A Digital Enterprise is one that leverages customer, contextual and enterprise data and use new-age technologies to drive exponential business impact. To facilitate digital transformation, enterprises are increasingly setting up Digital Labs/Hubs in geographies with rich product capabilities, such as the Bay Area (US) and Bangalore (India).
Zinnov examines the growing trend of enterprises setting up digital labs to drive the next leg of their digital journey. Geographies with rich product development capabilities and a talent pool with key skills are emerging as hot spots for the establishment of innovative digital labs
We at Zinnov strive to be thought leaders in the Global Technology Landscape. The way of doing business has been constantly changing and evolving through the periods of history, the current period marks a paradigm shift in business practices and processes.
In a globalized 21st century the challenges presented to an enterprise and enterprise software technology firms today are extremely testing. We are entering an era of new realities of complex cloud platforms. It is becoming critical to decide core from context and decide on the right approach to build cloud platforms.
We at Zinnov, have been closely following the technology space and have invested multiple years to track this shift in business practices and processes.
To explore and understand more on this ever evolving “ Building next generation cloud platforms-deciding core vs. context” , we at Zinnov are hosting a webinar covering the following themes
· Cloud and Mobile first Product Development Lifecycle
· Deciding core vs. context in development of cloud platforms.
· Deciding on outsourcing of end of life products.
· Deciding on outsourcing of on premise solutions.
· Building of newer cloud products- UX/UI Suite of offerings/ Automated Testing Services/ Dev Ops/ API Development and management
· New Age Engineering Cycle and Skills need to deliver on the same.
· Available technology tools to deciding core vs. context
· Newer engagement models with service providers
· In sourcing and role of Global In House Centers in Building Cloud Platforms.
The advent of modern technologies like IoT, mobility and analytics has fundamentally changed the way enterprises work
Zinnov explores some unique examples that capture this paradigm shift.
Zinnov examines the growing trend of enterprises setting up digital labs to drive the next leg of their digital journey. Geographies with rich product development capabilities and a talent pool with key skills are emerging as hot spots for the establishment of innovative digital labs
We at Zinnov strive to be thought leaders in the Global Technology Landscape. The way of doing business has been constantly changing and evolving through the periods of history, the current period marks a paradigm shift in business practices and processes.
In a globalized 21st century the challenges presented to an enterprise and enterprise software technology firms today are extremely testing. We are entering an era of new realities of complex cloud platforms. It is becoming critical to decide core from context and decide on the right approach to build cloud platforms.
We at Zinnov, have been closely following the technology space and have invested multiple years to track this shift in business practices and processes.
To explore and understand more on this ever evolving “ Building next generation cloud platforms-deciding core vs. context” , we at Zinnov are hosting a webinar covering the following themes
· Cloud and Mobile first Product Development Lifecycle
· Deciding core vs. context in development of cloud platforms.
· Deciding on outsourcing of end of life products.
· Deciding on outsourcing of on premise solutions.
· Building of newer cloud products- UX/UI Suite of offerings/ Automated Testing Services/ Dev Ops/ API Development and management
· New Age Engineering Cycle and Skills need to deliver on the same.
· Available technology tools to deciding core vs. context
· Newer engagement models with service providers
· In sourcing and role of Global In House Centers in Building Cloud Platforms.
The advent of modern technologies like IoT, mobility and analytics has fundamentally changed the way enterprises work
Zinnov explores some unique examples that capture this paradigm shift.
David vs Goliath: What it takes to build an organziation in the midst of gian...Zinnov
Z-Talks is a platform dedicated to inspiring and unconventional ideas that have germinated despite the constraints of the ecosystem. Leaders share their ideas, personal journeys and how they have made difference in their spheres of work and life.
Unlocking the Power of Data: Data Driven Product Engineering, Evren Eryurek, ...Zinnov
We live in a data-rich world - almost everything we do is being captured and stored somewhere. There are algorithms crunching the data every millisecond and conveying unknown and untapped information. At an enterprise level, data analytics provides us a 360-degree view of our customers, products and the business landscape to make effective, smart decisions. This presentation delves into how the traditional business philosophy of ‘proximity to customer’ will lose its significance and how data will drive product decisions.
Are the Indian Supply Chain Start-ups ready? Can they deliver global service levels at Indian cost? What are the boardroom priorities and expectations? How do Indian Start-ups view the challenges and opportunities? Curious to know on 5x Moonshot program and upcoming CII-DNB Start-up performance index? Check out here on how CII can support the Start-ups. Based on CII’s primary research with inputs from 50 C-Suite professionals and 50 Indian Start-ups.
Agile, Digital, Global: Building Technology Organizations of Tomorrow, Pari N...Zinnov
Legacy organizations are being disrupted and are struggling to keep pace with the hyper-volatile business landscape. The competitive landscape for organisations has become more dynamic. Hyper Agile Competitors, Movement of the markets toward the east and ‘Digital becoming the New Normal’ are realities all companies are faced with.
This keynote by Pari Natarajan , CEO of Zinnov provides insights on the convergence of 3 different pillars and to draw a picture on how this digital age will be critical to build technology organizations of tomorrow.
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
Changing market dynamics are propelling Asia-Pacific businesses to take a highly disciplined and focused approach to ensuring that their AI initiatives rapidly scale and quickly generate heightened business impact.
Learning & Development: A Prescriptive Vision for Accelerating Business SuccessCognizant
Corporate learning is increasingly critical to business, but traditional approaches are inefficient, overly rigid, fragmented and unconnected from employees' daily work - and thus ripe for transformation - as recent research reveals.
Right Cloud Mindset: Survey Results Hospitality | Accentureaccenture
Looking two years ahead: Functional objectives along with technology related challenges and top five areas of investment for hospitality companies. Learn more: https://accntu.re/3uB9LL1
IoT: Powering the Future of Business and Improving Everyday LifeCognizant
New survey shows IoT at scale is a critical path, but many companies struggle to realize value. See how 10 companies are overcoming these challenges and succeeding in the new normal.
Digital Transformation to enhance productivity and improve profitabilityHuiGuanGan
Total digital transformation to Industrial 4.0 and company wide cultural Transformation to become the most preferred low cost technological manufacturing site with an edge over the competition.
Learning Journeys from Singapore to the WorldNUS-ISS
The Covid-19 pandemic has brought about unprecedented changes in the global economies. It has also defined a new normal as to how we learn, develop talent to equip ourselves with the skills and competencies for Digital Economy and be better prepared for potential disruptions in the future. We believe an outcome-based learning approach is the fastest way to achieve this objective.
In this session, we will share our readiness to deliver learning journeys via digital platforms beyond Singapore.
In addition, we will also share our outcome-based learning journeys and applied research initiatives for public sector focus areas of digital government transformation, public service innovation, citizen engagement and smart nation.
Digital Business Models I Best Practices I NuggetHubRichardNowack
What new business models are made possible by digitization? Digital business models are based on connected service and digital platforms. In this business best practice slide deck you learn how to develop, prototype and implement digital business models based on platforms and connected services.
We provide you with the following best practices:
- Introduction
- Digital Platforms, Strategies and Services
- Operating Models
- MVPs and Prototyping
- Platform Design
The Indian software product industry has shown rapid growth in last decade driven by rising maturity in ecosystem and grater user acceptance. Growing importance of analytics is due to huge amount of data that is present. Rolta helps manage these analytics.
