The document discusses how postal services are enabling the digital economy by providing e-services. It provides examples of postal e-communication services like internet kiosks in post offices. It also discusses e-government services provided by posts like acting as access points for e-government or hybrid mail delivery. Further, it outlines UPU programs to support postal e-services and e-commerce like the digital action plan, international secure email box, and .post top level domain.
The document discusses the challenges organizations face in consistently applying project management and methodology. It proposes a managed service approach using experienced project managers and a single project management methodology and toolset. This approach provides rapid benefits through quick consolidation of existing project data and integration of industry processes. Key benefits include faster time to benefit, focus on core missions, improved planning and management, and ultimately improved project success rates.
Today's customers are fundamentally different from customers of past years as they are harder to acquire, retain, and delight because of the explosion in digital technologies consumers use day to day. New digital experiences are forcing banks to play catch-up and match the innovative and engaging interactions and products — such as mobile payments — that non-banks are offering to those same customers. This IDC research, sponsored by TCS Digital Software & Solutions Group, revealed three key themes for digital transformation in the banking industry.
Digital Banking: Enhancing Customer Experience; Generating Long-Term LoyaltyCognizant
To stay profitable and grow in the new digital economy, banks need to adopt a customer-centric business model, diversify online delivery of products and services channels, and begin making meaning from valuable trails of digital information.
The Journey to Digital Transformation with Touch BankBackbase
The document summarizes the digital transformation journey of Touch Bank, a fully digital retail bank in Russia, in 3 sentences or less:
Touch Bank launched in April 2015 after a one year build, has over 70,000 customers accessing banking services through internet, mobile, and call centers with no physical branches or ATMs, and has received awards for innovation including Best Online Bank of 2015 and Most Innovative Retail Bank in Russia 2016.
The document outlines plans and concepts for establishing a project management office (PMO). It discusses establishing governance, defining the PMO's scope and services, developing a timeline and milestones, determining roles and team structure, and creating plans for performance management, communications, documentation, and maturing the PMO over time. The PMO aims to better align projects with strategy, implement consistent processes, facilitate collaboration, manage resources, and provide executive visibility into project status.
The document discusses the challenges organizations face in consistently applying project management and methodology. It proposes a managed service approach using experienced project managers and a single project management methodology and toolset. This approach provides rapid benefits through quick consolidation of existing project data and integration of industry processes. Key benefits include faster time to benefit, focus on core missions, improved planning and management, and ultimately improved project success rates.
Today's customers are fundamentally different from customers of past years as they are harder to acquire, retain, and delight because of the explosion in digital technologies consumers use day to day. New digital experiences are forcing banks to play catch-up and match the innovative and engaging interactions and products — such as mobile payments — that non-banks are offering to those same customers. This IDC research, sponsored by TCS Digital Software & Solutions Group, revealed three key themes for digital transformation in the banking industry.
Digital Banking: Enhancing Customer Experience; Generating Long-Term LoyaltyCognizant
To stay profitable and grow in the new digital economy, banks need to adopt a customer-centric business model, diversify online delivery of products and services channels, and begin making meaning from valuable trails of digital information.
The Journey to Digital Transformation with Touch BankBackbase
The document summarizes the digital transformation journey of Touch Bank, a fully digital retail bank in Russia, in 3 sentences or less:
Touch Bank launched in April 2015 after a one year build, has over 70,000 customers accessing banking services through internet, mobile, and call centers with no physical branches or ATMs, and has received awards for innovation including Best Online Bank of 2015 and Most Innovative Retail Bank in Russia 2016.
The document outlines plans and concepts for establishing a project management office (PMO). It discusses establishing governance, defining the PMO's scope and services, developing a timeline and milestones, determining roles and team structure, and creating plans for performance management, communications, documentation, and maturing the PMO over time. The PMO aims to better align projects with strategy, implement consistent processes, facilitate collaboration, manage resources, and provide executive visibility into project status.
Facebook-BCG Report on the impact of digital in the Financial Services IndustrySocial Samosa
India is on the cusp of a digital
revolution. With rising internet and
smartphone penetration, the digital
DNA of India is rapidly changing.
