ACI Worldwide software powers electronic transactions for financial institutions, processors and retailers around the world - all the time, without fail. Learn more: http://www.aciworldwide.com
Future of Payments - Retail 2.0 (May 2014)Peter Gonzalez
The Retail Technology landscape is ripe for change due to (1) new tablet and mobile systems beginning to mature and proliferate, (2) eCommerce achieving scale and fundamentally changing the way retailers operate their business, and (3) an accelerating upgrade cycle driven by EMV and the end-of-life for Windows XP. This creates opportunities for new entrants with innovative next generation and omni-channel solutions to quickly gain traction and force massive shifts in global market shares.
Mobile Wallet and payment applications are poised to change the way consumers pay. This is driving substantial investment in the space with over $700 million flowing into private companies over the past three years and an estimated $1 billion into corporate initiatives and JVs like ISIS, MCX, Google Wallet, and PayPal mobile.
This report takes an in-depth look at how the industry landscape is evolving and some of the key trends driving innovation.
Going Digital: The Banking Transformation Road MapSemalytix
The leaders in digital banking are more client-centric, tech-savvy, and inclusive—and are fundamentally changing to deliver the best results.
Most banks today want to become digital banking leaders—after all, that's where the customers are. And for much of the past decade as digital banking has taken hold, most leading traditional banks have incorporated strong digital strategies.
So what separates the digital banking leaders from the laggards? A new A.T. Kearney study on digitization, in conjunction with Efma, seeks the answer and finds three main findings: the leaders understand the importance of mobile in a digital strategy, they are developing more agile operating models, and, most notably, they have tackled the need for internal culture shifts (see sidebar: About the Study).
With top-down implementation, these leaders have set their paths toward becoming more client-centric, more tech-savvy, and more inclusive. As the market evolves even more rapidly through the end of the decade, all banks will have to adapt to a disruptive model in people and IT—the two engines of retail banking—and must fundamentally adapt to deliver the best results.
This paper looks at the trends and the path forward.
The Evolving Digital Journey
Most banks began their digital journey years ago and have clear digital strategies, yet even those are facing major changes. In particular, as more customers use their mobile phones and tablets to do their banking, and omnichannel takes hold in financial services, the mobile experience is becoming a crucial aspect of digital strategy that banks must address.
Secondly, to keep up in this fast-changing market, traditional banks will have to adapt their operating models. In particular, changes in IT, new products and services development, and changing expectations for time-to-market will be key factors going forward.
Perhaps the most important step, however, is that banking in the digital age requires a drastic, profound reset of how banking staff reacts to customer needs. This means thinking customer first, rather than by channel; as one panelist puts it, "Banks think in channels, but customers don't." It means being conscious that small digital players can gain market share faster and in a manner that is more disruptive to traditional banks' models. It means understanding that organizational silos pose significant obstacles to creating new solutions for customers. Most importantly, it means looking inward, changing organizational beliefs and habits to facilitate clients and drive digital innovation.
A new spirit of banking—led by top executives—will lead the way to addressing market changes, becoming more agile, and improving openness in day-to-day business.
- See more at: http://www.atkearney.com/latest-article/-/asset_publisher/lON5IOfbQl6C/content/going-digital-the-banking-transformation-road-map/10192?_101_INSTANCE_lON5IOfbQl6C_redirect=#sthash.oKsJGij3.dpuf
Tablet POS Broadens Opportunities for Merchant Payments - A VeriFone White PaperVerifone
Tablet-based mobile POS solutions are today's hot topic for merchants that want to showcase the latest technology, while taking advantage of the many benefits tablets vs. traditional cash registers provides.
This WP, designed specifically for resellers, equips you with the knowledge you need to accurately promote the many benefits of an mPOS solution.
How do Dutch consumers pay in 2020 - trends and scenariosInnopay
Overview of how the Dutch consumers pay in 2013 and the nine trends that are most likely to change this behavior; resulting in four consumer payment scenarios for 2020
Future of Payments - Retail 2.0 (May 2014)Peter Gonzalez
The Retail Technology landscape is ripe for change due to (1) new tablet and mobile systems beginning to mature and proliferate, (2) eCommerce achieving scale and fundamentally changing the way retailers operate their business, and (3) an accelerating upgrade cycle driven by EMV and the end-of-life for Windows XP. This creates opportunities for new entrants with innovative next generation and omni-channel solutions to quickly gain traction and force massive shifts in global market shares.
Mobile Wallet and payment applications are poised to change the way consumers pay. This is driving substantial investment in the space with over $700 million flowing into private companies over the past three years and an estimated $1 billion into corporate initiatives and JVs like ISIS, MCX, Google Wallet, and PayPal mobile.