In a day and age of rapid technological innovation, the public has come to demand an incredibly high level of technical sophistication from all aspects of their lives. Where the commercial sector has accelerated to meet this demand, the public sector has historically been resistant to change. The Government Technology (“GovTech”) sector arose in response to public demand for more efficient, affordable, and secure government processes from a segment plagued by antiquated systems and outdated procedures. Only recently have government entities begun leveraging innovative and agile solutions to meet increasing operational demands and produce more citizen value while remaining adherent to stringent budgets. This digital transformation has been catalyzed by federal programs and regulations, which are accelerating tech adoption by increasing capital investment and streamlining procurement processes. To capitalize on this trend, Catalyst is exploring GovTech businesses seeking to exploit the recent digital transformation of the public sector across North America and seize market share in a fragmented market.
Building Technology Organizations of TomorrowZinnov
Legacy organizations are being disrupted and are failing to keep pace with the hyper-volatile business landscape. Top performers of the past have failed to maintain their growth trajectory.Every industry is facing digital disruption and organisations are in a race to be the digital leaders. Zinnov Management Consulting recommends leveraging 5 Key verticals to transform into organizations of tomorrow.
David vs Goliath: What it takes to build an organziation in the midst of gian...Zinnov
Z-Talks is a platform dedicated to inspiring and unconventional ideas that have germinated despite the constraints of the ecosystem. Leaders share their ideas, personal journeys and how they have made difference in their spheres of work and life.
Unlocking the Power of Data: Data Driven Product Engineering, Evren Eryurek, ...Zinnov
We live in a data-rich world - almost everything we do is being captured and stored somewhere. There are algorithms crunching the data every millisecond and conveying unknown and untapped information. At an enterprise level, data analytics provides us a 360-degree view of our customers, products and the business landscape to make effective, smart decisions. This presentation delves into how the traditional business philosophy of ‘proximity to customer’ will lose its significance and how data will drive product decisions.
Are the Indian Supply Chain Start-ups ready? Can they deliver global service levels at Indian cost? What are the boardroom priorities and expectations? How do Indian Start-ups view the challenges and opportunities? Curious to know on 5x Moonshot program and upcoming CII-DNB Start-up performance index? Check out here on how CII can support the Start-ups. Based on CII’s primary research with inputs from 50 C-Suite professionals and 50 Indian Start-ups.
Agile, Digital, Global: Building Technology Organizations of Tomorrow, Pari N...Zinnov
Legacy organizations are being disrupted and are struggling to keep pace with the hyper-volatile business landscape. The competitive landscape for organisations has become more dynamic. Hyper Agile Competitors, Movement of the markets toward the east and ‘Digital becoming the New Normal’ are realities all companies are faced with.
This keynote by Pari Natarajan , CEO of Zinnov provides insights on the convergence of 3 different pillars and to draw a picture on how this digital age will be critical to build technology organizations of tomorrow.
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
Changing market dynamics are propelling Asia-Pacific businesses to take a highly disciplined and focused approach to ensuring that their AI initiatives rapidly scale and quickly generate heightened business impact.
Learning & Development: A Prescriptive Vision for Accelerating Business SuccessCognizant
Corporate learning is increasingly critical to business, but traditional approaches are inefficient, overly rigid, fragmented and unconnected from employees' daily work - and thus ripe for transformation - as recent research reveals.
Right Cloud Mindset: Survey Results Hospitality | Accentureaccenture
Looking two years ahead: Functional objectives along with technology related challenges and top five areas of investment for hospitality companies. Learn more: https://accntu.re/3uB9LL1
IoT: Powering the Future of Business and Improving Everyday LifeCognizant
New survey shows IoT at scale is a critical path, but many companies struggle to realize value. See how 10 companies are overcoming these challenges and succeeding in the new normal.
Digital Transformation to enhance productivity and improve profitabilityHuiGuanGan
Total digital transformation to Industrial 4.0 and company wide cultural Transformation to become the most preferred low cost technological manufacturing site with an edge over the competition.
Learning Journeys from Singapore to the WorldNUS-ISS
The Covid-19 pandemic has brought about unprecedented changes in the global economies. It has also defined a new normal as to how we learn, develop talent to equip ourselves with the skills and competencies for Digital Economy and be better prepared for potential disruptions in the future. We believe an outcome-based learning approach is the fastest way to achieve this objective.
In this session, we will share our readiness to deliver learning journeys via digital platforms beyond Singapore.
In addition, we will also share our outcome-based learning journeys and applied research initiatives for public sector focus areas of digital government transformation, public service innovation, citizen engagement and smart nation.
Digital Business Models I Best Practices I NuggetHubRichardNowack
What new business models are made possible by digitization? Digital business models are based on connected service and digital platforms. In this business best practice slide deck you learn how to develop, prototype and implement digital business models based on platforms and connected services.
We provide you with the following best practices:
- Introduction
- Digital Platforms, Strategies and Services
- Operating Models
- MVPs and Prototyping
- Platform Design
The Indian software product industry has shown rapid growth in last decade driven by rising maturity in ecosystem and grater user acceptance. Growing importance of analytics is due to huge amount of data that is present. Rolta helps manage these analytics.
In a day and age of rapid technological innovation, the public has come to demand an incredibly high level of technical sophistication from all aspects of their lives. Where the commercial sector has accelerated to meet this demand, the public sector has historically been resistant to change. The Government Technology (“GovTech”) sector arose in response to public demand for more efficient, affordable, and secure government processes from a segment plagued by antiquated systems and outdated procedures. Only recently have government entities begun leveraging innovative and agile solutions to meet increasing operational demands and produce more citizen value while remaining adherent to stringent budgets. This digital transformation has been catalyzed by federal programs and regulations, which are accelerating tech adoption by increasing capital investment and streamlining procurement processes. To capitalize on this trend, Catalyst is exploring GovTech businesses seeking to exploit the recent digital transformation of the public sector across North America and seize market share in a fragmented market.
Building Technology Organizations of TomorrowZinnov
Legacy organizations are being disrupted and are failing to keep pace with the hyper-volatile business landscape. Top performers of the past have failed to maintain their growth trajectory.Every industry is facing digital disruption and organisations are in a race to be the digital leaders. Zinnov Management Consulting recommends leveraging 5 Key verticals to transform into organizations of tomorrow.
Dominique Cerutti : Leading the disruptions | Zinnov Confluence '16 MunichZinnov
Keynote delivered by Dominique Cerutti, CEO Altran
While the emergence of AI announces a new wave of breakthrough technologies and innovations which will shake up industries organizations and operations, Dominique Cerutti will explore in his speech the different strategic orientations that industry leaders must envisage to manage innovation in their organizations. How to drive and organize a variety of ER&D activities and focus on value adding areas? Which type of partners and engagement policies shall be set up to leverage on the new opportunities revealed by the disruptions ahead?
Simon Best : Change, disruption and opportunity | Zinnov Confluence '16 MunichZinnov
Keynote delivered by Simon Best, Head of New Business, CIS, Airbus Defence & Space
Technology evolution is relentless yet increasingly incremental – often leading to shorter windows of business opportunity per investment. Companies therefore need to be ever more agile to continuously evolve their core products, explore new areas and know when and where to shift to capture new opportunities. Many companies have a wealth of capabilities and through a mix of knowing their strengths, promoting agility and business adventure, they can find new competitive edges.
