Supercharge Customer Data with Code Halos
By making meaning from the data that swirls around every digital interaction, companies can gain unprecedented insight into what customers and prospects want and value
essentially what makes them “tick.”
- Digits over Widgets: The Next Age of Business and Technology
- Seize the opportunity: Connect with Customers in a new Way
- Stumblling at Speed: Potholes in the Road
- Starting Right; Picking your Path
Apps for the Connected World: Supercharge Customer Data with Code HalosCognizant
By making meaning from the data that swirls around every digital interaction, companies can gain unprecedented insight into what customer and prospects want and value, essentially what makes them "tick."
The Robot and I: How New Digital Technologies Are Making Smart People and Bus...Cognizant
Our latest study shows that when enterprise robots are applied to automating core business processes, they can extend the creative problem-solving capabilities and productivity of human beings and deliver superior business results.
This white paper discusses how organizations can transform big data into business value by connecting various data sources, analyzing data at scale, and taking action. It outlines the challenges of dealing with exponentially growing data in today's digital world. The paper introduces Actian's solutions for enabling an "action-driven enterprise" through its DataCloud Platform for invisible integration and ParAccel Platform for unconstrained analytics. These platforms allow organizations to connect diverse data, analyze it without constraints, and automate actions based on insights gleaned from big data analytics. Use cases demonstrate how companies are leveraging Actian's technology to gain competitive advantages.
In this deck, Greylock Partner Jerry Chen reviews some of the traditional economic moats that technology companies typically leverage and how they are being disrupted. I believe that startups today need to build systems of intelligence™ — AI powered applications — “the new moats.”
The document discusses the increasing adoption of cloud-based app development tools that allow users to build mobile apps without coding. It provides arguments for and against these tools.
The key benefits mentioned are lower costs than traditional development since developers are not needed, faster development times, the ability for non-technical staff to build apps, and ease of deploying apps across multiple devices without extensive testing. However, some argue these tools have limitations that can frustrate companies. While critics defend traditional coding, cloud-based tools are becoming very popular for quickly building internal apps to improve business processes.
The document discusses the increasing adoption of cloud-based app development tools that allow users to build mobile apps without coding through a drag-and-drop interface. Such tools are gaining popularity due to their ability to significantly reduce development costs and timelines compared to traditional coding. However, some critics argue that these tools limit innovation due to their constraints. The document outlines several benefits of cloud-based app development tools, such as lowering costs by eliminating developer salaries, accelerating development timelines, allowing non-technical staff to build apps, simplifying testing across devices, and enabling rapid prototyping. While such tools have constraints, their simplicity has driven more widespread app development across many industries.
SMACology i.e. SMAC Technology is the new buzzword reforming the IT industries as well as the skills of technical aspirants. Learn how.
PDF courtesy: KPMG
White paper by Bessemer Venture Partners outlining the growing opportunity to build large industry software businesses. The white paper discusses the trends driving growth in industry software, playbooks for building successful industry software businesses, markets ripe for innovation, and historic M&A outcomes.
Apps for the Connected World: Supercharge Customer Data with Code HalosCognizant
By making meaning from the data that swirls around every digital interaction, companies can gain unprecedented insight into what customer and prospects want and value, essentially what makes them "tick."
The Robot and I: How New Digital Technologies Are Making Smart People and Bus...Cognizant
Our latest study shows that when enterprise robots are applied to automating core business processes, they can extend the creative problem-solving capabilities and productivity of human beings and deliver superior business results.
This white paper discusses how organizations can transform big data into business value by connecting various data sources, analyzing data at scale, and taking action. It outlines the challenges of dealing with exponentially growing data in today's digital world. The paper introduces Actian's solutions for enabling an "action-driven enterprise" through its DataCloud Platform for invisible integration and ParAccel Platform for unconstrained analytics. These platforms allow organizations to connect diverse data, analyze it without constraints, and automate actions based on insights gleaned from big data analytics. Use cases demonstrate how companies are leveraging Actian's technology to gain competitive advantages.
In this deck, Greylock Partner Jerry Chen reviews some of the traditional economic moats that technology companies typically leverage and how they are being disrupted. I believe that startups today need to build systems of intelligence™ — AI powered applications — “the new moats.”
The document discusses the increasing adoption of cloud-based app development tools that allow users to build mobile apps without coding. It provides arguments for and against these tools.
The key benefits mentioned are lower costs than traditional development since developers are not needed, faster development times, the ability for non-technical staff to build apps, and ease of deploying apps across multiple devices without extensive testing. However, some argue these tools have limitations that can frustrate companies. While critics defend traditional coding, cloud-based tools are becoming very popular for quickly building internal apps to improve business processes.
The document discusses the increasing adoption of cloud-based app development tools that allow users to build mobile apps without coding through a drag-and-drop interface. Such tools are gaining popularity due to their ability to significantly reduce development costs and timelines compared to traditional coding. However, some critics argue that these tools limit innovation due to their constraints. The document outlines several benefits of cloud-based app development tools, such as lowering costs by eliminating developer salaries, accelerating development timelines, allowing non-technical staff to build apps, simplifying testing across devices, and enabling rapid prototyping. While such tools have constraints, their simplicity has driven more widespread app development across many industries.
SMACology i.e. SMAC Technology is the new buzzword reforming the IT industries as well as the skills of technical aspirants. Learn how.
PDF courtesy: KPMG
White paper by Bessemer Venture Partners outlining the growing opportunity to build large industry software businesses. The white paper discusses the trends driving growth in industry software, playbooks for building successful industry software businesses, markets ripe for innovation, and historic M&A outcomes.
Platforms, where the digital economy stands up. A bit of platform thinking for students of the European Institute of Technology, Master of Data Science
In our latest white paper, our expert authors share insights on why an integrated, real-time approach is key to business planning in the digital age. This special report is the great work of our supply chain experts, who are leading some of our firm’s most innovative thinking and solutions with top global clients.
Learn About:
The evolution of planning capabilities in the enterprise
Why an integrated business planning (IBP) framework should include end-to-end business processes across the organization
A view into the different maturity levels an organization can achieve and strategies for developing a digital-driven IBP framework
How companies can get started and accelerate their journey to advanced business planning
Trends 2020 - Demystifying Bleeding Edge from Leading Edge TechnologyFulcrum Digital
Want to gain mileage with technologies? Discover the ones that directly add business value through this FREE Whitepaper.
To download go to bit.ly/2020-tech-trends-whitepaper
The document discusses how companies can optimize their digital infrastructure through a harmonious arrangement of digital systems, similar to how instruments in a symphony orchestra work together to produce a cohesive work. It notes many companies still rely on outdated core backend systems from the 1990s that hamper their abilities to keep up with competitors. To fully leverage new technologies like artificial intelligence, cloud computing, and APIs, companies require a holistic approach that brings all their digital capabilities together in a coordinated way. Only then can their various digital systems work in harmony to transform their businesses.
The document discusses how mobility and analytics are enabling the rise of the "Individual Enterprise" by combining the power of mobile devices and analytics. In the Individual Enterprise, information platforms tailored to each employee's specific needs can dynamically deliver the right insights to the right people at the right time and place. This allows organizations to better serve customers, empower employees, evolve business models, and realize the full transformational benefits of mobility.
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, “Pharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.” Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
The document discusses five key areas of IT infrastructure that organizations should evaluate and plan for their digital transformations:
1) End-user devices as the number of connected devices dramatically increases and must be managed, 2) Enterprise storage to accommodate exponentially growing data capture and storage needs, 3) Enterprise computing as consumer-centric mobile apps and wearables take center stage, 4) Networking capabilities must be strengthened to support real-time processing of vast data volumes without disruption, and 5) Security which is critical to prevent huge losses from data breaches. The infrastructure strategy is fundamental to designing a sound plan for digital business.