The first 100 million ‘digital Indians’
were largely men, millennials and
metro based. However, with higher
adoption among women, lower tier
cities and older age groups, the face of
an average internet user is changing.
They are also engaging in mature
activities, going beyond search and
social networking to online shopping
and banking. In 2013, only 7% urban
internet users with digital age less than
2 years adopted online shopping. This
grew more than four fold in four years.
A similar trend has been seen in online
banking as well.
Also, with increasing smartphone
penetration, the way consumers are
accessing internet is changing. In
2013, only 44% of urban population
preferred mobile for internet access,
but now almost 3/4th prefer mobile.
Find More Case studies at - https://www.socialsamosa.com/category/indian-social-media-case-studies/
Digital Banking vs. Branch Banking (Ashish Kumar)2K13A19
This document discusses the transition from branch banking to digital banking. It notes that banks are increasingly adopting digital business models to capture more market share. Digital banking is seen as cheaper, faster and more convenient than branch banking. However, branch banking provides benefits like security and personalized service. The document outlines strategies for ING VYSYA bank to expand its digital offerings, such as providing online advisory services, payments, and account management. It also discusses challenges like maintaining simplicity and security with digital financial services.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
Watch video on YouTube - https://youtu.be/EnC0E_QXPdo
PMBOK 6th edition updated slides by each process:
https://www.slideshare.net/anandbobade/chap-80-quality-management-overview
https://www.slideshare.net/anandbobade/chap-81-plan-quality-management
https://www.slideshare.net/anandbobade/chap-82-manage-quality
https://www.slideshare.net/anandbobade/chap-83-control-quality
Seven things we can learn from GOV.UK about digital transformation:
1. Its about:meeting user needs
2. Improving efficiency
3. In-house digital expertise
4. Agile processes
5. Developing a platform
6. Making things open
7. Transparency
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
The document describes the order to cash process for a telecom company. It involves creating a commercial order for a customer by selecting their product and validating the order. The commercial order is then decomposed into a service order and resource order. Tasks are orchestrated and executed to allocate network resources, workforce, and assign a phone number. The service is then provisioned and the customer is billed.
Companies that have set up ‘Global Business Services’
have significantly boosted their support functions
performance, optimizing the cost-quality trade off through
efficiency improvements and a clear shift towards a
strong and compelling value proposition to the business.
With this major transformation, Next Generation Shared
Services are well positioned to be considered full-fledged
partners of business operations, and not just providers of
services.
Developing a Roadmap for Digital TransformationJohn Sinke
Digitally mature companies out-perform their peers in innovation, agility and responsiveness to customers. “Digirati” also enjoy advantages in efficiency and effectiveness in product delivery, marketing, e-commerce, sales and customer service. More importantly, companies that achieve Digital Excellence are 26% more profitable (source: Capgemini Consulting and MIT Centre for Digital Business).
However, building a Roadmap for Digital Transformation requires not only successful collaboration between the CMO and the CIO, it also demands a strong customer-focused orientation and digital culture. During this presentation, John Sinke will share insights from leading marketers and his personal experience of turning Resorts World Sentosa into a “digital business”.
Most banks have already made the move to digital, but keeping up with today’s competition means becoming completely immersed in it. Anything less than 100% commitment is not enough. Your customers expect more than basic products and services, they expect holistic solutions to their financial needs. The truth is, if you’ve been tagging bits of digital onto the current offering — you’re already falling behind.
So where do you start?
Become a Digital-First Enterprise and move way beyond your comfort zone
Think digital
Change your business culture
In this comprehensive webinar, Jouk Pleiter and Tim Rutten, outline the tools and strategic approaches needed to become truly digital-first. Get serious about future proofing your bank, register today!
Digital transformation of the banking industry Frank Schwab
From traditional to digital banking
Significantly changing basic conditions
New customer expectations and journeys
New digital products: crowd, P2P & crypto
New game changing technologies, processes and concepts: Cloud, API, blockchain, AI, platform, eco-systems, 100% STP
New types of leadership
Addressing the mobile market with the MVNO modelDKAL
The document discusses the MVNO (Mobile Virtual Network Operator) model for addressing the mobile market. It provides an overview of SVP Advisors, a consulting firm with experience supporting both MVNOs and MNOs (Mobile Network Operators). It then discusses how the MVNO model can help new players, MNOs looking to target new segments, and fixed operators expand into mobile. International examples show hundreds of MVNOs globally, with the most prominent presence in Western Europe.
