send only customized marketing communications to its customers. For more information, visit http://ibm.co/telecominsight
The Innovation Game: Why & How Businesses are Investing in Innovation CentersCapgemini
With tech startups rapidly eating into traditional sectors, large organizations face an increased pressure to innovate. The challenge is that traditional innovation approaches are broken. A recent study revealed that only 5% of R&D staff feel highly motivated to innovate. In certain sectors, more than 85% of new products fail and an overwhelming 90% of companies consider they are too slow in launching new products and services.
The weaknesses of traditional innovation approaches have led some organizations to explore different avenues and seek new inspiration. These organizations have launched innovation centers in major technology hubs with the explicit mandate to accelerate digital innovations. These innovation centers, comprising teams of people and often physical sites, are established in a global tech hub. The goal is to leverage the ecosystem of startups, venture capitalists, accelerators, vendors, and academic institutions that these hubs provide.
Major global technology hubs are the preferred destinations for setting up innovation centers. 60% of companies that have set up these centers have a presence in the Silicon Valley but many more hubs are emerging – the top 10 cities in our analysis represent only 33% of total innovation centers. The US and Europe have the largest share with 29% of total innovation centers closely respectively, followed by Asia at 25%. Penetration varies significantly between sectors; manufacturing is a clear leader at 58%, but despite facing increasing pressures from digital disruptions, Financial Services lags at only 28%.
It is extremely challenging to make a success of innovation centers. Success factors include clarity on the role of the innovation center, governance for innovation implementation, and a strong connection with the rest of the business.
Going Digital: General Electric and its Digital TransformationCapgemini
How can a company that is over a century old transform itself to thrive in a digital economy?
For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of “Building, powering, moving and curing the world. Not just imagining. Doing.” This constant focus on innovation and transformation has made the company the only one to still remain in the Dow Jones Industrial Index since the original index was established in 1896.
GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: “I took over an industrial company, now it will be known as an analytics company”. GE’s focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime.
GE’s digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation.
While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
It is the age of the digital customer. And digital customer experience is something that most companies have on top of their agenda. It is not hard to see why. In a survey, 70% of respondents said that good service had a considerable influence on their loyalty and 69% would recommend the company to others. The reverse is also true. Poor customer experience drives customers away. Research shows that nearly 89% of customers walk away from a company after a single poor customer experience. And this can have a significant impact. Businesses are estimated to lose as much as 20% of revenue from poor customer experiences. And this is precisely the reason we chose to focus the sixth edition of our Digital Transformation Review on Customer Experience. How can organizations create compelling digital customer experiences that work? We posed this very question to a diverse panel from around the world. Our panel for this edition includes industry leaders, academics, startup founders, platform vendors and technology gurus. They come from all over the world, including the home of innovation in the digital age — Silicon Valley
The Digital Advantage: How digital leaders outperform their peers in every in...Capgemini
Capgemini Consulting and the MIT Center for Digital Business Global Research
New digital technologies like social media, mobile, and analytics are advancing rapidly on the economic landscape. These innovations are used widely by consumers and employees alike. Facebook has more than 1 billion users. There are more than 6 billion mobile phones. Employees often have better digital solutions at home than they do at work, and many customers are more technology savvy than the people trying to sell to them.
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
We decided to find out what fast-moving digital innovations mean for large traditional companies. In two years of study covering more than 400 large firms, we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
Catering to 'Generation Now': Making Digital Connections Intelligent, Persona...Cognizant
Our recent research uncovers the digital media preferences among the younger cohort - Generation Z and millennials - concerning connectivity, content and commerce.
Digital Leadership Interview : Gavin Starks, CEO of the Open Data Institute (...Capgemini
"Large organizations should think about releasing their data and rely on third parties to innovate on their behalf rather than trying to innovate internally."
Digital Disruption in Asset and Wealth ManagementCapgemini
The groundswell that is today impacting massively retail banking is now impacting all banking businesses. Opportunities offered by new digital technology such as Big data & analytics have not been fully explored yet by Asset & Wealth Management actors, and new technologies are mainly confined to improve shared platforms and reporting flexibility. But the turn might come soon now with the aggressive launches of Fintechs investing all parts of the banking business, including its most exclusive territories.
Asset and Wealth Management might be the next targets, facing the up-rise of new Robo-Advisors quickly gaining market
share on their devoted playground until now.
Traditional Asset and Wealth Managers should anticipate and react, building on their knowledge and assets in order to contain this new trend but this will require that they adapt and probably more globally rethink their business model, to avoid the commoditization of their activity.
The aim of this document is to present how Asset and Wealth Managers can take advantage of the digital revolution / emergence of Fintechs to become more competitive and attract more clients.
While many leading companies have the building blocks in place to participate in and leverage social media, many are pausing and asking deeper questions around how they can best evolve and transform their technology systems and operating processes in order to maximize the benefits social media offers.