This report takes an in-depth look at how the industry landscape is evolving and some of the key trends driving innovation.
Going Digital: The Banking Transformation Road MapSemalytix
The leaders in digital banking are more client-centric, tech-savvy, and inclusive—and are fundamentally changing to deliver the best results.
Most banks today want to become digital banking leaders—after all, that's where the customers are. And for much of the past decade as digital banking has taken hold, most leading traditional banks have incorporated strong digital strategies.
So what separates the digital banking leaders from the laggards? A new A.T. Kearney study on digitization, in conjunction with Efma, seeks the answer and finds three main findings: the leaders understand the importance of mobile in a digital strategy, they are developing more agile operating models, and, most notably, they have tackled the need for internal culture shifts (see sidebar: About the Study).
With top-down implementation, these leaders have set their paths toward becoming more client-centric, more tech-savvy, and more inclusive. As the market evolves even more rapidly through the end of the decade, all banks will have to adapt to a disruptive model in people and IT—the two engines of retail banking—and must fundamentally adapt to deliver the best results.
This paper looks at the trends and the path forward.
The Evolving Digital Journey
Most banks began their digital journey years ago and have clear digital strategies, yet even those are facing major changes. In particular, as more customers use their mobile phones and tablets to do their banking, and omnichannel takes hold in financial services, the mobile experience is becoming a crucial aspect of digital strategy that banks must address.
Secondly, to keep up in this fast-changing market, traditional banks will have to adapt their operating models. In particular, changes in IT, new products and services development, and changing expectations for time-to-market will be key factors going forward.
Perhaps the most important step, however, is that banking in the digital age requires a drastic, profound reset of how banking staff reacts to customer needs. This means thinking customer first, rather than by channel; as one panelist puts it, "Banks think in channels, but customers don't." It means being conscious that small digital players can gain market share faster and in a manner that is more disruptive to traditional banks' models. It means understanding that organizational silos pose significant obstacles to creating new solutions for customers. Most importantly, it means looking inward, changing organizational beliefs and habits to facilitate clients and drive digital innovation.
A new spirit of banking—led by top executives—will lead the way to addressing market changes, becoming more agile, and improving openness in day-to-day business.
- See more at: http://www.atkearney.com/latest-article/-/asset_publisher/lON5IOfbQl6C/content/going-digital-the-banking-transformation-road-map/10192?_101_INSTANCE_lON5IOfbQl6C_redirect=#sthash.oKsJGij3.dpuf
Tablet POS Broadens Opportunities for Merchant Payments - A VeriFone White PaperVerifone
Tablet-based mobile POS solutions are today's hot topic for merchants that want to showcase the latest technology, while taking advantage of the many benefits tablets vs. traditional cash registers provides.
This WP, designed specifically for resellers, equips you with the knowledge you need to accurately promote the many benefits of an mPOS solution.
How do Dutch consumers pay in 2020 - trends and scenariosInnopay
Overview of how the Dutch consumers pay in 2013 and the nine trends that are most likely to change this behavior; resulting in four consumer payment scenarios for 2020
Retail Payments Report - Sponsored by VeriFoneVerifone
This survey aimed to see if the goals of Retailers and Merchants are aligned with the suppliers of technology and services to both Consumers and Retailers/Merchants. Especially in focus are new technologies like contactless cards, NFC payments on cards or in wallets, QR-codes, related values added mobile services, and the mobile-POS terminals (mPOS) launched for the emerging markets of small and mobile merchants.
Mobile in Banking and Finance - What Make Sense and What Notr4b
In recent years, the banking & financial services industry has been undergoing rapid changes, reflecting a number of underlying developments. Internet, wireless technology, and global straight-through processing have created a paradigm shift - from brick-and-mortar banks to banking virtually across time zones, geographical locations, access points and delivery channels. Today Mobile revolution has disrupted banking industry and this presentation provides a detailed discussion about issues of Mobile Banking.
Think the IoT is just for the biggest retailers? With new applications and devices entering the market, the IoT presents possibilities for retail and hospitality businesses of any size. Unlock the power of POS, digital payments and the future of retail with IoT! Tune in to learn more: http://ow.ly/CnGx306d6u2
VeriFone eBook: Mobile Commerce - Challenge or Opportunity?Verifone
The Unstoppable Mobile Revolution - With more than 1 Billion smartphones worldwide, retailers are taking notice of the benefits and opportunities provide by mobile payments. This eBook by VeriFone explores the opportunities of mobile for both retailers and consumers alike.