Telecommunication Business Process - eTOM FlowsRobert Bratulic
For related eTOM Flows blog: https://modelitics.wordpress.com/2015/07/06/etom-process-flows-not-just-hierarchies
For related eTOM Flows lecture: https://www.youtube.com/watch?v=r62ZjpnjJI0
* Analysis of all critical aspects (market, technical, economic and financial) ensuring the best possible alignment between business and technology strategies
* Integrated and iterative approach to carry out a sound and reliable business case
* Tailored for the specific needs of players in the 4G ecosystem (operators, vendors, analysts and consultants, investors, regulators)
* Compliant with WiMAX and LTE technical specifications
This document provides an overview of the retail industry and enterprise architecture review. It discusses the business overview of retail, trends and challenges in the industry, the current state architecture, and future state architecture. It also covers topics like supply chain management, merchandizing, point of sale systems, payments, digital signage, and solutions from major vendors like Oracle, SAP, and Cap Gemini.
The document discusses setting up a Project Management Office (PMO) as a service to improve project success rates and organizational strategy execution. The PMO would execute the organization's strategy by composing a project roadmap, calculating returns on investment, and assigning resources and tools to projects. It would also take on a "watch dog" role to improve planning, reporting, risk management, and alignment of projects, programs and portfolios. Key metrics discussed for the PMO to monitor include time, cost, scope, quality and resource data. Charts are provided as examples to track schedule performance, cost performance, and milestone budgets versus actuals.
Replication and interconnection of digital postal servicespauldon
The document discusses replication and interconnection of digital postal services. It summarizes key initiatives by the Universal Postal Union including identifying best practices, enabling members to implement proven e-services, and enabling international connection of domestic electronic postal services. The UPU is working on standards, e-learning, e-commerce, digital identity, and a global monitoring system to track delivery performance across countries using RFID technology.
The document discusses postal and logistics operations in a connected world. It outlines how operations have changed dramatically over the past 400 years, from horse-drawn mail coaches to automated sorting and digitization. The document focuses on three key areas: dealing with change, connected fleet operations, and strategy for the Internet of Things (IoT). Connected fleet could include features like eco-driving, security, route planning and predictive maintenance. The document recommends prioritizing a few specific areas, like connected fleet, to build experience, and taking a holistic view of data and ecosystems for an IoT strategy.
Facebook-BCG Report on the impact of digital in the Financial Services IndustrySocial Samosa
India is on the cusp of a digital
revolution. With rising internet and
smartphone penetration, the digital
DNA of India is rapidly changing.
The first 100 million ‘digital Indians’
were largely men, millennials and
metro based. However, with higher
adoption among women, lower tier
cities and older age groups, the face of
an average internet user is changing.
They are also engaging in mature
activities, going beyond search and
social networking to online shopping
and banking. In 2013, only 7% urban
internet users with digital age less than
2 years adopted online shopping. This
grew more than four fold in four years.
A similar trend has been seen in online
banking as well.
Also, with increasing smartphone
penetration, the way consumers are
accessing internet is changing. In
2013, only 44% of urban population
preferred mobile for internet access,
but now almost 3/4th prefer mobile.
Find More Case studies at - https://www.socialsamosa.com/category/indian-social-media-case-studies/
Digital Banking vs. Branch Banking (Ashish Kumar)2K13A19
This document discusses the transition from branch banking to digital banking. It notes that banks are increasingly adopting digital business models to capture more market share. Digital banking is seen as cheaper, faster and more convenient than branch banking. However, branch banking provides benefits like security and personalized service. The document outlines strategies for ING VYSYA bank to expand its digital offerings, such as providing online advisory services, payments, and account management. It also discusses challenges like maintaining simplicity and security with digital financial services.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
Watch video on YouTube - https://youtu.be/EnC0E_QXPdo
PMBOK 6th edition updated slides by each process:
https://www.slideshare.net/anandbobade/chap-80-quality-management-overview
https://www.slideshare.net/anandbobade/chap-81-plan-quality-management
https://www.slideshare.net/anandbobade/chap-82-manage-quality
https://www.slideshare.net/anandbobade/chap-83-control-quality
Seven things we can learn from GOV.UK about digital transformation:
1. Its about:meeting user needs
2. Improving efficiency
3. In-house digital expertise
4. Agile processes
5. Developing a platform
6. Making things open
7. Transparency
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
The document describes the order to cash process for a telecom company. It involves creating a commercial order for a customer by selecting their product and validating the order. The commercial order is then decomposed into a service order and resource order. Tasks are orchestrated and executed to allocate network resources, workforce, and assign a phone number. The service is then provisioned and the customer is billed.