Monetizing the Internet of Things: Extracting Value from the Connectivity Opp...Capgemini
Cisco has estimated that the Internet of Things (IoT) has the potential to generate about $19 trillion of value over the coming years. The staggering potential size-of-the-prize has certainly caught the attention of the world’s business community. In a recent survey of senior business leaders around the globe, 96% said their companies would be using IoT in some way within the next 3 years. However, there is a catch – most organizations are yet to derive significant commercial value from IoT. Our research shows that 70% of organizations do not generate service revenues from their IoT solutions. We have looked at why organizations are falling short in monetizing the IoT, and have tried to capture some initial observations on monetization models in what is still a very fast-developing marketplace.
Social, mobile, analytics and cloud (SMAC) technologies are converging to create new business models built on customer data. When used together, SMAC provides businesses a way to improve operations, engage customers across multiple channels, and gain insights from large amounts of structured and unstructured data. While each technology can benefit businesses individually, their integration creates synergies that lead to competitive advantages.
Social, mobile, analytics and cloud (SMAC) technologies are converging to create new business models built on customer-generated data. When used together, SMAC provides businesses a way to improve operations, engage customers across multiple channels, and gain insights from large amounts of structured and unstructured data. While each technology can benefit businesses individually, their integration creates synergies that lead to competitive advantages.
CWIN17 New-York / Navigating the age of digital disruptionCapgemini
The document discusses the imperative for businesses to rapidly innovate in response to macro trends impacting consumers and technology trends impacting businesses. It outlines key considerations for future-proofing businesses and unlocking value from past investments. Specifically, it recommends defending valuable parts of the value chain, better understanding profitable customer segments, and leveraging digital technologies to empower employees and maximize value. The document also provides examples of frugal and disruptive innovation approaches like open innovation and engaging partners to augment capabilities.
The Internet of Things: Are Organizations Ready For A Multi-Trillion Dollar P...default default
The document discusses how organizations are preparing for the opportunities and challenges presented by the Internet of Things (IoT). It finds that:
- Most organizations only offer basic IoT solutions and few provide advanced capabilities like remote operation or performance insights. Readiness varies by industry.
- Less than 30% of organizations generate revenue from IoT solutions, though some pioneers like GE have found success. Emerging monetization models include tiered access to connectivity services.
- Integration with third parties is limited, with under 15% of solutions connecting to other products/services. While 60% use partnerships to develop IoT capabilities, few pursue acquisitions or open platforms.
- Organizations face challenges like
Digital businesses will compete by exploiting brief opportunities called "business moments". Business moments occur when people, businesses, and internet-connected devices interact in specific situations. Exploiting these moments requires rapid response. Business leaders should use business moments to envision new opportunities across industries from connecting related processes. Moments that disrupt supply chains or emerge from disasters could be taught as examples of the agility required for digital business success.
The document discusses challenges that CIOs face in architecting for big data, including deciding whether to buy or build solutions. It summarizes Tesla's decision to build its own ERP system instead of upgrading from SAP, which is seen as a signal that companies may move away from single vendor stack solutions towards best-of-breed solutions or custom builds. The document also cautions that the term "big data" is ambiguous and suggests focusing first on specific business problems and use cases before making technology investments.
Our supply chain expert shares insights on how Industry 4.0 is enabling companies to create lasting competitive advantage, sustainably and financially. This paper explores the key pillars of today’s sustainable supply chain and what variables have impacted its rise. Key points:
Industry 4.0 advances are being powered by the Internet of Things in which factory “command centers” are tethered to the cloud, enabling real-time monitoring and demand-driven configuration.
To win in today’s market firms must also embrace big data in a way that stiches together fragmented, custom e-commerce orders with reactive, optimized supply chains and factory production.
An overview of a framework companies can use to deliver on Industry 4.0 to seize a competitive advantage in today’s uber-connected world.
Companies embracing the new era of sustainability not only help the environment through decreased energy usage, but also please shareholders via expanding enterprise value – economically and sustainably.
SMAC refers to the integration of social, mobile, analytics and cloud computing technologies. It provides benefits to both consumers and enterprises. For consumers, it allows access to services and products anywhere anytime. For enterprises, it provides better marketing, customer interaction, and tools to analyze data and inform business strategies. Examples are given of how Netflix, retailers and medical companies have successfully adopted SMAC strategies by combining social media, mobile access, analytics and cloud computing. Emerging trends are the increasing digitization of business models, the growth of data and devices, and how these will continue to impact how business is conducted.
Don't come last in a mobile first --WhitepaperAbhishek Sood
By 2020 mobile devices will outsell PC’s by a factor of 10.
Regardless of what mobility strategy your company has in place, or how you intend to execute it, the more mobile users, devices, applications and content your organization adopts, the more challenges you will have to deal with.
Download this white paper to discover how to overcome the most pressing mobility challenges including device security and management, app development, remote support, mobile data and analytics, and more.
The document provides an overview of digitalization, automation, and the three primary technologies enabling job automation: artificial intelligence, machine learning, and robotics. It defines key terms like digitalization and discusses the history and development of digitalization. The overview aims to establish an understanding of these concepts before assessing their potential to substitute human labor.
This document provides an overview of digital business and the digital transformation. It discusses how digital technologies like the internet of things, big data, and 3D printing combined with digital trends are blurring the lines between the physical and digital worlds. This will create new opportunities for private and public sector enterprises to become digital businesses and pursue new business models. Regulations will need to adapt to enable new trends across industries like connected manufacturing, smart cities, autonomous vehicles, digital health, and more. The convergence of the physical and digital is creating a new era for digital business.
In this presentation, Rishabh introduces the concept of SMAC and discusses trends.He is interested in using SMAC to create solutions that positively impact customer experience. The applications that he intends to develop will be available anytime and anywhere is what he says.
The document discusses how social, mobile, analytics and cloud (SMAC) technologies are transforming businesses through the "SMAC stack". The SMAC stack represents the next major architecture for enterprise IT, enabling hyper-intelligent software platforms that can transform business models and key processes. Examples are given of how SMAC-powered businesses like Craigslist and Wikipedia have disrupted traditional industrial models in industries like newspapers and encyclopedias. Unless companies implement SMAC technologies to transform their business models, they risk facing disruption like many traditional "widget winners" that have been usurped by "digit winners" that have embraced SMAC. The document outlines how the SMAC stack will lead to exponential growth in the number of connected devices and
Platforms, where the digital economy stands up. A bit of platform thinking for students of the European Institute of Technology, Master of Data Science
In our latest white paper, our expert authors share insights on why an integrated, real-time approach is key to business planning in the digital age. This special report is the great work of our supply chain experts, who are leading some of our firm’s most innovative thinking and solutions with top global clients.
Learn About:
The evolution of planning capabilities in the enterprise
Why an integrated business planning (IBP) framework should include end-to-end business processes across the organization
A view into the different maturity levels an organization can achieve and strategies for developing a digital-driven IBP framework
How companies can get started and accelerate their journey to advanced business planning
Trends 2020 - Demystifying Bleeding Edge from Leading Edge TechnologyFulcrum Digital
Want to gain mileage with technologies? Discover the ones that directly add business value through this FREE Whitepaper.
To download go to bit.ly/2020-tech-trends-whitepaper
The document discusses how companies can optimize their digital infrastructure through a harmonious arrangement of digital systems, similar to how instruments in a symphony orchestra work together to produce a cohesive work. It notes many companies still rely on outdated core backend systems from the 1990s that hamper their abilities to keep up with competitors. To fully leverage new technologies like artificial intelligence, cloud computing, and APIs, companies require a holistic approach that brings all their digital capabilities together in a coordinated way. Only then can their various digital systems work in harmony to transform their businesses.
The document discusses how mobility and analytics are enabling the rise of the "Individual Enterprise" by combining the power of mobile devices and analytics. In the Individual Enterprise, information platforms tailored to each employee's specific needs can dynamically deliver the right insights to the right people at the right time and place. This allows organizations to better serve customers, empower employees, evolve business models, and realize the full transformational benefits of mobility.
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, “Pharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.” Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
The document discusses five key areas of IT infrastructure that organizations should evaluate and plan for their digital transformations:
1) End-user devices as the number of connected devices dramatically increases and must be managed, 2) Enterprise storage to accommodate exponentially growing data capture and storage needs, 3) Enterprise computing as consumer-centric mobile apps and wearables take center stage, 4) Networking capabilities must be strengthened to support real-time processing of vast data volumes without disruption, and 5) Security which is critical to prevent huge losses from data breaches. The infrastructure strategy is fundamental to designing a sound plan for digital business.