Digital Transformation Drives 2021 IT Investmentsrun_frictionless
Digital transformation efforts continue to dominate the technology landscape as more IT leaders recognize the need to update hardware and software infrastructure to accelerate strategic products and services for the business. SoftwareTrends conducted a survey of some 1,020 IT executives, directors, and managers between August and November 2020 to better understand the current state of digital transformation efforts across companies of all sizes—and forecast the technology investment plans for 2021.
https://runfrictionless.com/b2b-white-paper-service/
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.
Only few organizations wise up to new digital competitors, as they usually come from outside their own sector and are not taken seriously at first. Their allegedly inferior propositions confuse prominent players, who should in fact be the very first to be fully aware of potentially disruptive innovation.
To swing into action rapidly, existing organizations would be well advised to properly analyze anything resembling digital competition. Evidently, there are clear patterns behind the startup success marking a new techno-economic reality. Ecosystems, APIs, and platforms characterize this New Normal where customers have more freedom of choice and better service at lower costs.
These successful disruptors are called two-sided market players, also known as multi-sided platform players. Companies like Uber and Airbnb are getting all the media attention, however there are over 9000 players (and counting) active in almost every industry.
The new VINT report explores the new digital competition and presents:
A analysis of the success factors of disruption
10 design principles of the new digital competition like Unbundle your organization processes, APIs first. Access over ownership and Building trust with social systems
The need for every business to develop a API-strategy
An appeal to the CIO and the IT department to use a leading digital approach and map out an offensive technological route.
Telefonica: Creating a competitive edge with predictive analytics for telecom...IBM Analytics
How did an established mobile communications company drastically increase sales and lower costs? This presentation highlights the detailed profiling and call analysis the company used to send only customized marketing communications to its customers. For more information, visit http://ibm.co/telecominsight
Eyal Glazner is a musical artist and a multidisciplinary educator Plays and teaches piano, guitar, bass, drums, percussion. during High School Appeared Eyal in Roxanne. Enriched and deepened his education in "Rimon" and combined academic studies for teaching in "lweinsky" for preforming jazz in "Rimon". During his career he was a member of "MAYUMANA" band. Elected to transfer workshops with Riki Gal and Mati Caspi in the TV Program "Star is born 2". Wrote music for commercials for companies such as Coca-Cola, Prigat, Hawaii, Bosh, OF TOV, Electra, Strauss. These days, showing up children show togther with Rami Kleinstein and "Dream production". Eyal was a partner in creating special projects with the Cameri Theater, Cameri Orchestra, nein Beach, Shmulik Noifiild. Wrote music for films (a big story, STRANGERS, RomanticA). All rights reserved to Eyal Glazner(C).
Интеллект экономика создается согласно концепции "Интеллект НЭП" и алгоритма расширения бизнес коммуникатора между потребителем и производителем со стороны потребителя. "Интеллект НЭП" имеет прототип - НЭП. Только НЭП создавался как экономика от организованного потребителя на реальных пунктах приема/продажи товаров и услуг, а "Интеллект НЭП" на Интернет площадке, Интернет бизнес коммуникаторе и логистических складах.
A Dell Healthcare Services POV on payment integrity, utilization management and provider management. Browse the slides and discover more at Dell.com/healthplans
The ChangeThis manifesto by Denise Lee Yohn, It’s the Experience, Stupid!, explains why experience remains the frontier on which companies compete and win today
http://www.learningguitarnow.com Are you new to guitar and want to start playing your favorite songs immediately? You're in luck. Learning guitar can be easy if you learn 3 key things.
Startup Braga Acceleration program is a great opportunity to push your startup forward, the 7 teams participating in the 2014 edition managed to raised over 1.5 Million euros in funding even before the demo day. We connect you with over 50 entrepreneurs, investors, industry experts and executives and we also provide office space 24/7, access to a network of startup providers, top-notch workshops and a community of over 30 startups. In the end, you also have the opportunity to participate in our internacional roadshow.
Apply until March 15 for the 2015 Startup Braga Acceleration Program. That will run for 3 months with a limited number of teams. This time the focus will be on Mobile/ eCommerce, MedTech and Nano Technology.
Apply: www.f6s.com/startupbragaaccelerationprogram
Info: www.startupbraga.com
The New Innovation Paradigm for the Digital Age: Faster, Cheaper and OpenJon Nordmark
How Iterate Studio helps multinationals embrace Open Innovation is featured in Capgemini Consulting's 8th Digital Transformation Review (Oct 2015), pages 44-50. Other topics include Machine Learning and AI (University of Oxford), Innovating through Open Data, Robotics, Intrapreneurship (by Telefonica), Innovation Centers (by Capital One), Frugal Innovation (University of Cambridge), and more. -- Digital Transformation Review 8th Edition, Capgemini Consulting ( https://www.capgemini-consulting.com/digital-transformation-review-8 )
Startup Braga - About us & our #2 Acceleration ProgramStartup Braga
Apply: f6s.com/startupbragaaccelerationprogram
More info: bit.ly/sbacceleration
Startup Braga Acceleration program is a great opportunity to push your startup forward, the 7 teams participating in the 2014 edition managed to raised over 1.5 Million euros in funding even before the demo day. We connect you with over 50 entrepreneurs, investors, industry experts and executives and we also provide office space 24/7, access to a network of startup providers, top-notch workshops and a community of over 30 startups. In the end, you also have the opportunity to participate in our internacional roadshow.