Software Modernization for the Digital EconomyZinnov
Software landscape is changing dynamically with the emergence of new age companies. ISVs need to adapt to the changing software landscape. Constant customer and market feedback is leading to rapidly changing product requirements.
Zinnov Zones (previously GSPR) is an annual rating from Zinnov for Global Technology Service Providers in the areas of Product Engineering Services, Internet of Things, Media & Entertainment, Retail and Digital Services.
New Aircraft - Trends & Technologies to Improve MROMichael Denis
Presentation given at the Airline MRO Network - North America conference in Seattle. This presentation by Michael Wm. Denis of Flatirons Solutions, covered new generation aircraft and the trends and technologies coming to market that improve maintenance, repair and overhaul (also known as Service Lifecycle Management (SLM)).
Additional presentations were given by Airbus, Boeing, GE Aviation, MTU, Lockheed Martin, Honeywell, Lufthansa Technik, FAA, ARSA, Pratt & Whitney, UTC, and AJW.
Steffen Schaefer : How Digitalization is enabling new Mobility ecosystems | Z...Zinnov
Keynote delivered by Steffen Schaefer, Head of Innovation for Mobility Management, Senior Principal at Siemens AG
Urban roads are clogged; Public Transport is at its limit in many places. But demand for urban mobility is only growing. It is predicted to triple by 2050. New mobility services like car sharing, bike sharing, ride sharing are widely emerging. Demand Responsive Transport and self-driving taxi services are becoming a significant new mode in urban transport. They are all largely possible due to new (digital) technologies. Digitalization is highly disruptive to the Mobility ecosystem. The value however of Mobile Internet, Internet of Things, and Cloud Computing is very clear. Aggressive and well funded new players who understand these technologies are entering the market. Traditional main line and public transport operators, Automotive OEMs, taxi companies, and road authorities must act, otherwise they will be left behind. And transport legislation must be adapted to create a suitable framework for a new ecosystem. The large number of mobility services from various providers brings a host of options to the traveler, but also certain complexity. What apps do I need for which region? Packaging and simplification of mobility services is essential. Mobility as a Service (MaaS) will help to do so, in a model that is very similar to Telco industries. A scalable, digital mobility platform will form the backbone of all mobility infrastructure and services.
Dr David Soldani : Leading the disruptions | Zinnov Confluence '16 MunichZinnov
Keynote delivered by David Soldani, Global Head 5G Technology, Nokia
Introduction of the most important use cases, within the three agreed usage scenarios, and spotlights on different regions. Why Nokia is the right choice for carriers and enterprises, and disclose the fundamental enabling technologies towards a new digital revolution. The talk concludes with an overview of global 5G plans and milestones, with special focus on the 3GPP standardization framework.
DevOps provides competitive advantage to businesses through faster time to market by breaking down silos between business, development, testing and operations. They combine the Development and Operations teams leveraging automation of processes to enable rapid release cycles.
Zinnov Zones rating for Digital in Retail. The report provides a snapshot of a digitally enabled modern retail enterprise and how digital technologies such as big data, analytics, robotics, machine learning, virtual reality etc. are transforming operations as well as impacting customers’ experience. Zinnov estimates a total digital spending of ~ $70B by retailers globally in 2016; with the market expected to reach $150B by 2020, growing at over 20% per annum.
Was ist eine agile Organisation? Wie funktioniert Führung in einer agilen Organisation? Wie muss die Arbeit organisiert werden? Wie gestaltet sich die Zusammenarbeit? Antworten gibt es in dieser Präsentation.
Contribution of Top 5 Engg R&D spenders in each verticalZinnov
The infographic depicts how strongly consolidated each Industry is with regards to their Engineering R&D Spending. For further details, schedule a meeting with Practice Head of Engineering at http://zinnov.com/engineering/
Hypothesengetriebene agile Transitionen mit Sociocracy 3.0 (OOP-2017)Bernhard Bockelbrink
Die Transition einer kompletten Organisation wirft viele Fragen auf: Was ist agile Buchhaltung, agile HR, oder agiles Management? Gibt es eine Blaupause für agile Organisationen, oder muss man das alles irgendwie selbst heraus finden? Und wie begegnet man dem existenziellen Risiko, das jede große Veränderung birgt?
Der Vortrag zeigt, wie man diese komplexen Fragen mit hypothesengetriebenen Methoden und Ideen aus Sociocracy 3.0 agil und iterativ angehen kann, um den Weg zu einer lernenden Organisation zu finden, und was man dabei beachten sollte.
What's the relationship between digital disruption and digital transformation? How can organisations manage their digital transformations better and achieve their business transformations faster? What role does digital culture play and how do you develop a digital culture?
New Zealand businesses and government agencies are all facing the effects of digital technology and responding to the changing nature of market expectations.
In this presentation, delivered at Solnet's CXO Digital Transformation seminars, Phil Coop, (Digital Transformation Director, Solnet) discusses the roles of focus, innovation, team structure, culture, data, and UX as ingredients to a successful digital transformation.
THE POWER OF DIGITAL TECHNOLOGIES AND POSITIVE TRANSFORMATION ON BUSINESSES.pdfPaul Mbua
The training focused on The Power of Digital Technologies and the positive transformation they can have on their businesses.
Objectives Included:
•Clear Understanding of digital transformation
• Assessing your level of digital transformation
• Things to Consider in your digital transformation journey
• Digital transformation framework and strategy
• Effective use of tools and their Application
This ppt is based on how DBS Bank has achieved digitization, vision, mission, profit, growth, market strategy, history, details, limitations, achievements, awards, CEO, products, applications they created, charts. This case study will give brief about how they become digitally strong and powerful in Asian market
Digital Readiness - Get your business ready for digital changeReading Room
Whether you are changing your business model, digital communications road map, or refreshing your website – this presentation will talk you through some practical insights and actions you can take to get your business ready for change.
The presentation looks at organisational culture, agile thinking, resourcing, and workflows critical for success.
It provides often hidden insights gathered from our team, clients and the digital industry on ways to improve strategy and tactical execution of critical digital transformation.
Please feel free to get in touch, if you have any question regarding this presentation or want to find out more about how you can get your business ready for digital change.
For Companies who want to build agile networks, the Digital Team Platform delivers Digital Leadership Capabilities which enables dynamic value creation trough the collective intelligence of cross-boundary interactions and cooperation.
Thoughts on best practices to guide digital transformation. Covers 5 areas:- leadership, organisation and culture, the customer experience, the digital platform and execution.
Building a Data Streaming Center of Excellence With Steve Gonzalez and Derek ...HostedbyConfluent
Building a Data Streaming Center of Excellence With Steve Gonzalez and Derek Kane | Current 2022
How do you accelerate success with data streaming at your organization? After developing an interest and recognizing the potential value in using Data Streaming technologies like Apache Kafka, organizations often struggle with implementing best practices at scale, and subsequently struggle in navigating the path to desired returns on investment (ROI).