Monetizing the Internet of Things: Extracting Value from the Connectivity Opp...Capgemini
Cisco has estimated that the Internet of Things (IoT) has the potential to generate about $19 trillion of value over the coming years. The staggering potential size-of-the-prize has certainly caught the attention of the world’s business community. In a recent survey of senior business leaders around the globe, 96% said their companies would be using IoT in some way within the next 3 years. However, there is a catch – most organizations are yet to derive significant commercial value from IoT. Our research shows that 70% of organizations do not generate service revenues from their IoT solutions. We have looked at why organizations are falling short in monetizing the IoT, and have tried to capture some initial observations on monetization models in what is still a very fast-developing marketplace.
Social, mobile, analytics and cloud (SMAC) technologies are converging to create new business models built on customer data. When used together, SMAC provides businesses a way to improve operations, engage customers across multiple channels, and gain insights from large amounts of structured and unstructured data. While each technology can benefit businesses individually, their integration creates synergies that lead to competitive advantages.
Social, mobile, analytics and cloud (SMAC) technologies are converging to create new business models built on customer-generated data. When used together, SMAC provides businesses a way to improve operations, engage customers across multiple channels, and gain insights from large amounts of structured and unstructured data. While each technology can benefit businesses individually, their integration creates synergies that lead to competitive advantages.
CWIN17 New-York / Navigating the age of digital disruptionCapgemini
The document discusses the imperative for businesses to rapidly innovate in response to macro trends impacting consumers and technology trends impacting businesses. It outlines key considerations for future-proofing businesses and unlocking value from past investments. Specifically, it recommends defending valuable parts of the value chain, better understanding profitable customer segments, and leveraging digital technologies to empower employees and maximize value. The document also provides examples of frugal and disruptive innovation approaches like open innovation and engaging partners to augment capabilities.
The Internet of Things: Are Organizations Ready For A Multi-Trillion Dollar P...default default
The document discusses how organizations are preparing for the opportunities and challenges presented by the Internet of Things (IoT). It finds that:
- Most organizations only offer basic IoT solutions and few provide advanced capabilities like remote operation or performance insights. Readiness varies by industry.
- Less than 30% of organizations generate revenue from IoT solutions, though some pioneers like GE have found success. Emerging monetization models include tiered access to connectivity services.
- Integration with third parties is limited, with under 15% of solutions connecting to other products/services. While 60% use partnerships to develop IoT capabilities, few pursue acquisitions or open platforms.
- Organizations face challenges like
Digital businesses will compete by exploiting brief opportunities called "business moments". Business moments occur when people, businesses, and internet-connected devices interact in specific situations. Exploiting these moments requires rapid response. Business leaders should use business moments to envision new opportunities across industries from connecting related processes. Moments that disrupt supply chains or emerge from disasters could be taught as examples of the agility required for digital business success.
The document discusses challenges that CIOs face in architecting for big data, including deciding whether to buy or build solutions. It summarizes Tesla's decision to build its own ERP system instead of upgrading from SAP, which is seen as a signal that companies may move away from single vendor stack solutions towards best-of-breed solutions or custom builds. The document also cautions that the term "big data" is ambiguous and suggests focusing first on specific business problems and use cases before making technology investments.
Our supply chain expert shares insights on how Industry 4.0 is enabling companies to create lasting competitive advantage, sustainably and financially. This paper explores the key pillars of today’s sustainable supply chain and what variables have impacted its rise. Key points:
Industry 4.0 advances are being powered by the Internet of Things in which factory “command centers” are tethered to the cloud, enabling real-time monitoring and demand-driven configuration.
To win in today’s market firms must also embrace big data in a way that stiches together fragmented, custom e-commerce orders with reactive, optimized supply chains and factory production.
An overview of a framework companies can use to deliver on Industry 4.0 to seize a competitive advantage in today’s uber-connected world.
Companies embracing the new era of sustainability not only help the environment through decreased energy usage, but also please shareholders via expanding enterprise value – economically and sustainably.
SMAC refers to the integration of social, mobile, analytics and cloud computing technologies. It provides benefits to both consumers and enterprises. For consumers, it allows access to services and products anywhere anytime. For enterprises, it provides better marketing, customer interaction, and tools to analyze data and inform business strategies. Examples are given of how Netflix, retailers and medical companies have successfully adopted SMAC strategies by combining social media, mobile access, analytics and cloud computing. Emerging trends are the increasing digitization of business models, the growth of data and devices, and how these will continue to impact how business is conducted.
Don't come last in a mobile first --WhitepaperAbhishek Sood
By 2020 mobile devices will outsell PC’s by a factor of 10.
Regardless of what mobility strategy your company has in place, or how you intend to execute it, the more mobile users, devices, applications and content your organization adopts, the more challenges you will have to deal with.
Download this white paper to discover how to overcome the most pressing mobility challenges including device security and management, app development, remote support, mobile data and analytics, and more.
The document provides an overview of digitalization, automation, and the three primary technologies enabling job automation: artificial intelligence, machine learning, and robotics. It defines key terms like digitalization and discusses the history and development of digitalization. The overview aims to establish an understanding of these concepts before assessing their potential to substitute human labor.
This document provides an overview of digital business and the digital transformation. It discusses how digital technologies like the internet of things, big data, and 3D printing combined with digital trends are blurring the lines between the physical and digital worlds. This will create new opportunities for private and public sector enterprises to become digital businesses and pursue new business models. Regulations will need to adapt to enable new trends across industries like connected manufacturing, smart cities, autonomous vehicles, digital health, and more. The convergence of the physical and digital is creating a new era for digital business.
In this presentation, Rishabh introduces the concept of SMAC and discusses trends.He is interested in using SMAC to create solutions that positively impact customer experience. The applications that he intends to develop will be available anytime and anywhere is what he says.
The document discusses how social, mobile, analytics and cloud (SMAC) technologies are transforming businesses through the "SMAC stack". The SMAC stack represents the next major architecture for enterprise IT, enabling hyper-intelligent software platforms that can transform business models and key processes. Examples are given of how SMAC-powered businesses like Craigslist and Wikipedia have disrupted traditional industrial models in industries like newspapers and encyclopedias. Unless companies implement SMAC technologies to transform their business models, they risk facing disruption like many traditional "widget winners" that have been usurped by "digit winners" that have embraced SMAC. The document outlines how the SMAC stack will lead to exponential growth in the number of connected devices and
The document discusses how social, mobile, analytics and cloud (SMAC) technologies are transforming businesses through the "SMAC stack". The SMAC stack represents the next major enterprise IT architecture, enabling hyper-intelligent software platforms. It will transform business models rather than just augment existing models. Examples are given of how SMAC-enabled businesses like Craigslist and Wikipedia disrupted traditional "widget winners" in newspapers and encyclopedias. The SMAC stack will lead to the "unchaining" of value chains and the dematerialization of knowledge processes. Industries are being disrupted as "digit winners" employing the SMAC stack overtake traditional "widget winners". For businesses to thrive, they must harness the SMAC stack to
The document discusses SMAC (Social, Mobile, Analytics, and Cloud). It defines each component and explains that the convergence of these technologies is disruptive and creating new business models. Key points include:
- SMAC allows businesses to improve operations and connect with customers using data from mobile devices, social media, sensors, and websites.
- No single technology is as powerful as the synergy created when all four work together, giving businesses competitive advantages.
- Emerging trends show the growth of mobile and how businesses are investing in SMAC. Statistics demonstrate mobile's ubiquity.
- The document then elaborates on social media, mobile, analytics, and cloud individually before concluding that innovation is needed across the
This document discusses social, mobile, analytics, and cloud (SMAC) technologies and how they are transforming businesses. It notes that each of these four areas - social, mobile, analytics, and cloud - have grown individually in recent years and are now being treated together as an integrated model. This new SMAC model allows for more connectivity, collaboration, and productivity across organizations. The document also outlines trends in each area, like how social technologies enhance collaboration, mobile technologies enable ubiquitous access, analytics optimize processes, and cloud provides scalability and cuts costs. Finally, it expresses interest in gaining deeper knowledge of cloud and mobile technologies to develop new efficient cloud data storage solutions and mobile business applications.