Apply until March 15 for the 2015 Startup Braga Acceleration Program. That will run for 3 months with a limited number of teams. This time the focus will be on Mobile/ eCommerce, MedTech and Nano Technology.
Nordea Startup Accelerator Program powered by Nestholma
Check out more info about the program and applying at http://www.nestholma.com/nordea-accelerator.
Enterprise 2.0, french touch : the white paperAnthony Poncier
This collaboratively and collectively written book about Enterprise 2.0 is the English version of the original French, published online at the end of last year.
Telstra: Securing a Bright Digital Future for One of Australia’s Most Iconic ...Capgemini
We explore Telstra’s 5 year Digital transformation journey which started in 2011 where 20% of their customer transactions were digital compared to 56% in H1 2016. Telstra’s broad focus on being a more digital rather than physical company aligned with massive investment in IT systems together with their long term organic transformation route is also explored giving a clear indication of strategic imperatives to achieve successful digital transformation.
Through interviewing Monty Hamilton, Director of Digital Operations, we look at some of Telstra’s key achievements including their launch of a crowd-sourced customer support model, startup accelerator and their Digital First Program to name a few.
COVID-19 heightened chronic challenges within the global healthcare industry. It became a catalyst amid fierce competition and tight regulations for health providers and payers to focus on digital health, cybersecurity, patient data transparency, and a variety of customer-centric and operational enhancements. As a result, we found the 2022 trendline pointing to improvements in access and quality of care.
Healthcare challenges such as optimizing the cost of care while simultaneously enabling personalized interventions and consumer-friendly shoppable services are long-standing − but, historically, the industry has been slow to react.
Read our Top Trends 2022 report to examine the lingering ramifications of the pandemic, responses from medical and insurance organizations, and the worldwide impact of ever-changing regulatory standards and mandates.
A combination of factors − the pandemic, catastrophic weather events, evolving policyholder expectations, and insurers’ drive for operational efficiency and future relevance − are sparking P&C industry changes.
In a post-COVID, new-normal environment, the most strategic insurers are building resilient, crisis-proof enterprises poised to take advantage of emerging and future business opportunities. They are leveraging advanced data analytics and novel technologies to assure agility and achieve positive revenue and customer satisfaction outcomes. Competitive advantage will hinge on accelerated digitalization and faster go-to-market. Therefore, win-win partnerships and embedded services with InsurTechs and other ecosystem players are critical.
Read Capgemini’s Top P&C Insurance Trends 2022 for a glimpse at the tactical and strategic initiatives carriers are undertaking to boost customer-centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future-readiness.
This analysis provides an overview of the top trends in the commercial banking sector as they shift to technology high gear to boost client efficiency and battle a volatile, uncertain, competitive, and evolving landscape.
First, it was retail banking. Now, advanced technology is shifting to – and disrupting − the commercial banking space. Many commercial banks, known for paperwork, red tape, and branch dependency, were unprepared to support clients during their post-COVID-19 ramp-up. But now, the digital pivot to new mindsets, partnerships, and processes is in overdrive.
As commercial banks grapple with competition from FinTechs, BigTechs, and alternative lenders, their inability
to fulfill SME demands and pandemic after-shocks necessitates transformative process changes and a move
to experiential, sustainable, and inclusive banking models. We expect banks to strive to meet the demands
of corporate clients and SMEs by digitally transforming critical workflows and improving client experience.
Additionally, incremental process improvements in the middle and back-office that leverage intelligent
automation will keep the competition at bay because engaged clients are loyal.
Adopting newer methods to mine data and moving to as-a-Service models will prepare commercial banks
to flexibly respond to newcomers and find ways to co-exist through effective collaboration. The time has come for commercial banks to put transformation on the fast track as lending losses in wallet and market share could spill over to other functions!
How incumbents react and respond to 2022 trends could determine their relevancy and resiliency in the years ahead.
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
As we slowly move out of the pandemic, financial services firms have learned the criticality of virtual engagement to business resilience. Wealth management firms will need capabilities to cater to new-age clients and deliver new-age services. This report aims to understand and analyze the top trends in the Wealth Management industry this year and beyond.
A year ago, our Top Trends in Wealth Management report emphasized how the pandemic sparked disruption and digital transformation and changing investor attitudes around Environmental, Social, and Corporate Governance (ESG) products. As we begin 2022, many of those trends continue to hold as COVID-19’s wide-reaching effects continue to influence the wealth management industry.