This talk explores a solution to overcome common roadblocks and delays to realizing value at your organization - building a Data Streaming Center of Excellence (CoE). We will discuss the keys to success including workstreams and services required of a CoE, repeatable standards and guidance, supporting a community of practice, and more. You will see examples of use case templates, runbooks and documentation, team structures, and in general garner a better understanding of how you may implement a CoE given your unique culture, priorities, and streaming maturity level.
This will be an introductory-level talk that appeals to technical as well as non-technical personnel considering or building a central shared service offering for an organization. It is also ideal for managers or executives wondering how they might drive accelerated, large-scale adoption of data streaming across their enterprise in a governed, repeatable fashion.
Download the complete report here: https://bit.ly/3yj50Yh
The pandemic, the dramatic shifts in the geopolitical landscape, and the frequent crests and troughs in the global economy – these uncertainties have compelled companies today to not only de-risk their businesses by looking for global hotbeds of talent but also place their bets on emerging talent locations.
In our latest COE (Center of Excellence) Hotspots of the World 2021, we provide an in-depth analysis of 15 countries across APAC, North America, LATAM, and Eastern Europe, identifying top locations to build world-class COEs with scalable Software Engineering teams. We also provide a deep dive into uncharted talent hotspots such as Vietnam and Costa Rica. Here’s Amita Goyal, Partner, Zinnov sharing her insights on this report.
Chiratae-Zinnov Report 2022 - India SaaS - Punching Through the Global Peckin...Zinnov
Download the complete report here: https://bit.ly/3uUYapT
Indian SaaS is at an inflection point in its exponential journey – the incredible SaaS bull run shows no signs of slowing down. Hardly 4 months into 2022, India has already produced the same number of SaaS unicorns as it had in 2021. The Indian SaaS ecosystem has matured at an accelerated pace and is well to emerging as a global leader in the next few years.
Access the latest Chiratae Ventures-Zinnov report titled, ‘India SaaS – Punching Through the Global Pecking Order,’ to get a comprehensive view of the Indian SaaS landscape, the factors driving this phenomenal growth, and the playbook on what is needed for entrepreneurs and investors alike to maximize value in this trillion-dollar opportunity.
202X & Future Growth Possibilities - Navigate at speed of the new realityZinnov
The pandemic has unlocked a ‘bold’ new mindset in leaders across the globe. Having not just survived but thrived in what could be called one of the most disruptive two years in recent times, leaders are now more ready than ever to unlock new paradigms of talent, technology, and operating models for their businesses. However, in a post-pandemic world, when every company has tasted the power of digital – the growth wars are going to become even more intense.
To win these growth wars, leaders will have to reimagine and reboot their approach across various aspects of business such as organizational culture, talent strategy, community building, employee experience, value creation, capability building, communication, and much more.
Inclusion And Diversity Maturity Benchmark – Creating An Inclusive Workplace ...Zinnov
What is the value of Inclusion and Diversity (I&D) for the C-suite, employees, and job seekers? This question is not always easy to answer, as there are several factors to consider, such as our personal experience, ecosystem awareness, and management approach, to name a few. Interestingly, COVID-19 has broadened the scope of I&D, from just being women-, LGBTQ+ (Lesbian, Gay, Bisexual, Transgender, Queer)-, and PwD (Persons with Disability)-friendly, to being considerate of other minority groups, including individuals dealing with bereavement, caregivers to family members, sole bread earners, etc.
There are several visible gaps observed when developing an enterprise-level I&D plan, most of which lack contextual and personal dimensions. Mastering such issues can be a challenge but can also be incredibly rewarding. It is about taking that crucial first step.
This latest Zinnov’s marquee report on ‘Creating an Inclusive Workplace’ touches upon these aspects and more, by delving deep into the factors that help organizations create workplaces that are not just inclusive, but diverse and empathetic as well. The report aims to help accelerate a mindset shift at an organizational level by empowering leaders to make informed decisions with I&D at the core of long-term business strategy. Download the full report now, by visiting https://bit.ly/2SyJzzW or dropping us a note at info@zinnov.com
Top Enterprise Technology Trends that will Redefine 2021Zinnov
2020 certainly saw a huge wave of Digital Transformation engulf the entire world. With almost every industry kicking its digital journey into high-gear, here's how we think the Enterprise Technology space is going to look like in 2021.
This is a sneak-peek into the top trends that we are seeing unfold, however, to get a deeper insight into what will redefine the future, read our latest blog: https://zinnov.com/top-6-enterprise-technology-trends-that-will-shape-2021/?utm_source=Slideshare&utm_campaign=remarketing
Location Analysis - CoE Hotspots of the WorldZinnov
Download our comprehensive location analysis report on the top hotspots of the world to set up a Center of Excellence (CoE). The report provides an in-depth view of 13 countries where organizations can build their next CoE with scalable software engineering talent at affordable costs. To get access to full report, visit: https://bit.ly/35TQXIU
The Future of Internet Content Consumption in India | Zinnov Zinnov
This study is a comprehensive view of the future of Internet content consumption in India, focusing on key aspects like -
a) the current state of Indian mobile ecosystem
b) changing paradigm of content consumption
c) the disruption in content creation and curation
d) the role of ecosystem leverage and collaboration
To get more insights on the trends shaping the content consumption landscape in India, write to us at info@zinnov.com.
Digital SMBs - Key Pillar of India's Economy | ZinnovZinnov
This study is a comprehensive view of the Indian SMB landscape, focusing on key aspects like -
a) current technology adoption
b) transition from traditional SMB to 'Digital SMB'
c) the opportunity owing to SMB digitalization
d) ecosystem initiatives
d) the way forward
To get your hands on the full version of the report, drop us a note at info@zinnov.com.
A Zinnov-Indiaspora Report : Innovation has been a key driver for growth of the 3 nations – USA, India and Israel. In the report, we analyze the unique characteristics demonstrated by these leading economies with respect to innovation and the possible synergies that exist. With the 3 start-ups ecosystems being quite vibrant, their role in innovation and potential as a driving force for trilateral collaboration is immense. The market opportunities for innovation are also explored with collaboration being key to unlock these
Zinnov Zones for Product Engineering Services 2017Zinnov
Zinnov Zones is an annual rating for Global Technology Service Providers evaluating their prowess in PES, Digital Tech, IoT, M&T, Robotic Automation among others. More at www.zinnovzones.com
Large Enterprises : Transforming India's Digital FutureZinnov
Large Enterprises will contribute significantly to India's Digital Future. Transport and Hospitality leads among all verticals in terms of profit and revenue contribution.
To know more about where your organization stands and the steps it must take to be digital ready, write to us at info@zinnov.com
This infographic talks about what makes an organization attractive to potential employees and what kinds of expectations employees are having from new age organizations.