Presentation to 2013 Cards & Payments Conference.
What our customers are asking for.
Quant research indicating key shopper needs are (1) link payments and loyalty cards (2) make m-commerce less hassle
Qual research indicating little interest in many new payment ideas
Digital Banking Innovation - "a Look of Tomorrow"HongLeongBank
Hong Leong Islamic Bank MD/CEO, Raja Teh Maimunah Raja Abdul Aziz delivered a 1-hr talk at NICE2014, organised by MOSTI, on how banking has evolved from the day trading began thousands of years ago, to how digital banking will be at the forefront of all customer engagements.
Έφη Πρεσβεία, Επικεφαλής Επιχειρηματικής Μονάδας Ηλεκτρονικού Επιχειρείν, Eur...Starttech Ventures
Oμιλία από την Έφη Πρεσβεία, Επικεφαλής Επιχειρηματικής Μονάδας Ηλεκτρονικού Επιχειρείν, Eurobank στο πλαίσιο του Digital Finance Forum 2016
Περισσότερες πληροφορίες: http://digitalfinance.ethosevents.eu/
What’s Next In Mobile POS: Saving Money And Square Footage With mPOS TechnologyG3 Communications
Mobile payments are expected to top $12 billion in 2012 and more shoppers are using smartphones and tablets for product research and transactions every day. Barney’s and other leading retailers are embracing mobile and implementing mobile POS (mPOS), resulting in increased conversions and improved customer service.
In this webinar, Greg Buzek from IHL Group will share highlights of the firm’s latest POS study, providing insights for retailers looking to expand their mobile presence. Presenters from MICROS-Retail and Zebra Technologies will join the discussion to share real-world case studies and build the business case for mPOS.
The payments industry is evolving rapidly and will continue to do so throughout 2016. Here are some of the top trends predicted to make an impact this year.
The future of payments is uncertain, unknown and impossible to predict.
Our strategist, Tzachi Toledo shared his thoughts as a keynote speaker at Visa Europe Innovation Day in Prague. In his presentation he talked about the future of digital payments to an audience of technologists and bankers.
Data-driven Banking: Managing the Digital TransformationLindaWatson19
The digital revolution has arrived in banking. Evolving customer expectations, increasing cyber threats and growing volumes of data are just a few of the challenges faced by traditional financial institutions.
Retail Payments Report - Sponsored by VeriFoneVerifone
This survey aimed to see if the goals of Retailers and Merchants are aligned with the suppliers of technology and services to both Consumers and Retailers/Merchants. Especially in focus are new technologies like contactless cards, NFC payments on cards or in wallets, QR-codes, related values added mobile services, and the mobile-POS terminals (mPOS) launched for the emerging markets of small and mobile merchants.
Mobile in Banking and Finance - What Make Sense and What Notr4b
In recent years, the banking & financial services industry has been undergoing rapid changes, reflecting a number of underlying developments. Internet, wireless technology, and global straight-through processing have created a paradigm shift - from brick-and-mortar banks to banking virtually across time zones, geographical locations, access points and delivery channels. Today Mobile revolution has disrupted banking industry and this presentation provides a detailed discussion about issues of Mobile Banking.
Think the IoT is just for the biggest retailers? With new applications and devices entering the market, the IoT presents possibilities for retail and hospitality businesses of any size. Unlock the power of POS, digital payments and the future of retail with IoT! Tune in to learn more: http://ow.ly/CnGx306d6u2
VeriFone eBook: Mobile Commerce - Challenge or Opportunity?Verifone
The Unstoppable Mobile Revolution - With more than 1 Billion smartphones worldwide, retailers are taking notice of the benefits and opportunities provide by mobile payments. This eBook by VeriFone explores the opportunities of mobile for both retailers and consumers alike.
Presentation to 2013 Cards & Payments Conference.
What our customers are asking for.
Quant research indicating key shopper needs are (1) link payments and loyalty cards (2) make m-commerce less hassle
Qual research indicating little interest in many new payment ideas
Digital Banking Innovation - "a Look of Tomorrow"HongLeongBank
Hong Leong Islamic Bank MD/CEO, Raja Teh Maimunah Raja Abdul Aziz delivered a 1-hr talk at NICE2014, organised by MOSTI, on how banking has evolved from the day trading began thousands of years ago, to how digital banking will be at the forefront of all customer engagements.