As wealth management (WM) firms supercharge their digital transformation journeys, investments in cybersecurity and human-centered design are becoming critical to building superior digital client experience (CX). Another holdover trend − sustainable investing – is gaining mainstream attention and generating increasingly sophisticated client demands. Data and analytics capabilities will become ever more essential for ESG scoring and personalized customer engagement. As large financial services firms refocus on their wealth management business while new digital players make industry strides, competition is becoming historically intense. Not surprisingly, client experience is the new battleground.
This analysis provides an overview of the top trends in the retail banking sector driven by the competition, digital transformation, and innovation led by retail banks exploring novel ways to create and retain value in evolving landscape.
COVID-19 caught banks off guard and shook legacy mindsets to the core. With 20/20 (2020) hindsight, firms are more aware, digitally resilient, and financially stable as they head into 2022. The trials of the past 18 months forced firms to shore up existing business and consider new models and revenue streams.
Customer-centricity remains at the top of most FS agendas and is a 2022 focal point. Banks will focus on achieving operational excellence as diligently as delivering superior CX. In 2022 and beyond, it will be paramount for FIs to explore and invest in new technologies to remain relevant and resilient.
Banking 4.X will arrive in full force in 2022 with platform-supported firms monetizing diverse ecosystem capabilities and aggressively harvesting data to create experiential customer journeys through intelligent and personalized engagements. The new era will compel future-focused banks to finally abandon legacy infrastructure and collaborate with third-party specialists to solidify their best-fit, long-term roles. Increasingly, open platforms will make banks invisible as banking becomes embedded into customer lifestyles. At the same time, banks will shed asset-heavy models and shift to the cloud for greater agility, speed to market, and faster innovation. The shift will act as a precursor to adopting new technologies on the horizon – 5G and Decentralized Finance.
The recent past was filled will extraordinary lessons for financial institutions. Now is the time to act on those learnings and move forward profitably.
While COVID-19 has sparked the demand for life insurance, it has also exposed the operating model vulnerabilities in distribution, servicing, and customer retention. In a post-COVID, new-normal environment, insurers need to enhance their capabilities around advanced data management and focus on seamless and secure data sharing to provide superior CX and hyper-personalized offerings. Accelerated digitalization and faster go-to-market are vital to remaining competitive, and win-win partnerships with ecosystems are critical in the journey.
Read our Top Life Insurance Trends 2022 to explore the tactical and strategic initiatives carriers undertake to acquire competencies around customer centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future readiness.
Property & Casualty Insurance Top Trends 2021Capgemini
The Property & Casualty insurance landscape is evolving quickly with the changing risk landscape, entry of new players, and changing customer expectations. The ripple effects of COVID-19 on the P&C insurance industry and natural disasters such as forest fires have adversely impacted insurance firm books.
In this scenario, to ensure growth and future-readiness, the most strategic insurers strive to be ‘Inventive Insurers’ – assuming a customer-centric approach, deploying intelligent processes, practicing business resilience and go-to-market agility, and embracing an open ecosystem.
Read our Property & Casualty Insurance Top Trends 2021 report to explore the strategies insurers are adapting to remain competitive amidst the evolving business landscape and how they can explore new ways to enhance their profitability.
A combination of factors such as demographic changes, evolving consumer preferences, and desire to become operationally efficient were already spurring changes in the life insurance industry. Enter 2020 – the COVID-19 pandemic is having a significant impact on the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry is adapting to the new normal.
Furthermore, COVID-19 has acted as a catalyst, pushing life insurers to prioritize their efforts on improving customer centricity, developing go-to-market agility, making processes intelligent, building business resilience, and embracing the open ecosystem.
Read our Life Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the changing market dynamics.
The uncertainty of 2020 is setting the global tone for the immediate future in the financial services industry. So it is no surprise banks are laser-focused on business resilience, emphasizing both financial and operational risks. The need to adapt quickly to new normal conditions through virtual customer engagement is clear.
Customer centricity continues to drive commercial banks’ solution designs. And, the pandemic compelled products that deliver immediate client value ‒ quick digital onboarding, seamless lending, and support for small and medium-sized enterprises (SMEs). The onus is now on banks to go to market more quickly, which requires the implementation of intelligent processes and integrating corporates’ enterprise resource planning (ERP) systems with banking workflows.
To achieve go-to-market agility, banks across the globe are investing in and collaborating with FinTechs. Many of these partnerships are focused on boosting digital lending and providing seamless support to anxious small-business clients in need of assurance.
With newfound impetus for FinTech collaboration, commercial banks have picked up their step on the path toward OpenX. COVID-19 made it evident that survival during turbulence is manageable through collaboration with ecosystem players.
Read our Top Trends in Commercial Banking 2021 report to explore the strategies banks are adapting to transform their businesses from a product-led, siloed model to an experiential and agile plan.