Companies that have set up ‘Global Business Services’
have significantly boosted their support functions
performance, optimizing the cost-quality trade off through
efficiency improvements and a clear shift towards a
strong and compelling value proposition to the business.
With this major transformation, Next Generation Shared
Services are well positioned to be considered full-fledged
partners of business operations, and not just providers of
services.
Developing a Roadmap for Digital TransformationJohn Sinke
Digitally mature companies out-perform their peers in innovation, agility and responsiveness to customers. “Digirati” also enjoy advantages in efficiency and effectiveness in product delivery, marketing, e-commerce, sales and customer service. More importantly, companies that achieve Digital Excellence are 26% more profitable (source: Capgemini Consulting and MIT Centre for Digital Business).
However, building a Roadmap for Digital Transformation requires not only successful collaboration between the CMO and the CIO, it also demands a strong customer-focused orientation and digital culture. During this presentation, John Sinke will share insights from leading marketers and his personal experience of turning Resorts World Sentosa into a “digital business”.
Most banks have already made the move to digital, but keeping up with today’s competition means becoming completely immersed in it. Anything less than 100% commitment is not enough. Your customers expect more than basic products and services, they expect holistic solutions to their financial needs. The truth is, if you’ve been tagging bits of digital onto the current offering — you’re already falling behind.
So where do you start?
Become a Digital-First Enterprise and move way beyond your comfort zone
Think digital
Change your business culture
In this comprehensive webinar, Jouk Pleiter and Tim Rutten, outline the tools and strategic approaches needed to become truly digital-first. Get serious about future proofing your bank, register today!
Digital transformation of the banking industry Frank Schwab
From traditional to digital banking
Significantly changing basic conditions
New customer expectations and journeys
New digital products: crowd, P2P & crypto
New game changing technologies, processes and concepts: Cloud, API, blockchain, AI, platform, eco-systems, 100% STP
New types of leadership
Addressing the mobile market with the MVNO modelDKAL
The document discusses the MVNO (Mobile Virtual Network Operator) model for addressing the mobile market. It provides an overview of SVP Advisors, a consulting firm with experience supporting both MVNOs and MNOs (Mobile Network Operators). It then discusses how the MVNO model can help new players, MNOs looking to target new segments, and fixed operators expand into mobile. International examples show hundreds of MVNOs globally, with the most prominent presence in Western Europe.
Telecommunication Business Process - eTOM FlowsRobert Bratulic
For related eTOM Flows blog: https://modelitics.wordpress.com/2015/07/06/etom-process-flows-not-just-hierarchies
For related eTOM Flows lecture: https://www.youtube.com/watch?v=r62ZjpnjJI0
* Analysis of all critical aspects (market, technical, economic and financial) ensuring the best possible alignment between business and technology strategies
* Integrated and iterative approach to carry out a sound and reliable business case
* Tailored for the specific needs of players in the 4G ecosystem (operators, vendors, analysts and consultants, investors, regulators)
* Compliant with WiMAX and LTE technical specifications
This document provides an overview of the retail industry and enterprise architecture review. It discusses the business overview of retail, trends and challenges in the industry, the current state architecture, and future state architecture. It also covers topics like supply chain management, merchandizing, point of sale systems, payments, digital signage, and solutions from major vendors like Oracle, SAP, and Cap Gemini.
The document discusses setting up a Project Management Office (PMO) as a service to improve project success rates and organizational strategy execution. The PMO would execute the organization's strategy by composing a project roadmap, calculating returns on investment, and assigning resources and tools to projects. It would also take on a "watch dog" role to improve planning, reporting, risk management, and alignment of projects, programs and portfolios. Key metrics discussed for the PMO to monitor include time, cost, scope, quality and resource data. Charts are provided as examples to track schedule performance, cost performance, and milestone budgets versus actuals.