The infographic lists out the major use cases being developed by IoT Startups - including Enterprise, Consumer and Industrial IoT devices and technologies.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
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.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
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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
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
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"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
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Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
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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
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
3. A Digital Enterprise is one that leverages customer, contextual and enterprise data and use new-age technologies
to drive exponential business impact
3
Customer
Targeting &
Engagement
Supply Chain
Optimization
Workforce &
Partner
Enablement
Digital Products &
Services
Risk Management
Operational
Excellence
AREAS OF IMPACT FOR AN ENTERPRISE
CRM Data Partner Data Warehouse Data
Weather/
Seasonality
Data
Natural
Resources Data
Traffic
Data
Digital Platform
Digital Business Process / Operations
Loyalty Program
Data
Point-Of-Sale Social Media App Usage Data
On-board
Systems Data
Process-
Related Data
Corporate Updates
& Notifications
Contextual Data Customer Data Enterprise Data
Modern IT
Virtualization Hybrid Cloud Sensors Mobility Enterprise Security Analytics Platform Software Defined Network
4. Zinnov recommends the following four steps for all traditional enterprises that are undertaking the digital
transformation journey
• Learning industry best
practices
• Determining key enabling
technology
• Understanding internal and
external data sources
• Strategies, initiatives and
activities of digitally native
enterprises & start-ups
4
• Evaluating current state &
desired state of business
initiatives and prioritizing
them in terms of:
• Business Impact:
Benefits and Risk
• Ease of
Implementation:
People, Structure &
Technology
• Determining a step-by-step
map for creating a digital
enterprise:
• People
• Processes
• Infrastructure
• Ecosystem Connect
• Part by part
implementation of digital
solutions incrementally
and iteratively along with
the required IT
infrastructure for those
solutions
Knowledge
Build EDT knowledge
base and understand
possibilities
Digital Priority
Assess business & digital
priorities
Organizational Readiness
Establish a step-by-step
framework for digital
readiness
Implementation
Implement digital
solutions incrementally
and iteratively
1 2 3 4
5. To facilitate this digital transformation, enterprises are increasingly setting up Digital Labs/Hubs in geographies with rich
product capabilities, such as the Bay Area (US) and Bangalore (India)
5
US (Bay Area, NY, Seattle) Bangalore
Large number of product companies, a developed and mature ecosystem,
abundance of fresh as well as installed talent pool, and a widespread
start-up culture has resulted in several traditional enterprises setting up
their digital labs in the Bay Area
Increased globalization of tech enterprises, a booming start-up landscape,
proliferation of new-age technologies, availability of digital skillsets (due to
the presence of product companies as well as institutes such as the IISc.) are
the collective force behind centers setting up digital hubs in Bangalore
13 acquisitions
300+% CAGR
in Headcount
USD 80 MN
Annual
Investment*
Launched in Feb, 2015
to create analytics-
driven personalized
shopping solutions
and omni-channel
experience
Note: Estimated annual investment
6. Reasons for setting up digital labs include developing digital capabilities to serve millennial customers better,
fostering and implementing new ideas, and building and disseminating digital culture throughout the organization
6
• Started in the Bay Area with the USD 300 MN acquisition of Kosmix; acquired more new-age start-
ups such as OneRiot, Grabble, Set Direction, Social Calendar, Adchemy, Stylr, etc.
• Predominant focus is on Omnichannel retailing and expansion of web services
• Walmart also caters to its global e-commerce platform from its Bangalore center
• Set up lab in the Bay Area by partnering with Sapient Nitro in 2013
• Focus areas include Mobility, Digital Shopping Services, Online Search and social media development
• Employees range across the spectrum of designers, data scientists and marketing experts (Cartwheel
is one of their marquee products)
• Focus on collaboration with start-ups and VC firms
• Investing USD 100 MN to set eight new labs worldwide, including those in Bangalore and NY for
enabling clients work
• Focus areas include design, mobile and digital marketing
• "Our researchers are developing capabilities to harness the value of data to help clients create
personalized experiences, while designers are working with clients to develop the design that makes
a difference in business outcomes“ - Bridget van Kralingen, VP, Global Business Services
7. In accordance with this market trend and its 4-step EDT roadmap, Zinnov recommends setting up an Enterprise Digital Lab
within the traditional enterprise to provide the catalysis necessary for effective digital transformation
7
Characteristics
an Enterprise Digital Lab turns
digital transformation initiatives into a
program that can be repeated within the
organization. It provides the necessary
people, processes, technology and
infrastructure for digital initiatives packed
into a short time frame.
It liaisons with different BUs and functions
of the organization to understand their
digital requirements and initiatives
Sales &
Marketing
IT
Enterprise
Digital Lab
CMO
Supply
Chain
BU 1
CIO CDO
Supply Chain
Head
CXO /
BU Head
CEO
Customer
Targeting &
Engagement
Workforce &
Partner
Enablement
Operational
Excellence
Supply Chain
Optimization
Risk
Management
Digital
Products &
Services
BU 2
CXO /
BU Head
Enterprise Digital Lab: Structure
Why is this structure recommended?
• Digital Team is cross-functional and effective in breaking siloes
• Results in standardized digital initiatives across all Business Units and consistent
brand messaging
• More responsive to changes in market as it is a separate entity in the organization
• Direct and clear view of the organization’s goals and objectives as the CDO directly
reports to the CEO
• Rapid dissemination of digital best practices across the organization
• Separate digital budget allocated
Note: Digital Horizontals such as Workforce & Partner Enablement, Operational Excellence and Risk Management have a one-to-many relation with different functions and BUs. For instance, depending on the requirement, the
Risk Management division of the Enterprise Digital Lab can report to Supply Chain function or a BU.
The EDL is led by the Chief Digital Officer,
who directly reports to the CEO
GE operates with a CDO-led structure
9. We have identified four key enablers critical for setting up an EDL
Technology
9
People
Processes
Ecosystem
Connect
C
A
B
D
• New Roles & Responsibilities
• Digital Talent: Acquisition and Development
• Digital Skillsets
• Technical Career Path
• Distributed Agile
• Scaled Agile Framework
• Multi Speed IT
• New Age Technology and Tools
• Platform Partnership
• Service Provider Partnership
• Start Up Connect
• University Connect
10. In order to create the EDL, several new roles and responsibilities need to be created
10
Chief Digital
Officer
Digital head who drives end-to-end strategy, design & implementation of the
digital roadmap to help traditional businesses transform
• Technology & Business Expert
• Collaborative skills (with CIO & CMO)
Skills Required
Data Scientist
Examines and analyses breadth and depth of data from multiple sources using
analytics platforms, in order to derive actionable insights
• Data Analytics
• Platform Expertise
Data
Visualizer
Presents data in a lucid and understandable manner for employees, partners,
customers, etc. in order to help them notice trends and patterns
• UI/UX
• Multimedia (Audio & Visual) Skills
Product
Engineer
Helps in the development of the digital solution incrementally and iteratively
• Software Product development
• Agile Methodologies
Solution
Architect
Defines the architecture required to implement solutions to meet digital
requirements while ensuring alignment with the enterprise architecture
• Mobility
• Software Product development
DevOps
Enables collaboration between development and operations staff through all
stages of the development lifecycle of the digital solutions
• Software Product development
• Agile methodologies
Scrum Master
Helps the digital team in adopting Agile methodologies better, which are
required for the iterative and incremental development of digital solutions
• Software Product development
• Data Analytics
• Mobility
• UI/UX
Product
Manager
Strategizes, assigns and drives the development of digital solutions
• Software Product development
• Agile Methodologies
• Business Knowledge
• Communication Skills
Responsibilities
People
11. A well-defined team structure also needs to crystallized, along with an extensive Digital L&D initiative
11
People
Close
Collaboration
SMAC-skilled
technologists
User
Experience
Experts
Other Skills-
REST APIs,
Linux, etc.