When we published the Top Trends in Wealth Management 2020, little did we foresee the pandemic that would sweep through the world and disrupt life as we knew it. Yet, when we reviewed last year’s trends, we found that many still hold and some have taken on even greater relevance. One such trend is sustainable investing, which had begun to gain prominence as investors became more aware of ESG considerations, and firms rolled out more sustainable investing offerings. Another trend that has accelerated in the post-COVID world is the importance of investing in omnichannel capabilities and technologies such as artificial intelligence (AI) to enhance personalization and advisor effectiveness. The pandemic has driven wealth management firms to accelerate their digital transformation journey, with some immediate focus areas being interactive client communications and digital advisor tools.
There is no denying that time is of the essence. Yes, budgets are tight, but the Open X ecosystem offers wealth management firms opportunities to reimagine their operating models and deliver excellent customer experience cost-effectively.
Top trends in Payments: 2020 highlighted the payments industry’s flux driven by new trends in technology adoption, innovative solutions, and changing consumer behavior. The pandemic has tested the digital mastery of players, who are already grappling with transition. Non-cash transactions are on a robust growth path, accelerated by increased adoption during COVID-19. Regulators are working to instill trust and address non-cash payments risk amid unparalleled growth as players collaborate to quell uncertainty. Regional initiatives, such as the P27 (Nordics real-time payments system) and the EPI (European Payments Initiative), are gaining traction in response to country-level fragmentation and competition.
Investment in emerging technologies is looked upon as an elixir to mitigate fraud, data-driven offerings are being considered for providing value-added propositions, and distributed ledger technology is in focus for digital currency solutions, efficiency enhancement, and cost gains. New players, such as retailers/merchants, are integrating payments into their value chains while technology giants are upscaling their financial services game by weaving offerings around payments as a center stage. Constrained by budgets, firms consider business models such as Platform-as-a-Service (PaaS) to provide cost-effective and superior customer experience.
A combination of factors, including demographic changes, evolving consumer preferences, and regulatory and compliance mandates, were already spurring change in the health insurance industry. Enter 2020 and the COVID-19 pandemic, which is having sweeping implications for the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry adapts to the new normal.
Furthermore, some changes are here to stay, and it will be prudent for the industry players to be resilient to the market shifts by being agile, improving member centricity, making processes intelligent, and embracing the open ecosystem.
Read our Health Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the external pressures.
The banking industry’s resilience is being tested as banks navigate through a remarkable 2020 filled with uncertainties. The impact of COVID-19 has been about setting the tone for future operational models. Retail banks have shifted focus towards integrated risk management with a more holistic view of operational risks. Adapting to the new normal, banks have prioritized cost transformation while engaging customers virtually. Incumbents sought to be more responsible within fast-changing environmental conditions and ESG remained a critical focus.
To provide more experiential services, banks are leveraging techniques such as segment-of-one to hyper-personalize offerings while aiming to humanize digital channels for increased engagement. Banks are also revamping middle and back offices, going beyond the front end leveraging intelligent processes. Open X is enabling banks to play on their strengths and use the expertise of ecosystem players. Going forward, banks are poised to become an enhanced one-stop shop by providing consumers value-adding FS and non-FS experiences.
To acquire customers in cost-effective manner, retail banks are tapping value-based propositions ‒ such as POS financing and mortgage refinancing. Further, Banking-as-Service provides incumbents a way to provide their high-value offerings to other players. In preparation for the future, banks will be looking to improve their go-to-market agility by leveraging the benefits of cloud. This analysis outlines the top 10 trends in retail banking for 2021.
Explore how Capgemini’s Connected autonomous planning fine-tunes Consumer Products Company’s operations for manufacturing, transport, procurement, and virtually every other aspect of the supply-value network in a touchless, autonomous way.
Financial services is undergoing a paradigm shift that is forcing incumbent retail banks to rethink growth strategies as they struggle to remain relevant. Growing competition from BigTechs, FinTech firms, and challenger banks has added to the complexity created by increasingly stringent regulatory and compliance requirements. Customers now expect a seamless customer journey and personalized offerings because they have become accustomed to top-notch individualized service from GAFA giants Google, Apple, Facebook, and Amazon. The changing ecosystem offers established banks new, unexplored opportunities and encourages a transition beyond traditional products to meet the exacting requirements of today’s customers. Bank collaboration with FinTech and RegTech partners is becoming commonplace. Incumbents are exploring point-of-sale financing and unsecured consumer lending, while they also boost their digital channel competencies to reach a broader customer base. Banks are beginning to accept open APIs and are working with third-party specialists to create an open shared marketplace. Technological advancements such as AI are fueling efforts to evolve customer onboarding and touchpoint processes. Increasingly, banks are turning to design thinking methodology to understand the customer journey, extract deep insights, and develop a more refined user experience across the customer lifecycle.