In this presentation, Manoj introduces the concept of SMAC and discusses technological as well as platform trends. Manoj's interest area lies in cloud computing because of advantages in cost reduction and scalability.
How can today’s retailers keep costs low and maximise margins, but at the same time grow market share, find new customer touchpoints and create better customer experiences? It’s a huge challenge – but, as this white paper will show, recent shifts in technology are creating huge opportunities for retailers to achieve these goals.
The smac-code-embracing-new-technologies-for-future-business (1)Sumit Roy
Social mobile Analytics and Cloud: How SMAC model is changing and disrupting business across industry. SMAC is not only changing the way markets function , but it also is a pointer that technology today is the biggest tool for innovation,however this is a double edged sword as SMAC is a great enabler. Small companies and the giants both have a level playing field
This document discusses how cloud capabilities enable adaptive case management for the age of the customer. It describes how customers now expect seamless, personalized experiences across channels and how legacy systems must transform. Cloud technologies like social/collaboration tools, the internet of things, and artificial intelligence can provide dynamic, flexible processes to meet customer needs. Adaptive case management allows organizations to integrate customer data and feedback to quickly resolve issues.
The document discusses how digitization is reshaping competition by lowering barriers to entry and allowing new competitors to emerge. It summarizes the key points as follows:
1) A large European insurer was facing pressure from a new online competitor that was undercutting premiums without agents by using new technologies and its strong online brand. The board decided to accelerate the company's digital transformation in response.
2) Digitization is rewriting the rules of competition by lowering entry barriers, disaggregating value chains, and allowing new entrants to scale up rapidly. This poses strategic challenges for incumbent companies.
3) The document goes on to discuss seven forces driving changes in competitive landscapes across industries, such as new price transparency putting
This document discusses the opportunities and challenges presented by the Internet of Things (IoT). It outlines four key parts of an IoT ecosystem: connected things, users, enterprises, and partners. It also provides two examples of how an IoT ecosystem could work in practice, including a connected fleet solution for a car leasing company. The rise of the IoT will disrupt existing business models and require new approaches to product management, operations, production, sales and more. Developing IoT-based business ecosystems and services will be important for companies to capitalize on opportunities in this new connected world.
This document discusses strategies for scaling up Internet of Things (IoT) initiatives from pilots to an industrial scale. It argues that full IoT value cannot be realized by connecting just a few devices, and that organizations need to focus on how these technologies can impact business strategies. The document outlines some of the challenges of scaling up IoT initiatives, including dealing with large amounts of data, complex integration requirements, and ensuring solutions work across diverse physical environments. It provides recommendations for overcoming these challenges, such as focusing on underlying business problems, understanding how IoT can amplify value across a product's lifecycle, considering the physical context where devices will be deployed, and realizing that successful large-scale IoT initiatives require partnerships across different areas
Internet of Things: From Strategy to Action: Driving IoT to Industrial ScaleCognizant
This document discusses scaling Internet of Things (IoT) solutions from pilots to an industrial scale. It argues that full IoT value is not realized by connecting just a few devices, but rather by focusing on how these technologies can impact business strategies. To scale IoT solutions, organizations must address challenges like large numbers of devices, high volumes of data, security, and partner capabilities. Successful scaling requires understanding the business problem, how IoT amplifies value across a product's lifecycle, considering the physical environment, and realizing that an integrated approach from many partners is needed. The goal is for IoT systems to interact and become embedded in physical workplaces to drive business transformation.
In this presentation, Shephali introduces SMAC and associated trends. Her interest area lies in applications of SMAC to social media for gaining insights of customer/clients needs and trends, there by providing personalized solution.
Social, mobile, analytics and cloud (SMAC) technologies are converging to create new business models built on customer data. When used together, SMAC provides businesses a way to improve operations, engage customers across multiple channels, and gain insights from large amounts of structured and unstructured data. While each technology can benefit businesses individually, their integration creates synergies that lead to competitive advantages.
In this presentation, Nitish introduces the topic of SMAC and associated trends. His interest area lies in cloud computing deployments that are cost effective.
The document discusses how digital technologies like mobile, social media, analytics and cloud (SMAC or AMPS) are driving digital transformation. It provides examples of how companies like Under Armour and Facebook have transformed their business models beyond their original industries through digital means. Digital transformation involves using new technologies to reinvent business models and disrupt existing industry value chains. The SMAC stack in particular provides opportunities for organizations across industries to transform processes through technologies that enable interactions between producers and consumers on digital platforms.
Similar to Discover Apps For a Connected World - a Salesforce/Cognizant Paper (20)
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Organizational Change Leadership Agile Tour Geneve 2024
Discover Apps For a Connected World - a Salesforce/Cognizant Paper
1. Apps for the Connected World
Supercharge Customer
Data with Code Halos
By making meaning from the data that swirls
around every digital interaction, companies
can gain unprecedented insight into what
customers and prospects want and value,
essentially what makes them “tick.”
2. 2 APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS
Look around, and you can see that business is changing radically in all corners of the globe. Many mature
industries are undergoing, at best, existential shocks and, at worst, complete tailspins. Old business models,
based on aging skill sets, are being crushed under the weight of economics that no longer make sense.
While traditional methods of production have stagnated, ones based on “digitization” are growing exponen-
tially. Buyouts worth $19 billion of 5-year-old companies may be an outlier of the current zeitgeist, but in the
less visible median, huge new wealth opportunities are being created from business approaches that repre-
sent the future. W. Brian Arthur of the Santa Fe Institute and the Palo Alto Research Center (PARC) suggests
that a vast, unseen digital economy is quickly emerging. This “second economy” — launched in 1995 with the
commercialization of the Internet — will, he argues, surpass
the world’s “first economy” (the industrial economy) in scale
and scope by 2025.1
The virtual, digital economy will soon
exceed the industrial economy — the cumulative output of
mankind’s development of a physical economy over several
millennia — in terms of transactions, revenues and value cre-
ation, in a mere 30 years from its inception.
This is the opportunity in front of you today.
Seizing this opportunity requires a deft understanding of
the new rules of the game — the new “Code Rules.”2
The
key premise: By making meaning out of the data that swirls
around us based on our every digital interaction — or “Code
Halo™” — businesses gain unprecedented insight into what
customers and prospects want and value, into what makes
them “tick.” They can then capitalize on these insights and
the increasingly digital ways of doing business to create dis-
ruptive new business models that can catapult them to the
top of their markets.
Juggernaut technologies — social, mobile, analytics and
cloud (the SMAC StackTM
) — are the foundation of the second
economy and the raw materials of this new digital age. This is
the new master IT architecture, and it is spreading through-
out enterprises, large and small, at an unprecedented pace.
Digits over Widgets:
The Next Age of Business and Technology
We find ourselves in a unique period in the history
of commerce, more significant than any we have
experienced before.
More than
50 billion
‘things’ will be
connected
to the
Internet
by 2020.
Source: “The Internet of
Things,” Cisco Internet Business
Solutions Group, http://share.cisco.
com/internet-of-things.html.
3. APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA 3
Though you may feel like you’ve seen lots of hype around cloud
computing and social media, the impact of this new technology
stack and the IoT is currently being underhyped.
One reason this new wave of technology is being
adopted so quickly and having such disruptive impact is
that unlike previous waves — which were all born, raised
and (slowly) matured internally within enterprises —
SMAC grew up in consumer markets and had to survive
(and thrive) under consumer market business cycle
pressures. As a result, much of the new architecture
is already in place, stress-tested, battle-hardened and
ready for all sorts of business.
Another reason is that SMAC technologies — which
developed initially as powerful but disconnected tools —
have combined into an integrated stack and are produc-
ing higher orders of business benefits for enterprises
than previously unintegrated technologies. Just think
about your smartphone without its apps, disconnected
from the Web, the cloud and your personal networks.
On its own, it would be a very expensive pocket watch.