SCRUM
Master,
DevOps and
other Agile
roles
CEO
Chief Information
Officer
Chief Digital
Officer
Cross-
Functional
Digital
Strategy Team
Digital L&D
Team
Digital
Effectiveness
Monitoring
Team
1 Define
• The HR, BU Leaders, CDO & the CIO should Define &
design L&D structure collectively
• Determine course structure and focus areas keeping
in mind business requirements, existing & required
talent, presence of CoEs
• Ascertain Delivery model: On-the-job, External
Training, Formal (Live Classroom, e-Learning)
2
Allocate
Dollars
• Allocate budget to the L&D program
• Budget could come from the HR, the CDO, the
business or a combination
3
Spread
Awareness
• Actively spread organization-wide awareness on the
purpose of the program and its goals
4 Implement
• Sample workshops include those on Agile
frameworks, customer relevance, tools such as R &
SAS, domain knowledge, digital career path, etc.
• Deploy innovative learning (gamified learning,
exchange programs with product companies)
• Popularize e-Learning tools & real-time knowledge-
sharing platforms
5 Assess
• Assess success for program as well as employees
• Metrics for program evaluation include alignment to
business, employee development plan, faculty
evaluation, budget utilization, etc.
• Metrics for employee evaluation include appraisals,
training hours, courses taken, new skills developed
12. Create and integrate the Digital Operations
first (focus on Bottomline), then think of
redefining value proposition (Topline)
With time and increasing digital maturity of the enterprise, the role of the CDO needs to evolve into one that
caters to both topline and bottomline focus (depending on the business model)
12
People
Path 1
Path 3
Path 2
Custom
Path
Path 1
Enhance, extend & reshape the value
proposition with increase in customer base &
satisfaction and Digital Products & Services,
then focus on integrating Digital Operations
Path 2
Build new set of capabilities around
transformed Operational model (Bottomline)
and Value Proposition (Topline) in a lock-step
Path 3
Depending on the business priority and
market, reach the EDT goal with iterative
steps between Operations model (Bottomline
and Value Proposition (Topline)
Custom
Path
ValueDeliveryFocus(Bottomline)
Value Proposition Focus (Topline)
Enhance Extend Redefine
CreateLeverageIntegrate
Note: Map from Persistent Systems
13. Case Study: A seismic shift in vision, culture and roadmap led by the CDO, has transformed the “Starbucks
Experience” from a simple brick & mortar one to a remarkable digital one
13
Responsible for Starbucks’ core digital businesses, including mobile
payments, web, card, loyalty, e-commerce, Wi-Fi strategy, & the
Starbucks Digital Network
Adam Brotman: The man behind Starbucks’ digital revolution Roles & Responsibilities
Evolution of the Chief Digital Officer’s role at Starbucks Collaboration between the CDO and CIO
Adam Brotman
CDO, Starbucks
“Online world gives us the opportunity to build an authentic
relationship with our customers in new, interactive and
scalable ways. But there are still no shortcuts or different
rules just because that relationship is built up over time over
digital touch-points vs. the offline world. You still have to be
responsive, authentic, and, in our case, the best online barista
in terms of our tone, pace, and mix of posts”
Future Roadmap: Extending Starbucks’ customer loyalty program to other companies
thereby creating a digital wallet
Latest Endeavor: Allow customers in one undisclosed geographic test market to start
placing pickup orders from the Starbucks app later this year
2008 2009 2012
Starbucks Digital
Ventures group created
Lead by the then CIO
Separate from IT and
Marketing, but
collaborated closely
with both
The roles SVP & GM
created for Digital Ventures
Charter: Web, mobile,
social media, e-commerce,
Wi-Fi, Starbucks’ digital
network & emerging store
technologies
The role of CDO created
Charter: Digital Ventures,
Global Digital Marketing,
Starbucks Cards & mobile
payments and loyalty. The
last three functions were
previously managed by
three separate groups
Unofficial (monthly) & official (quarterly) Digital Scrums held between the Digital and the
IT team, chaired by the CDO and CIO both
Agenda includes whiteboard sessions to create the next opportunities for better
customer experience
Daily collaboration between the CDO and CIO
Frequent visits to the store managers by the CDO & CIO together
Weekly review of the digital roadmap by the digital & IT team collectively
Moved from a waterfall disjoint model of digital technology delivery through separate
centers of excellence to an agile model of Tiger or SWAT teams which are a lot more
collaborative and innovative
The CDO, CIO and CSO collectively work for Starbucks’ rapidly evolving digital strategy &
report to the CEOHeadcount Digital: 110+ IT: 760+
People
14. Bay Area, New York City and Bangalore have the highest concentration of Digital talent owing to the
presence of product companies, top universities and a booming startup culture
City Legend
High
Medium-to-High
Medium
Low
Companies with digital /
innovation labs
14
San
Francisco
Bay Area
New York City
Toronto
London
Stockholm
Prague
Bangalore
Shanghai
Beijing
People
Tesco
Target
Walmart
JCP
Walmart
McDonalds
J P Morgan
Nestle
Target
Kohl’s
American Eagle
Capital One
Big Data, Machine Learning & NLP
218 K
Mobility
312 K
User Experience Design
220 K
2013 2020 2025 2030
Global EDT Talent Pool*
1250K
1850K
2850K
750K
Note: *Contains major EDT talent hubs, i.e. USA, UK, India and China
15. The Digital Talent is radically different from the typical IT talent in terms of skills, approach, business-
acumen and compensation structure
15
People
Digital Talent IT Talent
• Strong computing skills (esp. Natural Language
Programming, Machine Learning, Artificial Intelligence)
in addition to JavaScript, HTML5, C++, etc.
• Strong background in Statistics
• Adept at Java, Python, C, C++, HTML, etc.
• Knowledge of statistics not required
• Have a Product approach
• Adept at Agile, Kanban, etc.
• Work in short cycles
• Follow Agile or Waterfall
• Have long project cycles
• Domain expertise/ business acumen is a must-have
• Cross-functional working
• Domain expertise/ business acumen is nice-to-have
• Work in silos
• Usually Masters degree from top universities such as
Stanford, IITs, IISc, King College, CMU, etc.
• A substantial fraction also has a PhD.
• Computer Science graduates from Tier1 or Tier2
engineering colleges
• Startups and Tech Mafias such as Apple, Facebook,
Google, etc.