Our analysis of the top retail banking trends for 2020 offers a glimpse into the fast-changing banking ecosystem and explores the tools and solutions being used to face new-age challenges.
Aspects of the life insurance industry have remained constant for years – and so have premiums. Traditional savings products have taken a huge hit in terms of attractiveness because low interest-rates prevail. Meanwhile, the risk landscape is shifting, and insurers need to align better with the emerging business environment, manage changing customer preferences, and improve operational efficiencies. Within today’s scenario, industry players are undertaking tactical and strategic shifts in attempts to manage unpredictable market dynamics. Insurers must develop alternative products to breathe new life into policies and leverage emerging technologies (artificial intelligence (AI), analytics, and blockchain) to improve efficiency, agility, flexibility, and customer-centricity.
Read Top Trends in Life Insurance: 2020 for a look at the innovative steps future-focused insurers are considering to meet industry challenges and opportunities.
The health insurance industry is evolving and undergoing significant changes. As the risk landscape shifts, insurers are working to improve operational efficiencies, meet evolving customer preferences, and align better with the changing business environment. Accordingly, payers must adapt and align business models and offerings. An incisive tactical approach is required to accommodate members’ needs and related emerging risks — medical, health, and environmental. Advanced technologies such as artificial intelligence, analytics, automation, and connected devices are enabling insurers to manage these changes proactively, partner with members, and help to prevent risks, all the while continuing to fulfill payer responsibilities.
Read Top Trends in Health Insurance: 2020 to learn which strategies insurers are adopting to navigate and align with today’s challenges.
Similar to other financial services domains, payments is evolving into an open ecosystem. The EU’s Payment Services Directive (PSD2) pioneered open banking by encouraging banks and established payments players to securely open the systems to foster competition, innovation, and more customer choices. In tandem with non-cash transaction growth, regulations are driving banks and payments firms to expand their array of payment methods and channels. Governments are encouraging financial inclusion by also promoting the adoption of non-cash payments. Increasingly, merchants and corporates seek to offer alternative payment systems because of widespread popularity among consumers. Alternative payments also enable merchants to provide real-time and cross-border payments to boost business efficiency.
Banks, payment firms, card firms, BigTechs, FinTechs, and other players are continuously developing new technology to cash in on market changes. However, data breaches and fraud continue to hinder innovation as firms devote countless resources each year to address security issues. Many governments are also designing new regulations to reduce ecosystem threats. All these measures are expected to make the current ecosystem much more secure and simple for players as well as customers.
Top Trends in Payments: 2020 explores and analyzes payments ecosystem initiatives and solutions for this year and beyond
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
20 Comprehensive Checklist of Designing and Developing a WebsitePixlogix Infotech
Dive into the world of Website Designing and Developing with Pixlogix! Looking to create a stunning online presence? Look no further! Our comprehensive checklist covers everything you need to know to craft a website that stands out. From user-friendly design to seamless functionality, we've got you covered. Don't miss out on this invaluable resource! Check out our checklist now at Pixlogix and start your journey towards a captivating online presence today.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
GridMate - End to end testing is a critical piece to ensure quality and avoid...ThomasParaiso2
End to end testing is a critical piece to ensure quality and avoid regressions. In this session, we share our journey building an E2E testing pipeline for GridMate components (LWC and Aura) using Cypress, JSForce, FakerJS…
GridMate - End to end testing is a critical piece to ensure quality and avoid...
Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Telefonica
1. An interview with
Transform to the power of digital
Pablo Rodriguez
Director of Innovation at Telefónica and
Head of Telefónica’s Barcelona R&D lab
Unlocking Innovation through
Intrapreneurship
2. Pablo Rodriguez
DirectorofInnovationatTelefónicaand
HeadofTelefónica’sBarcelonaR&Dlab
Pablo Rodriguez
Our innovation lab in
Barcelona has nearly
300 people from varied
backgrounds, such as
technology, psychology,
design, political science
and big data.
To thrive in the digital
age, organizations
need to evolve from
hierarchical and
process-centered
structures to being
talent-driven.
I believe that opening
up innovation, working
more with partners,
and being agile enough
to include everybody’s
contribution represents
a big shift in innovation
in this digital age.
Innovation in the
Digital Age
Do you feel the need for a different
approach to innovation compared
to, say, a decade ago?
Perhaps the most important element
that needs a rethink is the diversity of
talent. Diverse teams are better able to
spawn innovative ideas. Realizing this,
we are adopting an entirely different way
of setting up our innovation teams. For
instance, our innovation lab in Barcelona
has nearly 300 people from varied
backgrounds, such as technology,
psychology, design, political science
and big data.
To thrive in the digital age, organizations
need to evolve from hierarchical and
process-centered structures to being
talent-driven. They must empower
people to propose and defend innovative
ideas, and give them autonomy to
execute these ideas.
Beyond talent, how have you
evolved your approach to
innovation?
We have become much more open.