Έφη Πρεσβεία, Επικεφαλής Επιχειρηματικής Μονάδας Ηλεκτρονικού Επιχειρείν, Eur...Starttech Ventures
Oμιλία από την Έφη Πρεσβεία, Επικεφαλής Επιχειρηματικής Μονάδας Ηλεκτρονικού Επιχειρείν, Eurobank στο πλαίσιο του Digital Finance Forum 2016
Περισσότερες πληροφορίες: http://digitalfinance.ethosevents.eu/
What’s Next In Mobile POS: Saving Money And Square Footage With mPOS TechnologyG3 Communications
Mobile payments are expected to top $12 billion in 2012 and more shoppers are using smartphones and tablets for product research and transactions every day. Barney’s and other leading retailers are embracing mobile and implementing mobile POS (mPOS), resulting in increased conversions and improved customer service.
In this webinar, Greg Buzek from IHL Group will share highlights of the firm’s latest POS study, providing insights for retailers looking to expand their mobile presence. Presenters from MICROS-Retail and Zebra Technologies will join the discussion to share real-world case studies and build the business case for mPOS.
The payments industry is evolving rapidly and will continue to do so throughout 2016. Here are some of the top trends predicted to make an impact this year.
The future of payments is uncertain, unknown and impossible to predict.
Our strategist, Tzachi Toledo shared his thoughts as a keynote speaker at Visa Europe Innovation Day in Prague. In his presentation he talked about the future of digital payments to an audience of technologists and bankers.
Data-driven Banking: Managing the Digital TransformationLindaWatson19
The digital revolution has arrived in banking. Evolving customer expectations, increasing cyber threats and growing volumes of data are just a few of the challenges faced by traditional financial institutions.
Agile Project Management for Nonprofits501 Commons
Are you looking for ways to remove dysfunctions, waste, and inefficiencies in your non-profit organization? Whether it is a technology or a non-technology project for non-profits, this quick introduction to “Agile” – a modern project management approach can help you get more done more efficiently with full engagement of your team and stakeholders.
In this workshop you will learn how Agile has caused tremendous disruption and innovation in today’s networked global economy and what are the future possibilities. You will specifically learn how to adopt Agile practices to do twice more in less than half the time at your non-profit organization. Agile practices are aimed at responding to changing organizational demands by reducing waste, incorporating program improvements more quickly, and working collaboratively.
Agile is a mindset and it requires a mind shift from individual performance to team progress. It emphasizes the ability to adapt to changes and provide organizations the framework to adapt in a predictable way with a minimal amount of waste, such as from over planning. In Agile, teams incorporate frequent feedback, from both internal and external stakeholders, and work in short iterations, with the goal always to get something viable in front of an individual for feedback. Everyone works as one team to get work done.
Specifically, participants will learn the benefits of Agile, how to become Agile, the role of a team in a scrum environment, and an overview of scrum roles.
In this presentation, Subhranil introduces SMAC and associated trends. Subranil wishes to concentrate on using SMAC to solve the problems of BYOD and Advertising.
Our Guide to Digital disruption Update 2019John Ashcroft
A collection of our articles on Digital Disruption and Change Management updated for 2019.
Don't thumb your nose at Digital Disruption
So what do we mean by digital disruption
The six forces shaping digital disruption
Digital Disruption Industries of the future
Which jobs will be at risk in the years ahead
Digital Disruption and the UK Banking System
Introducing thriving with information in the digital economyMark Albala
The attached introduction is a preview of the upcoming book being published by Mark Albala, looking for a publisher to bring this publication to fruition.
Webcast Presentation - What's in your (e) Wallet? Transforming payments and t...GRUC
Payments and transactional services present multiple ‘moments of truth’ for demanding clients who are often interacting with us anytime and anywhere. For financial services organizations, the 24/7 nature of the industry and its intense competition have made innovation and optimization of these capabilities critical. Learn about the experiences of IBM clients in transforming their payments and transactional services with IBM Rational DevOps capabilities.
See how banks, brokerages and insurance firms are aligning the life cycles of legacy back offices with the agile sprints of the mobile payments development shops and value-added technology partners.
Presented by:
Bruce Baron, Financial Services Sector Offerings Leader, IBM
Bruce Baron serves as the Offerings Lead for IBM Rational for the Financial Services Sector. Bruce and his team set the strategy, define our offerings and work to drive a collaborative cross-functional team of sales, marketing, enablement and development in assisting clients with solving business issues by bringing to bear all product segments and IBM brands. Prior to IBM Rational Bruce was a Strategy Consultant to Financial Services clients and has years of client experience as an e-business and six-sigma consultant in Financial Services at GE Capital.