• Typically spread across service providers
• Compensation is high. The median* for the following
experience levels are:
• Entry: $ 90K
• Mid-Career: $ 112K
• Experienced: $ 112K (Goes up to $ 300K )
• Compensation is lower. The median* for the
following experience levels of a Software Engineer:
• Entry: $ 70K
• Mid-Career: $ 80K
• Experienced: $ 90 - 100K
Skillset
Approach
Business
Knowledge
Education
Talent
Concentration
Compensation
Note: *US specific
16. Enterprises need to deploy innovative strategies to acquire and hone this talent
16
People
Aqcui-Hire & Strategic
Acquisitions
Bought 80% stake in BlinkBox,
91% stake in We7 & Mobcast
Acqui-hired Lucky Sort; retained
Big Data Visualization Team;
Lucky Sort was shut down
Incubation
Accelerator to partner with
tech start-ups through an
Incubator Program
$100M fund to invest in Digital
Commerce Startups
Geo-Presence
Set up a Digital Lab in Bay Area
to leverage the ecosystem
Increasing number of
digital initiatives from
Bangalore
Innovative Recruitment
Loreal’s website “Reveal” has
gamified its recruitment
process, lets visitors
communicate with employees
and participate in real-life
problem-solving cases
Digital L&D
Employee Exchange
Program
Investment in
Digital Training
Presence of a
structured Digital
Career Path
The HR should be involved
with the business in creating
& implementing well-defined
digital training
Employee Exchange Programs
should be launched with
product companies
E.g.: P&G with Google
Corporate buy-in to ensure
investment in digital training
programs
A well-structured Digital TCP*
with its own rewards
Acquisitionof
DigitalTalent
Developing&
Retaining
DigitalTalent
Note: *Technical Career Path
17. They also need to create a well-structured Technical Career Path for their digital employees
17
People
Implementation &
Maintenance Development/Design & Ownership Conceptualization
Developer Senior Developer Technical Lead
Architect -> Senior Architect -> Chief
Architect
• Fixes small bugs & does
small-scale implementation
• Works with the UI/UX
designer with the Project
Manager acting as liaison
• Undertakes module
ownership and process
design responsibility of
the module
• Undertakes overall
ownership of most of
the system; does short-
term decision-making
• Hereon, can decide to
be a Manager or an
Architect
• Complete ownership of the entire system with all
decision-making power at the process design and
conceptualization level (which framework to choose,
etc.)
• With progressive seniority, the breadth of
responsibilities increase. Senior Architect is
responsible across products whereas the Chief
Architect is responsible across the BU
Business Analyst
• Operates & maintains pre-
defined statistical models
• Develops statistical data models and analyses them
using regression, K means clustering, etc.
• Ownership increases with progression to Principal role
Senior Business Analyst
• Creates cloud-based analytics platforms
• Develops algorithms for data modelling, simulation
& optimization
• Designs experiments, generates business insights
and visualizes results
Note: Some of the tools commonly used include SCOPE, R, JMP, SQL, WEKA, MATLAB, SAS, Mahout, Scikit-learn, etc.
Note: Some of the tools commonly used include JavaScript, HTML5, CSS3, Angularjs by Google, etc.
AnalyticsEngineering
Principal Business Analyst
Illustrative
18. Future TCP Model - Model*
Companies will need to develop and enhance the technical career path for their digital talent to expedite
digital implementations
18
People
Quick time to market is leading the
wave of change
• High Level Understanding of the Technology Stack Areas
• Depth of understanding in one area of the stack such as mobility or
application framework etc.
• Distinct roles for development, quality assurance within a single
stack area
Data
O.S / InfrastructureMobility
App Framework
UI/ UX design ,
development,
integration, deployment,
validation & monitoring
Data migration, mining,
modeling, storage &
analytics
Private or hybrid cloud
development,
customization, testing &
maintenance
Horizontal/ Vertical
specific app design,
build ,roll out & support
O.S/ Infra Mobile Data ….
Illustrative
Current TCP Model - T Model
TraditionalModelTraditionalModel
Mobility
OR
Data
OR
OS/Infrastructure
OR
App Framework
• High Level Understanding of the Technology Stack Areas
• Depth of understanding in at least two areas of the technology stack
such as Data as well as App framework
• Amalgamation of development and quality assurance roles to
support continuous integration which is imperative for digital
implementation
O.S/ Infra Mobile Data ….
NewAgeDigitalModel
OR
UI/ UX design ,
development,
integration, deployment,
validation & monitoring
Data migration, mining,
modeling, storage &
analytics
Private or hybrid cloud
development,
customization, testing &
maintenance
Horizontal/ Vertical
specific app design,
build ,roll out & support
Note: Model is currently being implemented at Persistent Technologies
Tech Stack Tech Stack
19. Successful implementation of TCP requires a comprehensive approach that tackles the challenges inherent
at each stage of TCP maturity
19Note: *Individual Contributors
HR Groundwork Pilot Role Models Scalability
Institutionalization &
Growth
To create policies
regarding Digital TCP
to ensure a good
launch
To spread awareness,
exposure and create
processes to enhance
Digital TCP
To create the core
members of Digital
TCP to ensure quick
wins and demonstrate
value in this path
To inspire the
workforce by
interaction with
successful people in
Digital TCP (in and
outside the org.)
To design processes
around ICs such that
the Digital TCP model
keeps growing
Communication - Basic
To create general awareness about Digital TCP among the
broader workforce
Communication - Advanced
To provide better understanding of Digital TCP to targeted
workforce who are inclined towards it
Societal Acceptance
To create awareness and increase acceptance among employees’ peers/family about the roles & responsibilities of an IC in the
company and the value it generates
1 2 3 4 5
6B6A
7
People
20. We have identified four key enablers critical for setting up an EDL
Technology
20
People
Processes
Ecosystem
Connect
C
A
B
D
• New Roles & Responsibilities
• Digital Talent: Acquisition and Development
• Digital Skillsets
• Technical Career Path
• Distributed Agile
• Scaled Agile Framework
• Multi Speed IT
• New Age Technology and Tools
• Platform Partnership
• Service Provider Partnership
• Start Up Connect
• University Connect
21. The process should be executed incrementally and iteratively using Agile methodology
Prioritized EDT solutions should implemented in an iterative and incremental manner
People
Tech
Implementation
Complete
Digital
Solution 1
Digital
Solution 2
Digital
Solution 3
Digital
Solution 4
Implementation in
process
Agile methodology is used in the development of the digital solutions
Digital
Priorities
Update
Product
Backlog
AGILE
DEVELOPMENT
Create Sprint
Backlog
Prepare People,
Technology & Org
Structure feature by
feature
Implement
Digital Solution
incrementally
and iteratively
feature by
feature
Sprint
Review
Working
Solution
Prioritized
bucketlist of
features, bugs and
development work
by the Product
Manager
A list of prioritized
features to be
built for the next
sprint
Digital Capabilities should
be augmented
incrementally to enable
the implementation of the
feature being currently
built
Review for early
warning of broken/
incompatible
features
Incremental execution of prioritized digital solutions
Process
21
Continuous Tracking
Processes
22. Enterprises should adopt frameworks like Scaled Agile Framework (SAFe) for implementing Distributed
Agile
22
Processes
Key Drivers for Distributed Agile in
EDT Solution Development
• Barriers to communication
and collaboration
• Misunderstood
Requirements
• Differences in standards,
processes and tools
• Cultural differences and/or
insensitivity
• Lack of common ownership
• Lack of trust, coordination
and visibility across
geographies
Best Practices for adopting and implementing Distributed Agile
Fostering cross-pollination and face-to-face real time communication
Tools for platform integration, sprint & release planning, real/near time team
communication, reporting and security
Using collaboration tools (with real-time feedback) for scrum artifacts such as
product backlog, sprint backlog, burndown reports, etc.