Replication and interconnection of digital postal servicespauldon
The document discusses replication and interconnection of digital postal services. It summarizes key initiatives by the Universal Postal Union including identifying best practices, enabling members to implement proven e-services, and enabling international connection of domestic electronic postal services. The UPU is working on standards, e-learning, e-commerce, digital identity, and a global monitoring system to track delivery performance across countries using RFID technology.
The document discusses postal and logistics operations in a connected world. It outlines how operations have changed dramatically over the past 400 years, from horse-drawn mail coaches to automated sorting and digitization. The document focuses on three key areas: dealing with change, connected fleet operations, and strategy for the Internet of Things (IoT). Connected fleet could include features like eco-driving, security, route planning and predictive maintenance. The document recommends prioritizing a few specific areas, like connected fleet, to build experience, and taking a holistic view of data and ecosystems for an IoT strategy.
Delivering Real-Time Business Value for Postal ServicesSAP Technology
The document discusses how SAP Business Suite powered by SAP HANA can provide real-time business value for postal services. It describes challenges postal services face with declining mail volumes and increasing need for efficiency. SAP HANA allows for real-time analytics, simulations, and a 360-degree view of customers. It enables postal services to extend into new business lines, drive growth through flexible analytics, and respond quickly to market changes.
E Communication and the Internet - Threat Or Possibility for postal servicespauldon
This document discusses the impact of e-communications and the internet on the postal sector. It notes that mail volumes have declined in 2009 compared to 2008, while parcel volumes have remained steady or grown slightly. It introduces concepts like hybrid mail, e-commerce, and value-added services to leverage opportunities from electronic communications while still delivering physical items. The document advocates for innovation and differentiating the postal industry on the internet through initiatives like .POST to be where customers increasingly interact online.
Postal and logistics operations in a connected world jan 2017Helen Holst
This document discusses postal and logistics operations in a connected world. It outlines how PostNord is changing to adapt to new technologies and customer needs. Section 1 explains the need to change due to factors like operational efficiency and customer value. Section 2 discusses getting started by piloting projects in areas like IoT, mobile workplace, and connected fleet. Section 3 talks about accelerating change by connecting everything through a cloud platform to share data and communicate with customers, partners, assets and people. The overall message is that change is inevitable, we must start piloting new ideas, and accelerate change through connectivity.
The document discusses processing mail, including handling email, traditional incoming and outgoing mail, and using office equipment. It provides tips for handling email such as checking messages frequently and responding immediately. When handling traditional mail, it's important to sort, open, read and annotate mail properly and present it to the manager. Various office equipment is discussed like postage meters, scales, fax machines, scanners and photocopiers. International mail requires being aware of other countries' holidays.
TEDx Manchester: AI & The Future of WorkVolker Hirsch
TEDx Manchester talk on artificial intelligence (AI) and how the ascent of AI and robotics impacts our future work environments.
The video of the talk is now also available here: https://youtu.be/dRw4d2Si8LA
This document provides an overview of e-readiness self-assessment and manuals for improving countries' e-readiness. It discusses conducting self-assessments to determine a country's level of e-readiness as basic, developing, or advanced. Factors to evaluate include e-leadership, infrastructure, IT, policies, and regulations. The document outlines strategies, prerequisites, and funding systems for each e-readiness level and establishing an ICT program within NAM countries.
This document provides guidelines to improve e-readiness at different levels:
1. It outlines the unique characteristics of ICT and presents prerequisites, challenges, and focus areas for building e-readiness.
2. It describes three levels of e-readiness - basic, developing, and advanced - and strategies for each level, including developing initial infrastructure, increasing ICT penetration, promoting usage, and exploring innovation.
3. For the basic level, it emphasizes introducing ICT to society, demonstrating government support, developing education and awareness, and establishing basic connectivity and resources.
Mobile payments will only be able to disrupt if user is king. Tieto Corporation
At his presentation at Bankdagen 2012, Mr Johan Lofmark from Tieto shared his thoughts around how critical it is for actors in the payment industry to focus on the users when designing new disruptive mobile payment services.