Its incredible power and value is possible because
SMAC technologies work in harmony. Many enterprises
are seeing market-moving performance resulting from
social information derived, delivered and decoded to
and from mobile devices powered by low-cost cloud
platforms.
The insights generated from this information help com-
panies get to know their customers in entirely new ways.
Furthermore, with new advances in cloud platforms,
organizations are more agile and able to innovate, as
IT departments rapidly build applications at lower cost
that serve the needs of the business in days or months
instead of years.
Now, in the latest game-changing development, the
SMAC Stack is being further enhanced by the rise of
the Internet of Things (IoT); sensors and processors
embedded into fridges, turbines, toothbrushes, glasses,
watches, doors, cars and a million other previously inan-
imate objects. These devices, when connected to the
Internet, are creating a huge new platform of personal
and business value; an Internet of every “thing” as a
service (IoTaaS) is emerging.
Though you may feel like you’ve seen lots of hype
around cloud computing and social media, the impact
of this new technology stack (let alone the IoT) on the
corporation is currently being underhyped. SMAC Stack
technologies are not simply being “glued onto” the tra-
ditional corporate model; in many cases, they are cre-
ating an entirely new model. This is an important dis-
APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS 3
4. 4 APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS
tinction between the SMAC Stack and the client/server
model. At their most fundamental, the client/server
systems of the 1990s made industrial businesses more
efficient and effective. These enterprise applications
allowed for better management of products or peo-
ple. As such, IT leaders during this time didn’t need to
engage in true business model innovation; instead, they
needed to apply new computing models to established
ways of doing business.
The SMAC Stack, by contrast, is a new technology model
creating new business models. In the same manner that
steam power, steel and electricity provided the platform
for the industrial corporate model, this new technology
stack is providing the foundation for the knowledge cor-
porate model.
We can all see the result: What enterprises do, and how
they do it, is changing. How we work is changing. We are
only too conscious that we are now in a 24x7, always-on,
device-laden, global and diverse world, in which the best
skills are anywhere and everywhere, and the “9-to-5”
workday could just as well be 9:00 PM to 5:00 AM as
5:00 AM to 9:00 PM. Our new tools are shrinking time
and space, giving us new connections to customers any-
time, anywhere, on any device, as long as we can “see”
and “understand” them and react more quickly and
meaningfully than our competitors.
In this new digital era, expectations are rising; as con-
sumers, we want every interaction to be as great as
the one we have with Apple. As employees, we want to
make filing an expense report as simple as interacting
with Amazon. As managers, we want to manage (and be
managed) with good data (big or small) rather than as
(or by) HIPPOs (highest paid person’s opinion). Increas-
ingly, because of the SMAC Stack (and the IoT), enter-
prises will have the opportunity to meet these expec-
tations and, in doing so, avoid the “extinction events”
that befall those that remain stuck in the past — and
empower those that prize digits over widgets to win
“the new code rush.”
Just as steam power, steel and electricity provided the platform
for the industrial corporate model, the SMAC Stack is providing
the foundation for the knowledge corporate model.
Source: “’Liking’ Isn’t Leading,” IBM, 2013, http://www.ibm.com/social-
business/us/en/assets/IBM_Social_Business_Liking_Leading_PDF.pdf.
By 2022,
social technology will enable
four out of five
customer transactions.
5. APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS 5
6. And therein lies the opportunity that companies are seeking
to grasp and trade on. In this digital world filled with infinite
connections, heightened consumer expectations and trans-
formative SMAC technologies, companies are mobilizing
their organization around capturing all the information that
surrounds their customers and, in the form of a Code Halo
(see sidebar, page 8), using it to transform the way they do
business.
Now, organizations can engage with and support custom-
ers across the entire customer journey in a cohesive way
— the left hand, the right hand and both feet are working as
a unit, with a common view of the customer that reaches
into every connection point. Companies that prioritize the
job of capturing this information and turning it into meaning
are better served to provide customers with an exception-
al experience. And if they don’t do this, businesses realize,
someone else will.
So everything from fridges to wearables, and from tooth-
brushes to apps, provide companies with the opportunity to
monitor product performance, understand usage patterns,
directly engage with and serve customers, obtain real-time
product feedback to inform future product development or
develop tailored offers and targeted campaigns.
Seize the Opportunity:
Connect with Customers in New Ways
Let’s take a step back. SMAC and the IoT are incredibly disruptive
technologies. It is easy to get lost in the enormity of their potential.
But they feed a simple premise: that behind all of this technology —
every device, every app, every wearable — is a person: a consumer.
And connecting with that individual — understanding and serving
her better at every stage of her journey, anticipating her needs and
offering her what she wants (sometimes even before she asks for it)
— is the key to earning her trust and, ultimately, her business.
Source: Frederick F. Reichheld and W. Earl Sasser, Jr., “Zero
Defections: Quality Comes to Service,” Harvard Business
Review, September 1990, http://hbr.org/1990/09/zero-
defections-quality-comes-to-services/ar/1.
A 5% decrease
in customer attrition can
boost profits
by up to 95%.
6 APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS
7. Many companies are already organizing and transform-
ing how they do business across functions, processes
and levels to use Code Halo insights as a competitive
advantage. And they are finding that it is no longer
about extending or pushing incremental change; it’s
about disruptive and transformative change. And to
embrace and leverage that change, businesses need to
complete the following list of things to do:
• Build around a customer platform. The information
about your customers should be central to everything
you do — so treat it that way. By bringing your customer
information into a common data model, you can give
everyone in your company — from marketing to sales
to service — the same view of the customer and
facilitate the creation of applications and processes
that use that customer data (see sidebar, page 8).
• Develop a next-gen IT architecture. SMAC technol-
ogies are becoming the new foundation of the next-
gen IT architecture and changing how companies
operate. Your IT architecture needs to be tuned for
innovation, and that means freeing the IT team from
the shackles of baseline infrastructure maintenance.
Platform as a service (PaaS) provides packaged infra-
structure, development and runtime environments in
which security, scale, reporting and even social and
mobile are inherent in the platform, which allows IT
to focus on creating the apps themselves, not setting
up and maintaining what they are built on.
• Focus on rapid app development. The days of
monolithic IT app dev projects have passed.
When development is slow and lacking end-user
involvement, too often the outcome misses the
mark and is delivered too late to be useful. Rapid
app development environments on PaaS platforms
with drag-and-drop tools for data models, app logic,
workflow and integration allow teams to prototype
and test apps very quickly, and get end users involved
in the app cycle more directly.
• Transform business processes. The SMAC Stack
is re-shaping enterprise work by re-forming how
core processes are run. An app-centric mindset that
connects employees, automates business processes
Source: “State of the CIO Survey: Business Strategist CIOs
Assume the Role of Digital Pathfinders,” CIO Executive
Council, https://enterprisersproject.com/article/2014-state-
cio-survey.
34% of CIOs see
themselves primarily as a
business strategist
right now. That figure is
expected to rise to
67% in 3.5 years.
APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS 7
8. 8 APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS
Customer Platforms Defined
Customer platforms take the best of customer
relationship management (CRM) technology and apply it
to custom applications throughout the business to meet
the changing demands of today’s hyper-connected world.
These platforms bring together technology — managed
cloud infrastructure, database models, APIs, integration
services, rapid visual development, reporting and
management services — to make it easy for everyone in the
company to create apps that connect employees, partners
and even products with customer data to create amazing
customer experiences at lightning speed. Workflows and
processes related to sales, service, marketing, operations,
HR and beyond are supercharged with collaborative,
mobile and social technologies around a single view of
the customer. All of this redefines how a “platform” can
enable IT to become a driver of innovation instead of just
keeping the lights on.
Code Halos Defined
A Code Halo is the field of digital information that
surrounds any noun — any person, place or thing. Each one
of us creates a “Code Halo” with every click or swipe of our
phone, tablet, laptop, Glass, Nest, FuelBand®
, dashboard
or other smart device. Every transaction we make, every
“like” we record, every preference we note creates a trail
of information that leaves a digital fingerprint of who we
are and what makes us tick. Code Halos allow switched-on
companies to “know” us (their customers and prospects),
to “read our minds” and to move beyond seeing us simply
as a part of a socioeconomic demographic but rather as
a “market of me.” More often than not, the digital life
of people, “things” and organizations can provide more
insight into — and thus generate more value from—the
physical entity alone.