We derive our insights and inspirations
to innovate from many external
forums, such as startup ecosystems,
universities and collaboration with other
industries. Telefónica is the founding
partner of the European Commission’s
Startup Europe Partnership initiative,
which aims to connect Europe’s best
startups to corporates. We’re also
part of the European Digital Forum, a
think-tank dedicated to empowering
tech entrepreneurs and growing
Europe’s digital economy. I believe that
opening up innovation, working more
with partners, and being agile enough
to include everybody’s contribution
represents a big shift in innovation in
this digital age.
The ‘Intrapreneurial’
Approach to Innovation
How is Telefónica fostering
innovation throughout the
organization?
Our innovation team – Telefónica I+D
– coordinates the global strategy for
digital innovation across the group. We
set it up in 1988 with a mission to make
the group more competitive through
technological innovation. We have about
650 employees as part of this group,
with a majority of them being university
graduates, representing 18 nationalities.
From its inception, the group has been
instrumental in churning out innovative
products. For instance, it contributed to
our public phone booths in 1990, internet
access services in 1996, connected cars
in 2000 and interactive digital TV in 2004.
We have been a pioneer in adopting the
Lean Startup approach for our internal
entrepreneurship, or ‘intrapreneurship’
initiatives, where we promote our own
employees to become entrepreneurs.
It allows us to create opportunities that
are not necessarily ‘low-hanging fruit’
and grow them to become sustainable
businesses. Our intrapreneurs have
helped us launch initiatives in some
revolutionary areas, such as software-
defined networking, machine learning,
cyber security and privacy.
3. Pablo Rodriguez
Our intrapreneurs
have helped us launch
initiatives in some
revolutionary areas,
such as software-
defined networking,
machine learning, cyber
security and privacy.
We have been able to
accelerate innovation
cycles by up to two-
and-a-half times while
using only half the
budget required for
usual projects.
This approach is in stark contrast to
the more conventional approach. That
demanded elaborate business plans and
years of investment, yet often the end
result was a product or service that didn’t
meet customer expectations.
How does your ‘intrapreneurship’
initiative work? How does it nurture
innovation projects from inception
to reality?
We seek to promote employees who have
a start-up ‘mentality’ and a determination
to create new things. Any employee can
participate in the program by proposing
ideas at any time of the year. We pick up
the ideas that demonstrate the potential
to create future business for Telefónica
over the next one to five years. We also
encourage multi-disciplinary teams to
come together and form a ‘start-up’
that can take their idea from concept to
reality. The teams then need to mature
their ideas into sound project proposals
before they can secure resources.
How much time can they dedicate
to “intrapreneurship” activities at
the different stages from ideation
to design and implementation?
We run the intrapreneurship program
several times per year depending on
our need to fuel new projects into the
innovation funnel. Each time we start
the program, we select ideas from
intrapreneurs and we let them work in
their project full time for three months.
During this time, we implement a safety
net mechanism that encourages people
to participate in the program: once the
three months’ period is finished we allow
them to return to their original position if
their idea doesn’t succeed. But if they
succeed they will continue working full
time in the project during its whole life.
How do intrapreneurs secure
resources for their projects and
what happens to successful ideas?
Once an innovator’s idea has been
refined to a certain level, a venture-
capital setup decides whether to invest
in it. If funded, the project is executed
by first testing its attractiveness among
a set of customers. For this, innovators
run two to six ‘test-and-learn’ cycles.
Each cycle involves designing and
building a prototype, followed by testing
it in selected markets by working with
local sales and marketing teams, and
measuring the success. The key output
of these cycles is the learnings from
the market. At the beginning, projects
work with minimal resources and
then investment increases as projects
validate their key hypotheses.
These projects start generating
meaningful insights in one-and-a-half
months or less. We have been able to
accelerate innovation cycles by up to
two-and-a-half times while using only half
the budget required for usual projects.
Some of the projects go on to become
Telefónica’s operating businesses or
internal startups. Those are the ones that
are defining new roadmaps for digital
innovation at Telefónica.
Can you give us an example of a
successful intrapreneurship project
launched in the market?
One of the intrapreneurship projects that
we launched in the Internet-of-Things
(IoT) space is called “Thinking Things”.
It is a simple product for enterprises to
help build their own IoT solution. The
‘Things’ in Thinking Things are modular
devices such as sensors, actuators and
a core module that helps these sensors
connect to any telecom network. Like
Lego bricks, customers can attach these
devices to their machines or systems
to remotely monitor their performance
and take specific actions. For example,
temperature status when it crosses a
threshold, or reacting to an SMS for
switching on irrigation in a field.
4. Unlocking Innovation through Intrapreneurship
Founding partner of European
Commission’s Startup Europe
Partnership initiative, aims to
connect Europe’s best startups
to corporates.
Barcelona innovation lab: 300
researchers from very diverse
backgrounds – technology,
psychology, design, and hacking.