Peter Eeles, Financial Services Sector Industry Lead, IBM Rational Worldwide Tiger Team, IBM
Peter Eeles is Industry Lead for the Financial Services Sector in IBM Rational's Worldwide Tiger Team, where he helps organizations improve their software development and delivery capability. This is often in conjunction with an architecture-centric initiative such as SOA or strategic reuse, where Peter has particular in-depth knowledge. Peter comes from a delivery background and was previously Chief Architect of IBM Rational's Worldwide Solution Delivery organization. He is co-author of "The Process of Software Architecting" (2009), "Building J2EE Applications with the Rational Unified Process" (2002), and "Building Business Objects" (1998).
Predicting, managing and profiting from new technologies is one of the most important challenges that business leaders face.
It requires them to integrate a hugely diverse range of perspectives in a meaningful way: they must balance the insights of technology specialists with those of consumer experts, they must understand the related technologies that will determine a new launch’s success, and they must predict the moves and motivations of all of the players behind those technologies.
Gli amministratori delgati di molte grandi aziende sono oramai concordi nell'affermare che la tecnologia è il più importante fattore esterno che può impattare sul business. Ma non tutte le innovazioni si rivelano "innovative" come sembrano inizialmente. I Leader devono saper distinguere fra innovazioni dirompenti e "distrattori" di risorse. L'innovazione supportata dall'ecosistema può evidentemente fare la differenza: come riconoscerla?
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
2. ConfidentialMEETS THE CHALLENGE OF CHANGE 2
Agenda
1. The Current Marketplace
2. The Disruptors in the Payments Industry
• Big data
• Social networks
• The internet of things
• Mobile
• Commerce platforms
• The cloud
• (G)local
• Business models
• Other disruptors
3. Summary and Conclusions
6. THE DISRUPTIVE FORCES ON THE PAYMENTS INDUSTRY
Almost all disruptive innovations do one of two things (or both)…
1. They provide a new benefit
2. They solve an existing problem
8. ConfidentialMEETS THE CHALLENGE OF CHANGE 8
What is Big Data?
• Evolved from “Big Science” which described the rapid cycle of
changes that occurred in scientific disciplines during and after
WW2.
• Term first used in the late 1990s to describe massive information
volumes which increase as more digital records created every
day e.g. 3,000+ photos uploaded to Facebook every second (300
million a day)
• Google – “5 exabytes of information (1,000,000,000,000,000,000
bytes) created by the entire world between the dawn of
civilization and 2003. That same amount is now created every
two days.”
• Organizations are drowning in data – which will increase through
unlimited bandwidth and storage, with device ubiquity and cheap
chips.
9. ConfidentialMEETS THE CHALLENGE OF CHANGE
What is Big Data?
9
• The power of “Big Data is it provides a more personalised
approach
– Leveraging structured and unstructured data to increase cross-selling
opportunities
– Creating the customer segment of one , reducing marketing spend but
increasing customer engagement
– Creating the insight that informs the decision that delivers a customer
experience
10. ConfidentialMEETS THE CHALLENGE OF CHANGE 10
Big Data is Important Because Those Who Make
Sense of It Will Win in Competitive Markets
• Technology players e.g. Amazon, Apple, Google and
Facebook
– See leverage of data as the product
– Know how to sift data and make sense of it which is why banks fear them.
– Understand your social activities, financial transactions, lifestyle etc as a
competitive weapon and have partners to offer real-time deals/alerts
• The bank‟s biggest weaknesses are:
– Their heritage and organizational structure as they separate data functions
from product functions by holding data separately in silo divisions. This
does not allow them to leverage data and weakens their ability to use it to
deepen relationships and compete. This is the big opportunity for new
entrants.
11. ConfidentialMEETS THE CHALLENGE OF CHANGE 11
Big Data is Important Because Those Who Make
Sense of It Will Win in Competitive Markets
• One bank CEO recently stated “Our peers I can handle.
They‟re in the same boat. If Google opens a bank, with their
data – we‟re in trouble.”
• And Eran Fiegenbaum, the director of security for Google
Apps, has already made it clear that Google is “a bank for
your data.”
• Conclusion: medium disruptive threat
16. ConfidentialMEETS THE CHALLENGE OF CHANGE
Social Network Myths Banks Believe
• Myth banks need to stop believing: It‟s for young people only
which stems from the stereotype that new, hip, cool
technology is for those who adapt the fastest. It's not:
– Its for people who want to communicate on-line
– It's for those who enjoy that technology improves their lives
– Facebook and Twitter have more users over the age of 25 than under
• Most social media users are wealthy, educated, in
employment and mature - the bank‟s target audience for
CRM.
• Social media as a medium for financial transactions is still
treated with caution due to reasons like information
security/hacking etc and lack of awareness created among
customers.