The document discusses information sharing and cyber defense, focusing on the role of the Computer Emergency Response Team (CERT) organization. It notes that effective cyber defense requires cooperation between the national CERT, government agencies, industry peers, standards bodies, universities and technology companies to share cyber threat intelligence and best practices. The CERT aims to monitor networks, respond to incidents, conduct forensic analysis and research, while operating under the regulatory framework of the National Cyber Bureau and privacy laws.
The document summarizes several large-scale ICT projects undertaken by the Greek public sector to modernize services and operations. It describes projects to create a government CRM system, consolidate services onto an e-government portal, implement an electronic tax filing system, create a shared human resources management system, build data centers and a national government network, and expand broadband access to rural areas. The projects aim to improve public services, increase efficiency, promote transparency and data sharing, and reduce costs through technologies like cloud computing and shared infrastructure.
The document discusses the concept of an "eCity", which is described as a future-oriented, green, and intelligent city. It outlines the vision and architecture of an eCity, which includes elements like safe city, e-education, e-government, green industry, and happy life. The eCity architecture uses new technologies like cloud computing and 5G networks to enable applications, information gathering and transmission throughout the city.
Smart Cities - Learning from Intel Cities - The Community of Practice as a vi...Smart Cities Project
This report is the second on the IntelCities Community of Practice (CoP) and outlines the integrated - innovation seeking and knowledge creating - model of eGov services developed under the shared enterprise of the organisation’s capacity-building activities, co-design actions, monitoring and evaluation exercises. This offers a synopsis of the information technology (IT) adopted by the IntelCities CoP to develop the organisation’s e-learning platform, Knowledge Management System and digital library as a set of semantically-interoperable eGov services supporting the crime, safety and security initiatives of socially-inclusive and participatory urban regeneration programmes.
The document discusses how B2B e-business and supply chain management can be improved through increased interoperability and use of standards like NemHandel and OIOUBL. It proposes reference models for a plug-and-play B2B supply chain where suppliers, producers, distributors, retailers, and customers can seamlessly exchange information. The models aim to allow boundaryless information flow across organizations. The document also discusses how e-business CRM and SCM systems can be integrated to provide a 360-degree view of customers and transactions through the use of technologies like web services and XML.
This document discusses the role of European Technology Platforms (ETPs) in shaping the future of the Internet. It notes that ETPs like NESSI focus on software and services, NEM focuses on content, and others focus on communications, satellites, and more. The document states that ETPs will play a key role in the future Internet by delivering end-to-end experiences to users, providing underlying technologies and research results, and ensuring coherence and sustainability of research projects. ETPs are described as important communities and convergence points that can contribute to both Internet research and the adoption of new technologies.
Bull Open Source Feedback OW2con11, Nov 24-25, ParisOW2
This document discusses trends in computing including the explosion of data and devices, the transition to cloud computing and software as a service, and the increasing computerization of business processes. It notes challenges around security and sovereignty. Bull positions itself as the European leader in mission critical digital systems focusing on high performance, security, customization. It discusses Bull's role across the value chain from infrastructure to applications and its goal to support the shift to cloud while ensuring trust.
Michael Buschmann - Head of Search & Online Marketing, Products & Innovation ...KGS Global
1) The document discusses the 360° Online Marketing Framework presented by Michael Buschmann of Deutsche Telekom AG. It outlines the importance of integrating traffic, conversion, and retention efforts and treating them as an interconnected process.
2) It emphasizes that online marketing success depends on having the right expertise, tools, processes, and organizational structures in place. This includes ensuring IT platforms are flexible and supportive of online marketing goals.
3) Buschmann argues that online marketing must be involved from the early conception phase of products and services to ensure key considerations like SEO, demand analysis, and platform selection are addressed from the start.
1) The document discusses the development of electronic commerce (e-commerce) in Serbia and its importance for economic growth.
2) It identifies barriers to e-commerce such as uncertainty around laws, suspicions about payment systems, and high delivery prices.
3) The authors propose establishing a single regulatory body to oversee all aspects of e-commerce, from ordering and payment to delivery, to build trust and stimulate dynamic development.