• I+D launched the “TU Go” app – allows users to make calls from any device and over WiFi
• Thinking Things – allows enterprises create their own Internet of Things (IoT) solutions using simple blocks of
sensors and connecting devices
Internalizing startup methodologies
such as – Lean Startup,
Failing Fast,
Test-and-learn etc.
innovation cycles
by up to
at nearly
compared to usual projects,
Set up in 1988,
group’s global digital innovation strategy
Has nearly from
coordinatesIntrapreneurship helps
Invested nearly €
in research, development and
innovation programs in 2014
global entrepreneurship and
innovation network
is ’s
Committed to €
investment along with its 62 partners,
invested in
in terms of
investments in R&D
5. Pablo Rodriguez
We have, along with our
partners, committed
to invest €300 million
in the [OpenFuture_]
program.
We have been largely
focusing on predicting
human behavior, IoT
and privacy of identity.
I believe relying on one
or two programs to
create an innovation
culture can only have
limited results. It has
to be a combination of
efforts led from the top.
Can you tell us more about
Telefónica’s external forums for
innovation, in particular – the
Open Future_ initiative?
Telefónica has been very active in
integrating with the entrepreneurial
ecosystem through accelerators, venture
capital funds and the Open Future_
program. Open Future_ is our global
entrepreneurship and open innovation
network, involving 62 public and private
partners, entrepreneurs, startups and
investors. Our aim is to encourage
entrepreneurship in local talent, promote
the growth of that talent with tools to
accelerate their business, and provide
necessary investment to those projects
with the greatest potential, thereby
helping them scale up.
Creating a Culture of
Innovation
Beyond intrapreneurship, what
are the other initiatives that you
launched to create a culture of
innovation?
I believe relying on one or two programs
to create an innovation culture can
only have limited results. It has to be
a combination of efforts led from the
top. First, we have defined our way of
working at the group level with three key
attitudes: discover, disrupt and deliver.
These attitudes also embrace a spirit
of innovation that all employees are
encouraged to embrace. Second, we
have set up an innovation committee
composed of very senior leaders and
board members that meet several times
a year to monitor and guide innovation
projects across the group. Third, we
organize major events, such as TEFcon,
which is an annual conference to bring
together more than 350 engineers,
developers and designers involved in
innovation projects from most of our
group companies. Fourth, some of
our young millennial employees are
also intrapreneurs and they actively
participate in forums, such as One
Young World, to spark a discussion on
how a young workforce can change
a corporate using intrapreneurship.
All these elements have helped us
percolate a culture of innovation through
the organization. It made people feel
that they are part of accelerating our
transformation into a digital company.
What are the key innovation
themes that you are currently
working on?
We have been largely focusing on
predicting human behavior, IoT
and privacy of identity. Predicting
human behavior is opening up new
opportunities by analyzing massive
amounts of data, such as helping
launch big societal initiatives. We funded
one of our innovation projects in the
area of ‘Smart Tourism’. The project
analyzes mobile network data to better
distribute economic benefits of tourism
among residents while helping tourists
enjoy a high-quality experience. In the
realm of privacy of identity, we have
partnered with MIT, and the Open Data
Institute run by Tim Berners-Lee and
Mozilla Foundation, to launch the Data
Transparency Lab. It seeks to advance
transparency of online personal data.
Open Future_ operates in 17 countries
and is very closely connected with the
key technology hubs and countries
where we operate. We have, along with
our partners, committed to invest €300
million in the program.
6. Pablo Rodriguez
Recently, we became the first telco in the
world to launch a browser-based calling
product using WebRTC technology.
This product – TU Go – is the result of
our in-house innovation program. TU Go
is an app that allows people to always
stay connected and use voice calling
and texting features through any mobile
device, such as tablets and laptops, not
just their mobile phone. We have found
that TU Go users communicate more,
have longer calls and are more loyal to
Telefónica. After its initial success in the
UK, we launched it in Argentina last year.
We have reduced our
financial needs by half
which, in the long term,
will mean to double our
success rate.
We have partnered with
MIT, and the Open Data
Institute run by Tim
Berners-Lee and Mozilla
Foundation, to launch the
Data Transparency Lab.
Through our Open Future_ program,
we have invested in more than 550
companies and created new digital
employment for more than 5,000
people. We have also been a part
of successful funding rounds for
Sigfox, which raised $115 million, and
Cyanogen, which raised $80 million.
What level of success have
you seen with your innovation
initiatives?
We have had a good track record of
innovation successes during these
years. The main difference from the past
is how efficient we have been in using our
innovations funds that has led to a high
number of successful products launched
to the market. As I’ve mentioned before,
we have reduced our financial needs by
half which, in the long term, will mean to
double our success rate.
One example is the “over the top”
television solution of Telefónica that has
been developed internally within the
innovation program. It started with the
work of only three engineers and ended
up with a solution that, at the end of
2014, has been deployed in 4 countries
and has more than 400 million users.