• Conclusion: medium disruptive threat
18. ConfidentialMEETS THE CHALLENGE OF CHANGE
What is the Internet of Things
• Connectivity for anyone from any
time and any place with anything!
• A wireless network, usually self-
configuring between objects like
household appliances -Wikipedia.
• By embedding short-range mobile
transceivers into gadgets and
everyday items new forms of
communication between people
and things, and between things
themselves will emerge.
• The term "Internet of Things" has
come to describe a number of
technologies and research
disciplines that enable the internet
to reach out into the real world of
physical objects.
19. ConfidentialMEETS THE CHALLENGE OF CHANGE
The challenge of the Internet of Things
• Technological architecture and standardization in most areas
are still fragmented curtailing interoperability.
• Connections between the real and virtual worlds
• Managing and fostering rapid innovation is a challenge for
governments
• Privacy and security
• Absence of governance, naming, identity, interfaces
• How to convincing users that the IoT technology will protect
their data and privacy when tracking
• Potential solutions
– Education and information
– Legislation limiting the scope of the Internet of Things
• Conclusion: currently low disruptive threat
21. ConfidentialMEETS THE CHALLENGE OF CHANGE
Mobile Payments and eCommerce will Comprise an
Increasingly Larger % of Payments Volumes
• Ovum believe mobile is top of
• most Banks investment priorities
• Why?
• Phone is a more powerful device
than the PC
– Knows who you are
– Knows when you are in/near store
– Knows your purchase/search history
– Delivers instant gratification
• 5x more phones than PCs
• In store sales are still 19x greater
than eCommerce
SOURCE: Yankee Group, Dec 2010; Press search; McKinsey Global Payments Map
2010
Global Payment
Flows : $516T
eCommerce
Flows:
$1,700B
Mobile
Payment
Flows: $10B
2015
Global Payment
Flows: $780T
eCommerce
Flows: $3,420B
Mobile
Payment
Flows: $545B
CAGR:
+122%
CAGR: +9%
Total Flows:
CAGR: 15%
24. ConfidentialMEETS THE CHALLENGE OF CHANGE 24
The Disruptive Influences – Mobile
Mobile is transformational
• Moving people from having to go somewhere to do something to
having connectivity in their pocket/purses 24x7.
• Gives 7 billion people the ability to communicate
wirelessly, globally and socially one-to-one, person-to-
person, peer-to-peer.
• Most affluent consumers change their mobiles every 18 months
• Provides a transactional infrastructure that was non-existent just
a few years ago. Africa has seen the most rapid transformation
through mobile, with e.g. M-PESA in Kenya
• Allows geo-locating to locate anyone, anywhere, anytime and say
at the point of retailing: “here‟s the deal”.
• U.S. bank BBVA Compass - Banks that fail to invest in mobile
risk being swept away by a wave of disruptive innovation
25. ConfidentialMEETS THE CHALLENGE OF CHANGE
The Disruptive Influences – Mobile
25
• Why?
• Phone is a more powerful device than the PC
– Knows who you are
– Knows when you are in/near store
– Knows your purchase/search history
– Delivers instant gratification
• 5x more phones than PCs
• In store sales are still 19x greater than eCommerce
28. ConfidentialMEETS THE CHALLENGE OF CHANGE
The Disruptive Forces – Amazon
• Amazon
-Have launched the Amazon Coin, tied to the US$ that can
be used to buy apps for the Kindle, and cannot be
exchanged for other currencies.
-Are aggressively offering loans to small businesses, but the
proceeds can only be used to purchase items from its sites.
-Is focused on its own businesses and unlikely to disrupt the
payments landscape in the short term.
• Conclusion: low disruptive threat
29. ConfidentialMEETS THE CHALLENGE OF CHANGE
The Disruptive Forces – Google
• Strengths
– An experienced disruptor!
– Heavily promoting its wallet, which it is offering for free
– Launched a credit card in the U.S. and U.K. (with MasterCard)
– Offering loans for purchasing AdWords
– Dangerous because it gives valuable things away for free. For the
– Currently focused on advertising, not payments.
• Weaknesses
– Marketers targeting smartphone and tablet users
– Drop in shares price blamed, in part on mobile marketing.
– The average cost per click dropped as mobile marketing took budgets away
from traditional desktop advertising.
30. ConfidentialMEETS THE CHALLENGE OF CHANGE
The Disruptive Forces – Google
• BGC - The challenge is for Google to reignite revenue growth as
their existing businesses start to mature and slow down.
• Google, like the rest of the online world, is realizing the power of
mobile marketing is greater than predicted, and an evolution will
be required in order to be able to keep up with the changes that it
demands.