4) Leveraging the postal service's widespread network could help address gaps in commercial and delivery infrastructure, benefiting both businesses and consumers.
The document discusses how government IT procurement has traditionally resulted in bespoke, complex, and costly systems. It argues that emerging digital technologies allow a new approach where systems and services are disaggregated and reaggregated in a modular, standardized way around user needs. This could transform public services by moving away from input-focused bureaucracies towards outcomes-based models leveraging open platforms and a utility marketplace of interchangeable components. However, significant skills, processes, and mindset changes would be required within government to take advantage of this new approach.
The document discusses the challenges utilities face in managing the vast amounts of data generated by smart meters. It covers three main points:
1) Smart meters will generate huge volumes of interval data that utilities are not prepared to manage, process, or store. Each meter could generate over 8,000 data points per year.
2) Utilities face major IT challenges in collecting, transporting, processing, storing, and accessing this meter data in a timely manner. They must also address data security issues and integrate new and old systems.
3) New technologies like IBM Informix's TimeSeries feature can help utilities more efficiently manage smart meter data by reducing storage needs by 50% and improving query performance up to 60 times
This document discusses greening the IT mindset at an organization focused on reducing greenhouse gases. It outlines the organization's goals and services related to policy, energy efficiency, technology development, and environmental communications. Regarding IT specifically, it discusses: 1) consolidating servers and desktops to reduce power and cooling needs; 2) moving processes like rebate clearinghouse and collaboration online to reduce materials; and 3) promoting new services and a green social networking model to staff and partners. The document argues that green IT reduces costs and risks from energy prices while improving reputation, and is part of addressing the very real issue of climate change.
Machine-to-Machine Services - E2E Architecture and A View to the Trillion End...Mahbubul Alam
This document discusses machine-to-machine (M2M) communication and provides forecasts for the growth of connected devices. It predicts there will be over 20 billion devices connected to the internet by 2020, with more M2M devices shipped each year than PCs, phones, tablets and other devices combined. The document also presents end-to-end M2M architectures including connectivity through mobile and cloud networks to M2M gateways and devices.
This document provides an overview and agenda for a presentation on the Russian broadband market. It includes sections on global broadband trends, the Russian ICT market situation, fixed and wireless networks in Russia, and the top 10 things to do in the Russian broadband sector. Slides cover topics like broadband forecasts, infrastructure, bandwidth, satellite services, and market projections. The presentation aims to analyze opportunities in the growing Russian broadband industry.
The document summarizes Moldova's e-Government transformation agenda to modernize public services and make them accessible online by 2020. Key goals include having electronic counterparts for all public services and 50% adoption of e-services. It outlines sector-specific e-services, shared e-services, and back-office projects covering areas like e-licensing, e-health insurance, and registry digitization. The initiatives aim to offer identification, authentication and payment options for online services through digital certificates, mobile authentication, and an e-payment gateway. Public services will be hosted on a shared cloud platform called M-Cloud to improve sustainability, security and reduce infrastructure costs. Open government initiatives include releasing open public data and improving transparency of expenditures
Sip vo ip-ims-convergence-d2-10 at kishoreAT Kishore
This document discusses emerging trends toward convergence in communications markets and focuses on how SIP profiles can benefit from convergence. It recommends the following action plan for service providers to successfully adopt a convergence model: (1) Start working now with Alcatel-Lucent on defining SIP profiles and services to support convergence; (2) Begin product development and trials of convergence services now to be ready for commercial launch in 2008; (3) Leverage existing prototype applications and services to trial convergence concepts with major operators. The goal is to get started immediately to be prepared for long-term success in converged markets.
This document discusses the socio-economic effects of fibre-based broadband and provides calculations for Sweden and Denmark. It finds that deploying fibre-to-the-home (FTTH) networks can lead to increased employment, higher tax revenues, and economic activity due to new and improved internet services. Regression analysis of Swedish municipalities found that a 10% increase in FTTH penetration from 2007 to 2010 was associated with a 0.1% increase in employment during that period, representing additional annual tax revenues of 600 million euros. A Danish study also estimated that fibre investments could provide over 16 billion kroner in socioeconomic benefits such as jobs and competitiveness.
Similar to Enabling the digital economy: Postal services 2020 (20)
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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