Quick Take
Quick Take
9. APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS 9
and leverages SMAC to unlock data from back-office
systems promises to empower employees with better
information to do their job and respond more nimbly
to changing business conditions.
• Improve employee engagement. SMAC technologies
have enabled systems and applications to be
user-friendly and engaging. Employees now have
easy-to-use and intuitive applications that enable
them to be productive throughout the workday.
Furthermore, through mobile and social technology,
these employees can collaborate from anywhere.
Many employees expect their intuitive and useful
consumer-facing apps to make their way within the
enterprise, and the SMAC Stack enables this.
• Rethink product development. Through crowdsourc-
ing, iterative design, collaboration tools and customer
feedback, product developers have the insights at
their disposal to develop products and services that
better meet and even anticipate the needs of their
customers.
• Reinvent the customer journey. Providing great
customer experiences across the entire customer
journey is becoming table stakes. A great customer
experience provides value to both the customer
and company. Customers get a product or service
that is useful and valuable, while companies get
an opportunity to understand customer needs
and behaviors and respond accordingly. When
combined with a carefully managed workflow, SMAC
technologies can enable companies to build great
customer experiences through engaging applications
across the entire customer journey. Companies are
recognizing that they need to tailor experiences
that meet these expectations or risk losing their
customers to someone else who will.
Source: “New IDC Worldwide Public Platform as a Service Forecast Shows Market Will Grow to Over
$14 Billion in 2017,” IDC, Nov. 7, 2013, http://www.idc.com/getdoc.jsp?containerId=prUS24435913.
Platform as a
service is expected
to grow 30%
per year, reaching
$14 billion by 2017.
10. Disruptive transformation doesn’t happen overnight, and every pioneer bears the scars of experience,
including:
• You don’t have the right data. Companies have been collecting large amounts of data for years. Just
because you can track and collect data doesn’t mean it’s useful. If your sales teams have volumes of data
that is outdated or irrelevant, no amount of data is going to close that sale.
• You can’t integrate the data. Data now comes in all shapes, sizes and forms. Just because you can
collect it doesn’t mean it’s easy to analyze. Many companies struggle with integrating sources of both
unstructured and structured data. Without being able to connect the two together, it can be difficult to
draw insights and meaning.
• You can’t access the data. Some companies do have the right kinds of data, but it’s locked away in a
siloed environment. As the volume of data grows, so does the variety. As such, different data types come
into the organization in different places — the back office, customer portals, etc. If your company can’t
organize the information in a way that is made accessible, your sales people can’t sell, and your service
people can’t service. Yet, data without meaning is just noise, and analytics without business intent just
creates static.
• You don’t have the right technology. There’s a reason large volumes of customer data have only started
to emerge in recent years. SMAC technologies have only just become mainstream in our personal
“consumer” lives. Developing an IT architecture that is enabled by the SMAC Stack is not an easy task,
especially when innovation and improvements sometimes arrive at dizzying rates, and you have large
technology investments in legacy systems that you still need to make work.
• You don’t have the right skillsets. We’ve seen this scenario time and time again. Someone gets an idea
for a great business application that promises to add significant value. It gets added to the IT backlog and
simply sits there because your people don’t have the time or skills to build it. The consumer technology
available is providing companies with great ideas on innovation and the art of the possible. But as
technology and innovation has evolved, the skillsets and capabilities of employees have not always kept
pace, and the IT “debt gap” just grows.
While many opportunities exist, it can be hard to wrap your mind around positioning your organization to
use Code Halos not only to capture customer data but also to drive business decisions and improve the
customer journey.
Stumbling at Speed:
Potholes in the Road
While this Code Halo-enabled era of customer centricity
holds incredible promise, as the saying goes, “it’s as easy
as executing perfectly.”
10 APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS
11. Source: “Gartner Executive Program Survey of More than 2,000 CIOs Shows Digital Technologies Are Top
Priorities in 2013,” Gartner, Inc., Jan. 16, 2013, http://www.gartner.com/newsroom/id/2304615.
CIOs report that their enterprises
realize only 43% of technology’s
business potential.
APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS 11
12. 12 APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS
Starting Right:
Picking Your Path
Start at the Process Level
You know better. Take a hard look at your real busi-
ness process anatomy (management, new product and
service development, sales and customer relationship
management, operations, etc.) and find the squeakiest
wheels to focus on as your starting point. Look for pro-
cesses that shape more than 20% of cost or revenue
and then pick two where you can apply customer-cen-
tric Code Halo thinking. Target tangible process metrics
meaningful to your industry — cost per claim, clinical
trial yield, healthcare unit cost, fraud prevention rates,
etc. Find the “spark” where “code meets code” and
work to re-code moments of engagement with clients,
internal workers and partners.
Many of the best near-term process targets will be fo-
cused on the customer interface. (“You had me at ‘hel-
lo’” is becoming more like, “You had me at ‘010010000
1000101010011000100110001001111.’”)3, 4
Here are some
starting points:
• Think of customers as essential not just because they
are near-term sales prospects but because of what
their data and metadata tell you about them and
people like them.
• Supplement the transaction with the experience.
It may seem counterintuitive, but Code Halos are
making the virtual more intimate than the impersonal
nature of the “real” world. With your customers, it is
as much about the journey as the end destination.
Knowing customers and serving their needs along the
journey will provide that personal experience.
• Find the “main character” of the process. Once you
and your team start focusing on a specific process,
you must find its “main character” — the person
or thing that anchors its “story.” Every business
process that matters in your organization has a
main character, the person or thing that is acted on
from the beginning to the end of a work process. It
connects all — or most — of the steps or elements of
the work that your organization does.
Source: “The Rise of the
Customer-Led Economy,”
Economist Intelligence Unit,
November 2013,
http://www.economistinsights.com/sites/
default/files/EIU_Salesforce_Proof-7.pdf.
65% of CIOs
have recently changed their
strategy to enhance the
customer experience.
The road is littered with failed initiatives that attempted to
reboot an entire organization or business unit.
1
13. Pay Attention to SMAC
Every day, the world creates 2.5 quintillion bytes of data
— so much that 90% of the data in existence today has
been created in the last two years alone.6
Much of this
data is now being created and consumed via mobile de-
vices. There are approximately 8 billion mobile devices
in use, and by 2020, this will grow to more than 50 bil-
lion.7
Much of this comes from people, companies and
things creating and sharing Code Halos. As such, Code
Halos are fueling the big data shift (not the other way
around).
Yet, data without meaning is just noise, and analytics
without business intent just creates static. For a Code
Halo to have business impact, it has to hold its shape,
like a mosaic that turns fragmented elements into a full
picture. It has to mean something in business terms.
Focusing on business meaning is the key to extracting
the right information and applying it to a process with
potential commercial implications (buying a car, brush-
ing your teeth, maintaining an aircraft engine, going for
a bike ride, renting a movie, processing an insurance
claim or creating a new investment product or service).
Doing this means not only having the right technolo-
gies in place but also finding, attracting and keeping the
right people (data scientists, designers, etc.) who have
the right aesthetic, commercial sensibility, emotional
quotient and IT talents required by the transformation
to the Second Economy.
Source: “CIO Survey 2013,” Harvey Nash, http://www.harveynash.
com/group/mediacentre/2013%20CIO_survey.pdf.
Almost two-thirds (62%)
of CEOs want CIOs to concentrate
on making, rather than saving,
money for the company.
APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS 13
2
As SMAC adoption explodes, and with more products becoming IP-
addressable and connected — from X to Y to Z wrapped in Code Halos —
the amount of online data is nearing “brontobye” proportions. Between
2008 and 2020, the amount of data managed by corporations will
grow at least 44-fold.5
14. -
Put Customers at the Center of Every Process
Putting the customer at the center of your organiza-
tion’s thinking will ensure that your company considers
the customer in all new decisions, initiatives, process-
es and ideas. Regardless of their function, everyone in
your organization should be thinking about how they
impact the customer and his or her experience with
your company. By putting the customer at the center
and understanding their path along the journey, you can
find opportunities to surprise and delight them.