• Conclusion: medium disruptive threat
31. ConfidentialMEETS THE CHALLENGE OF CHANGE
The Disruptive Forces – Apple
• Apple
– Has a wallet product – Passbook – based on QR technology
– Was expected to add NFC to the iPhone5 but did not. Now
rumours of an iWatch for payments linked to an Passbook-
enabled iPhone .
– Acquired biometric scanner maker AuthenTec in 2012
– Has the world’s largest database of consumer payment
information (from iTunes)
– Already has products being used as POS devices
Already has an impressive track record of disruption
32. ConfidentialMEETS THE CHALLENGE OF CHANGE
The Disruptive Forces – Apple
Already has an impressive track record of disruption
– Apple has all the necessary pieces and a HUGE motivation for
disruption as it could save a lot of $ as the cost of the current
payment system to them is huge. Expect them to do something
about it.
– They have it all: an established customer relationship, a trusted
brand, payment information, purchase and POS devices, a
channel, and deep pockets.
• Conclusion: high disruptive threat
33. ConfidentialMEETS THE CHALLENGE OF CHANGE
The Disruptive Forces – PayPal
An alternative network and enemy to all things traditional in the bank’s view
• PayPal is already in the payments business. It:
– Is an acquirer
– Has banking licenses. If it became a bank it would be the largest in the
world
– Has 230 million accounts and moves more than $2 million every hour!.
– Facilitates transactions via multiple methods (and discriminates between
them)
– Is moving from an online payment processor to a one-stop-payment-
shop: online, offline, and mobile
– Has made deals with offline retailers like Starbucks, Home Depot, etc.
– Has arrangements with Discover (Cards) and NCR (POS equipment )
– Has 110 million active users
34. ConfidentialMEETS THE CHALLENGE OF CHANGE
The Disruptive Forces – PayPal
An alternative network and enemy to all things traditional in the bank’s view
• PayPal is an ambitious player with a good brand, a
wide reach, a reputation for agility, and deep
pockets. Unlike Apple, it born in the payments
industry.
• This IS their core business.
• Conclusion: high disruptive threat
36. ConfidentialMEETS THE CHALLENGE OF CHANGE
What is the Cloud ?
• Cloud computing
– Integrated and networked hardware, software and Internet infrastructure (called
a platform) hiding complexity via simple GUI or API
– Digital model so customers can access from anywhere they like, anytime.
– Provides always on, on- demand services, anywhere, anytime, any place.
– Allows customers (consumers, business) to pay for use as needed.
• Benefits
– Efficiency - large scale at a lower cost to IT, operations etc
– Software not tied to a particular piece of hardware
– Enables dynamic provisioning to handle peak loads
– Provides IT responsiveness or temporary resources e.g. for year end
– Speed to Market
– Improved service to customers through more consistent uptime and integration
their cloud based applications/services
37. ConfidentialMEETS THE CHALLENGE OF CHANGE
Cloud Issues for Payments
• Integration and business relationship of Cloud-based services
– Legacy and the Cloud
– Ability to integrate into IT and application framework
– In-house vs. external staffing
– Resources vs. experience
• Regulation
– Regulators in key markets, particularly in finance regulate that data must be held on bank
premises.
– Compliance all the way through the chain
• Security
– How the Cloud provider protects the data, where they are located, the standards used etc
– Encryption will also make data more secure, as well as an enterprise architecture that is
built for security and needs approval from regulators
– How to undertake fraud detection in the Cloud?
• Conclusion: high disruptive threat
39. ConfidentialMEETS THE CHALLENGE OF CHANGE
(G)local
• A combination of the words "global" and "local" used to describe
a product or service that is developed and distributed
globally, but is also fashioned to accommodate the user or
consumer in a local market.
• In the business world the idea was adopted to refer to global
localization
• Basics: A global company designing products for a local
community.
• Conclusion: low disruptive threat at this time because idea
needs more development
45. ConfidentialMEETS THE CHALLENGE OF CHANGE
The Disruptive Forces – Merchants
• More stores moving into the digital space or let customers to buy
online and pick up in store.
• Have to ensure they offer all the channels the customer wants to use
for payment
• Will have to upgrade their POS terminals – Tesco are yet to take
contactless cards
• Must respond to threats like geo-location – not offering a signal in
their stores is not a solution
• Could the US MCX model emerge in EMEA ?
• Need more functionality from their acquirers
Conclusion: Some have the ability to be major players because
they have banking licences, mobile offerings, greater data, on-line
channel and loyal customers : high disruptive threat
47. ConfidentialMEETS THE CHALLENGE OF CHANGE
The Disruptive Forces – Digital Wallets
• “The Term Wallet was used so Old People Understand what the application delivers” DMUS Conference Sept
12
• Most of the big players are on the wallet bandwagon (card companies, telcos, Apple, Google, industry
consortia…)
• Different varieties: NFC (Google Wallet), QR (Apple, LevelUp)
• Cool factor: keeps the card in the pocket. In some systems, even the phone stays in the pocket (Sum up and
Pay with Square)
• Great opportunity for added services (for consumers and merchants), targeted marketing, consumer
tracking, couponing, loyalty, etc.
• Innovative e.g. Tesco‟s shopping wall in South Korea
• But… slower adoption than expected: so far, digital wallets have more „bark than bite‟. Widespread adoption
(NFC, QR) might change that. There will be winners and losers depending on the walletments system.
• Conclusion: low disruptive threat – for now
48. THE DISRUPTIVE FORCES – LOYALTY –
UBIQUITOUS AND USED REGULARLY Source: WorldPay
Conclusion: low disruptive threat – unless exploited by other disruptors
49. ConfidentialMEETS THE CHALLENGE OF CHANGE
The Disruptive Forces – Biometrics
• Not yet a clear winner of the one to
use – fingerprint, voice, vein
• Face recognition is the latest from
the Nordics
• May not be one global solution
• Likely slow adoption rate – but it is
already rolling out
• Conclusion: low disruptive
threat currently, but could
increase
50. ConfidentialMEETS THE CHALLENGE OF CHANGE
The Disruptive Forces – BitCoin
• Violent fluctuations in value an issue
• Being accepted in e.g. some U.K. pubs and
independent stores
• Now on Regulators radar
• Conclusion- low disruptive threat – for now
52. WITH ALL THIS DISRUPTION IT IS
NO LONGER CLEAR WHO OWNS
THE CUSTOMER
Source: Visa
53. BUT THE CUSTOMER MAYBE HAS MORE POWER
THAN EVER BEFORE - THE ULTIMATE DISRUPTOR
Source: Visa
54. ConfidentialMEETS THE CHALLENGE OF CHANGE
The Disruptive Influences
54
• Big data, Cloud and mobile are the key to the impact of the disruptors as
they bring this all together and are required for delivery.
• The Cloud provides the ability to analyse unlimited amounts of data for
any purpose. It is the antidote to big data which is all about drowning in
exabytes of bytes, while Cloud provides the capability to gain access to
unlimited power and storage to analyse that data.
• New Payment platforms and business models can harness these without
having to move from legacy systems
• So these are centrifugal forces of change in 2014, as they are massively
complementary.
• Mobile allows anyone to socialise with anyone on the planet, whilst the
cloud allows companies and government agencies to sift through the
massive amounts of data that the mobile, social world is creating.
55. ConfidentialMEETS THE CHALLENGE OF CHANGE 55
The Impact of the Disruptive Influences
on Players in Payments
• Banks – must get consumer trust back and expect more mergers in
some markets. BUT have to adapt and get to grips with the disruptive
influences – especially mobile, Cloud, new competitors and big data.
The clock is ticking!
• Acquirers …vulnerable in a mobile world and to new competition
• Card Schemes need to up their game and fully integrate the acquisitions
they have made – and stop squabbling – e.g. Izettle
• Telcos …power if they choose to use it, but do they have the
appetite, consumer trust, the cash or the customer service ? Geo-
locating is a key change but targeting requires massive analytical
capability of data to target what is relevant to whom and when
• Equipment vendors …in for a bumpy ride as e.g. dongles multiply and
add functionality
• Merchants are frustrated and feel constrained by the current system.
Their costs are high and unpredictable. They want a stronger
relationship with their customers and to add services.
56. ConfidentialMEETS THE CHALLENGE OF CHANGE 56
The Impact of the Disruptive Influences
on Players in Payments
• New players commerce platforms and social networks – the real
unknown – some have the power/cash to cause real disruption –
others less so. Its all about appetite
• Consumers are generally satisfied…they trust the current
system, they know how it works, they see it as inexpensive and
convenient. BUT, they are starting to see the real costs; they want
more information and services faster; and are more open to
alternatives (the iPhone effect). So they are the ultimate disruptor
• Conclusions
– Most players in payments need the banks but are not loyal to them. If they see
something cheaper and better (or free), they will jump. That is the threat the
new acquirers bring.
– The current system will survive, with changes. The winners and losers will be
unequally distributed. Regulation (especially SEPA) will have a role to play and
could be seen as unfair to the banks.