The good news is that while customers’ preferences and
journeys will change, the technology and tools at our
disposal can help us build solutions that put the custom-
er first. Here are some starting points:
• Tie into customer pain points. Want to ensure you are
putting customers first? Think about their pain points
across their customer journey. Whether it’s adding a
new service channel, improving a process or creating
a new interface, your organization demonstrates its
commitment to putting the customer first when it
identifies a pain point and finds a solution.
• Compete on code. Apps are a primary bridge to your
customer, and building applications that plug your
employees, partners and products into your customer
data is the key to better customer experiences and
a more empowered ecosystem. Supercharge your
development for quick iteration with technologies like
PaaS and rapid development tools to get to market
faster, and then tune apps based on feedback and
usage patterns gleaned from Code Halos.
• Use every channel. Customers are always on, and
they expect you to be, as well. They want to connect
with you at times and in ways that suit their schedule,
and expect you to be there to meet them. Engaging
your customers across multiple channels allows your
organization to gain a holistic view of the customer.
The Code Halos will provide critical information to
help you understand customer behavior and reinforce
your goal of putting the customer at the center.
While 86% of buyers will pay more for a better customer experience,
only 1% of customers feel their expectations are consistently met.8
3
14 APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS
15. APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS 15
Connect the Digital Dots with Code Halos
Code Halos are everybody’s issue. Whether you’re a product
manager, head of a marketing department, running a small
business, head of information technology, leading a government
agency, or directing your company’s business strategy, it’s essential
to understand how much the massive shift to competing on a code-
driven experience pertains to you — and your organization.
In fact, the fundamental basis for value creation is
changing before our collective eyes. People — both in-
side and outside your organization’s boundaries — want
to engage with you in ways that are dramatically differ-
ent from ever before. Customers’, employees’ and part-
ners’ expectations for interacting, transacting, commu-
nicating and collaborating with you are shifting rapidly.
Once people have had a Code Halo-based experience —
say, taking a Hailo taxi in London or New York, or paying
for their coffee with Square Wallet — they begin to look
at many moments in their day and think:
• “This stinks; why can’t it work like Hailo?”
• Why do I have to sign in at the gym?”
• ”Why do I have to give my name to the maître d’?”
• ”Why do I have to put my credit card into a machine
at the check-in counter for my flight?”
• “Why do I have to input my credit card details into
the telephone three times when I‘m trying to talk to
someone about my credit card bill?”
• “Why do I have to line up at the hotel registration
behind four other folks at 9:30 PM when they’ve only
got one staff member on duty?”
• “Why do I need to get a ticket (and then put the ticket
into a machine to pay) at the parking garage I go to
every week?”
• “Why do I need to pick up a ticket at the movie theater
that I go to most Friday evenings when I’ve already
bought the ticket online?”
All of these moments — and many more — could work as
well as Hailo does. If a phalanx of London cabbies (no
disrespect guys!) can make something as fantastic as
Hailo, then why can’t a big bank, big airline, big movie
chain or big restaurant?
That question aside (the answer to which is a mix
of legacy, inertia, fear, not-invented-here syndrome,
arrogance, confusion and politics), the reality is that
all areas of our lives are soon going to work like Hai-
lo. As more and more people understand the power of
Code Halos and see and experience them in their dai-
ly lives, we will see Hailo-like moments everywhere we
look. Soon you will check into your hotel via your Code
Halo.9
Soon you will be able to check in at the gym via
your Code Halo.10
Soon, the gestalt will happen and a
moment that isn’t mediated — improved — by Code Halos
will seem like a nasty relic from the past.11
Source: “Highest Performing Companies Shift
Strategies to Emphasize Customer Experience,”
Economist Intelligence Unit, Dec. 4, 2013, http://
www.eiumedia.com/index.php/latest-press-releases/
item/1283-highest-performing-companies-shift-
strategies-to-emphasise-customer-experience-says-
economist-intelligence-unit-report.
More than 80%
of business leaders say that
connecting customers, employees,
partners and
products
would
enhance
the customer
experience.
4
16. 16 APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS
Connect your Employees to the Data
To set up your people for success, you also need to have the
right technology and processes in place. When you do this, the
possibilities are limitless. In a world where employees are connected
to the data, they can learn new insights, provide better service,
develop better products and build better relationships.
Getting the right data at the right time into the hands
of your employees holds significant promise. Here’s how
you can start:
• Unlock your back office. There’s a wealth of critical
information in your back-office systems. Integrating
back-office data to a SMAC-based rapid app
development platform creates an agility layer to work
with that data in new ways. Whether it’s order status,
inventory counts, billing or vendor data, by marrying
that information with your front-office sales, service
and marketing activities, your team is better equipped
to deliver on its promises to its customers.
• Build employee apps. Once you have the right data,
you can now build engaging employee applications
that help your employees conduct business whenever
and wherever they are. Every department across
every business has an opportunity for an application
that can help them run their business better. Don’t do
it alone — get your employees involved too. Each day,
they are using countless apps that help them carry
out tasks and make their lives easier. Ask them which
apps provide the most value and utility. To boost
adoption, involve them at every step of an accelerated
development cycle to hit the mark on their needs.
• Connect everyone and everything. In our connected
Code Halo world, the opportunities are endless. We
can now connect with not only anyone, but also
anything and everything. Using technology to connect
“things” or products is what the Internet of Things is
all about — and when we use technology to connect
our products to internal systems, we can provide our
employees with a whole new level of visibility into our
customers, products, employees and partners. When
you can connect everything, anything is possible.
Source: “CIO Priorities in 2014,” Argyle Executive
Forum, Nov. 12, 2013, http://www.argylejournal.com/
chief-information-officer/cio-priorities-in-2014-2/.
94% of CIOs
believe a highly
mobile workforce
will increase productivity and
business value.
5
17. APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS 17
18. We’ll see that traditional factors of production and wealth creation — capital, labor and raw materials
— were superseded by digital means of production: SMAC technologies, apps and the IoT, coupled with
massive amounts of data. It will be clear that this was the decade in which the digital lives of people, things
and organizations took shape — when the virtual took primacy over the physical. Code Halos are already
beginning to create an entirely new economy, full of opportunities of unprecedented scale and possibility.
This transition has profound implications for individuals, businesses of all sizes and public sector
organizations:
• At a personal level, we will all need to rethink how we interact with all kinds of organizations (and
each other). We will reset our expectations about the freedoms and protections we will demand from our
governments and regulatory agencies. We will work to strike a new balance between what we can gain
in this new world — conveniences, enriched experiences, new insights — and what we might lose, such as
personal privacy.
• Large corporations will need to move quickly to meet new market expectations. Customers and
investors will increasingly place value on digital offerings and capabilities. In capturing the opportunity
of wrapping people, products and processes with digits, many will have to re-architect portions of their
operations and how they engage with customers. IT will need to re-think its delivery model to focus on
sustainable, rapid innovation in the cloud. Leaders will have to learn new skills such as managing by
empiricism, fully integrating technology into business processes, and generating mass personalization of
products and services. In a world where speed is everything, winning companies will find the fastest way
to use these new technologies to build applications, products and services that meet the needs of their
customers.
• To meet their objectives, governments and public sector organizations will similarly have to drive new
levels of innovation, efficiency and transparency with Code Halo thinking. Public sector leaders must
also quickly strike a new balance in which trust is established with citizens and corporations; legal and tax
systems adapt to facilitate, instead of quash; innovation can be unlocked and propelled; and protections
remain in place to ensure virtual markets remain fair, safe and transparent.
Similar to previous transitions, this new economic model will develop in an unevenly distributed manner.
There will be distinct winners and losers — at personal, corporate, industry and societal levels. The key to
success is to first recognize the contours of the transition and then act in thoughtful, judicious but bold ways
to ensure that the road ahead rises to meet you.
Work in the Connected World
We are living in a special economic time. A generation from now,
we will look back and see that the 2010s was the decade in which
commerce changed.
18 APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS
19. APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS 19
About the Authors
Ben Pring co-leads Cognizant’s Center for the Future of Work. He joined Cognizant after spending 15 years with
Gartner as a senior industry analyst, researching and advising in areas such as cloud computing and global
sourcing. Prior to Gartner, Ben worked for a number of consulting companies, including Coopers Lybrand.
His expertise in helping clients see around corners, think the unthinkable and calculate the compound annual
growth rate of unintended consequences has brought him to Cognizant, where his charter is to research and
analyze how organizations can leverage the incredibly powerful new opportunities that are being created as
new technologies make computing power more pervasive, more affordable and more important than ever be-
fore. Ben graduated with a degree in philosophy from Manchester University in the UK. He can be reached at
Benjamin.Pring@cognizant.com.
Peter Gaylord is the Director of Platform Product Marketing at Salesforce, which he joined in 2011. In his 20-
plus years of marketing and product management, Peter has focused on helping a wide range of companies
turn disruptive technologies into a competitive advantage. Peter’s expertise on the intersection of enterprise
software and cloud computing brought him to the Salesforce Platform, which promises to re-define platform as
a service by bringing unprecedented development speed and flexibility for connected custom apps, all on the
same platform that powers the world’s #1 CRM solution. Peter holds an undergraduate degree in mechanical
engineering from the University of Waterloo in Canada, and received his MBA from the Haas School of Business
at the University of California, Berkeley. He can be contacted at Pgaylord@salesforce.com.
Footnotes
1
W. Brian Arthur, “The Second Economy,” McKinsey Co., October 2011,
http://www.mckinsey.com/insights/strategy/the_second_economy.
2
Malcolm Frank, Paul Roehrig and Ben Pring, Code Halos: How the “Digital Lives of People, Things and Organiza-
tions are Changing the Rules of Business, John Wiley Sons, April 2014.
3
That’s “hello” for all you non-coders.
4
“Code Rules: A Playbook for Managing at the Crossroads,” Cognizant Technology Solutions, June 2013,
http://www.cognizant.com/Futureofwork/Documents/code-rules.pdf.
5
“The 2011 Digital Universe Study,” IDC, http://www.emc.com/collateral/demos/microsites/emc-digital-uni-
verse-2011/index.htm.
6
See http://www-01.ibm.com/software/data/bigdata/.
7
According to multiple third-party estimates.
8
Christine Crandell, “Customer Experience: Is It the Chicken or Egg?” Forbes, Jan. 21, 2013,
http://www.forbes.com/sites/christinecrandell/2013/01/21/customer-experience-is-it-the-chicken-or-egg/.
9
Nancy Trejos, “Smartphones Replace Room Keys at Select Starwood Hotels,” USA Today, Jan. 29, 2014,
http://usat.ly/RrFZmp.
10
“Gyms Experiment with Smartphone Apps,” Climbing Business Journal, Oct. 21, 2013, http://bit.ly/1jNonKP.
11
Matt Stopera, “Completely Surreal Photos of America’s Abandoned Malls,” BuzzFeed, April 2, 2014,
http://bzfd.it/1edof2B.
Code Halo™ and SMAC Stack™ are pending trademarks of Cognizant Technology Solutions.
20.
21. Cognizant Salesforce.com Practice
Cognizant is a global Salesforce partner with a successful track record in planning and delivering complex
Salesforce.com projects, frequently involving multiple countries and with heavy integration requirements.
We put strong emphasis on certification of our Salesforce.com consultants, bringing innovation and deep
cross industry domain expertise to our projects. We also offer a culture of strong governance and project
management in order to drive business success for each of our customers.
For clients looking to leverage the Cloud and Salesforce.com for specific business objectives, we also pro-
vide advisory services across all industry verticals.
All Salesforce.com services are provided through Cognizant’s Customer Solutions Practice. This group com-
bines core competencies in CRM, Business Process Management (BPM), Master Data Management (MDM)
and Analytics into a single worldwide business unit. Our collective workforce embodies the future of work
and facilitates the close collaboration, knowledge sharing and seamless delivery that our Salesforce clients
expect.
Your Dedicated Team of Experts for Delivering Large
Salesforce.com Solutions Worldwide
Practice Highlights
• Salesforce global partner with a track record in
delivering complex, multi-country, multilingual
and multicurrency Salesforce.com projects
involving integration with legacy systems
• Implemented 500+ projects for 125+ clients on
Force.com and associated technologies
• 1,400+ certified consultants skilled in managing
complex integration projects
• Strong domain expertise across all industry and
technology sectors, including Cloud and Social
networking
• Expertise in enterprise CRM and non-CRM
applications on Force.com leveraging Apex Code,
VisualForce and other technologies
• Proficient in complex integration using SOAP,
REST, Metadata APIs and ETL tools (Informatica,
Informatica Cloud, Ab Initio, and more)
At a Glance: Cognizant’s Services Portfolio
APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA WITH CODE HALOS
Legacy CRM Systems
to SFDC Migration
Integration
Testing
Training
Data Migration
Heroku/Force.com
ImplementationsMobile
Support
Domain Consulting
Sales/Service Cloud
Multi-Country Rollouts
22. APPS FOR THE CONNECTED WORLD: SUPERCHARGE CUSTOMER DATA 21
Cognizant Salesforce.com Solutions
Cognizant offers several pre-built business solutions that enhance the value of Salesforce.com systems and speed
time to market.
• Cognizant MobiMate: Built for Salesforce.com and the Apple iPad, this mobile CRM solution equips your mobile sales
force with a more efficient way of servicing accounts. MobiMate synchronizes field sales activities with Salesforce.
com CRM at a single touch, enabling your entire sales force to have synchronized calendars, updated action plans
and call histories. It also helps managers plan and assign calls, improve territory management, and more.
• Cognizant Consumer Retail Execution Solution: This extends the core sales and marketing of Salesforce.com at
CPG organizations and helps them get to market faster with business solutions. It runs on popular mobile platforms
like iOS, Android and Windows Phone and helps sales people capture orders and manage appointments.
• Cognizant Consumer Trade Promotions Solution: Supported on popular mobile devices, this comprehensive toolkit
is built for CPG companies looking for help with trade funds management. It offers promotions management,
marketing and product content management, and more.
Cognizant Cloud Advisory Services
Our Cloud Advisory team helps you assess your readiness for the Cloud and develop a strategy and roadmap for
adoption and implementation of Cloud-based CRM.
• Cloud Readiness Assessment Tool: Helps discover whether the Cloud is suited or not to an organization’s specific
business needs, challenges and situations.
• Salesforce.com CRM Migration Roadmap: Addresses all aspects of Cloud CRM adoption, including making the
business agile and reducing total cost of ownership. Our services include Cloud product evaluation, vendor
evaluation and selection, Cloud roadmap, stakeholder alignment and change management.
SAMPLE CASE STUDIES BY INDUSTRY
A cross section of Cognizant projects recently implemented with Salesforce.com.
Global Pharmaceutical Player Orchestrated a smooth migration of 4,500 users from Siebel to
Salesforce.com
Leading Supplier of Office Products Replaced outdated sales portal with a Salesforce.com system better able to
manage leads, opportunities and contacts
Fortune 500 Financial Services Company Developed an anti-money laundering system using Salesforce.com to replace
legacy systems across countries
World Leader in Travel and Hospitality Automated this major hotel’s B2B client base with Salesforce.com and imple-
mented MDM for a large number of corporate accounts
Insurance Conglomerate Customized a Salesforce.com solution to determine profitability of each agent
relationship
About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process
outsourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered
in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep
industry and business process expertise, and a global, collaborative workforce that embodies the future of work. With
over 100 development and delivery centers worldwide and approximately 217,700 employees as of March 31, 2015,
Cognizant is a member of the NASDAQ-100, the SP 500, the Forbes Global 2000, and the Fortune 500 and is ranked
among the top performing and fastest growing companies in the world. Visit us online at www.cognizant.com or follow
us on Twitter: @Cognizant
For more information, please visit www.cognizant.com/customer-solutions-practice.