Remote pairing for common resource ownership
Proxy product owner for each geography
Some Effective Agile Tools
23. Case Study: The Scaled Agile Framework has proved to be successful in large-scale Agile adoption (1/2)
23
Processes
SAFe: Critical for EDTScaled Agile Framework (SAFe): Enterprise level Agile Implementation
Agile estimating, planning and
Agile Release trains
Tackles architecture,
integration, funding,
governance and roles at scale
Continuous value flow and
lightweight business cases
Increased speed to market
while keeping budget and
resources static
2
1
3
4
Companies that follow SAFe
25. We have identified four key enablers critical for setting up an EDL
Technology
25
People
Processes
Ecosystem
Connect
C
A
B
D
• New Roles & Responsibilities
• Digital Talent: Acquisition and Development
• Digital Skillsets
• Technical Career Path
• Distributed Agile
• Scaled Agile Framework
• Multi Speed IT
• New Age Technology and Tools
• Platform Partnership
• Service Provider Partnership
• Start Up Connect
• University Connect
26. Enterprises need to adopt Multi Speed IT in order to cater to rapidly changing digital requirements
26
Technology
Speed = Slowest
Speed = Faster
Speed = Fastest
Service
Integrate
Access &
Expose
Consume
Data Backend Service ESB/SOA Service
Curated Data
(Internal/ External)
Standardized API Layer & Management
IP Apps Consumer Apps
Enterprise
Products
Partner
Services
Web Mobile Point of Sale Partner Devices & Things
Note: Credit: Persistent Systems
Rapid development environment to speed
up development process, coupled with
full-coding Integrated Development
Environment for flexibility
Allows continuous integration & feedback
Business participates in application
development while IT supports them (&
ensures compliance)
Browser-based dev. environment
Aggressive time-to-market Adaptable to
constant change
Tools such as Apigee and Mulesoft
integrate legacy systems with cloud &
SaaS apps, Business Management
software (SAP, Salesforce), etc.
The API Layer effectively exposes the data
to developers and partners
API-led connectivity enables legacy
system access, unlocks data value &
reduces legacy service disruptions
Legacy System Integration
Agile Speed
27. New Age technology and tools are imperative for laying the foundation of a Digital Enterprise
27
Technology
UI Frameworks MVC Pattern Data Visualization
Web Apps Native Apps App Dev. Platform
StandardsMobile First Design
User
Experience
App
Framework
Web Services Security & Identity
Management
Open APIs Mean Stack
Middleware
Data Storage Data At Scale Data to Insights ETL
Cloud Deployment OS
Data
OS/
Infrastructure
Project Management
Enterprise Scale
Programs
Automated Configuration
Management
Cont. Integration
Automated Unit Testing
Alerts & Monitoring
Code Repository Version
Control
DevOps
Agile
PROCESSES & TOOLS
• Understanding mobile users
• Time Space constraints
• Touch, Location, Proximity sensors
• Mobile Design Patters
Fundamentals: Virtualization &
Tenancy Models
Software Defined
Note: Digital tech map from Persistent Systems
28. We have identified four key enablers critical for setting up an EDL
Technology
• New Roles & Responsibilities
• Digital Talent: Acquisition and Development
• Digital Skillsets
• Technical Career Path
28
People
Processes
Ecosystem
Connect
C
A
B
D
• Distributed Agile
• Scaled Agile Framework
• Multi Speed IT
• New Age Technology and Tools
• Platform Partnership
• Service Provider Partnership
• Start Up Connect
• University Connect
29. Enterprises need to establish partnerships across the ecosystem in order to leverage their talent,
technologies, expertise and services
29
Partnerships
Service
Providers
University
Connects
Platform
Partners
StartUp
Connect
1 2
43
Partnerships
30. List of shortlisted
analytics platform
companies with
whom Persistent can
partner for EDT
Platform Partners: It is critical for enterprises to build platform partnerships in order to leverage their capabilities
30
Initial platform company
inclusion criteria
• Offer advanced analytics
functionality as a stand-alone
product that can be deployed and
used separately from other BI or
business applications
• This product must be vertical
agnostic
• Generate at least $2 million in total
advanced-analytics-related
software license revenue annually,
or have more than 1,000 active
deployments
Organizational
capabilities
Innovation potential in-
house
Ecosystem Connection
Strategy
US Market Understanding
Platform capabilities
Functionality of product
(feature sets and capabilities)
Customer Experience/ Product
Reliability
1
2
3
1
2
Partnerships
Note: Platform Partnership framework from Persistent Systems
Zinnov recommends the following framework for selecting platform partners
31. IBM, SAP and Salesforce.com are some of the best platform partners across Analytics, Mobile App
Development and Collaboration
3131
Partnerships
2
3
1
Mobile
Application
Development
Platform
(MAPD)
Advanced
Analytics
Platform
(AAP)
Collaboration
Platform
SAS, a leader in AAP, provides a
wide range of advanced analytics
(predictive analytics, optimization,
forecasting, text analytics,
simulation, etc.) to yield insights for
solutions for risk management,
customer intelligence, retail & other
domain-specific offerings
SAP, a leader in MAPD, provides
development & services for user-
centric mobile apps for employees,
partners and customers on an
integrated, open, standards-based
platform*
Salesforce is a Collaboration
Platform leader in both Platform
Capabilities and Organizational
Capabilities
Note: *Development of apps across People Productivity, Processes, Analytics, Consumer (Loyalty, e-care, etc.), Custom Mobile Apps (transformative) & Partner Apps
32. 32
Service
Provider
Selection
Framework
Scaled Agile
Framework
Product
Development
Capabilities
Platform
Partnerships
Solution
Accelerators
Global
Footprint
Digital Skill-
sets
This parameter would measure the
number and effectiveness of the
Solution Accelerators of the service
providers
This parameter would evaluate whether
or not the service provider has a geo-
presence in the desired geographies, or
its proximity to the same
This parameter would evaluate the
presence and effectiveness of Scaled
Agile Network
This parameter would measure the
presence and capabilities of the platform
partnerships the service providers has
This parameter would measure the
Product Development capabilities of the
service provider
This parameter would be used to measure
the presence of digital skill-sets (Big Data
Analytics, Machine Learning, Natural
Language Processing, Mobility & UI/UX)
Service Providers: It is also critical to engage with niche Service Providers with product development capabilities
Partnerships
Zinnov recommends the following framework for selecting service providers
33. Digital and Traditional Service Providers vary vastly in their digital capabilities, processes and platform partnerships
Partnerships
Parameter Digital Service Providers Traditional Service ProvidersService maturity Service maturity
Digital skill set Skillful at advanced technologies
such as Natural Language
Programming, Machine Learning,
Artificial Intelligence
Nascent understanding of growing
technologies
Solution
Accelerators
Strong PES capabilities around
solutions accelerators (both vertical
specific & agnostic )
Moderate focus on solution
accelerators. Larger focus on services
as compared to solutions.
Global Footprint Primary presence in the Bay Area,
New York and Bangalore due to
concentration of skill sets in these
areas
Wide spread global presence due to
non-dependency on emerging skill
sets
Scaled Agile
Framework
Dynamic adoption of distributed and
SAFe amongst product and IT teams
Gradual transformation towards
agile, primarily standard waterfall
model in existence at large
Platform
Partnerships
Leverage Product/ Platform players in
360 degree partnerships – To “Sell
with“ & “Sell through”
Traditional revenue sharing “ Sell
with “ strategy observed with
technology players
Product
development
capabilities
Significant non-linear revenue
Continuous integration, rapid
prototyping and incremental
development
Mature business models (Outcome
based etc.)
Inconsequential non-linear revenue
Leverages waterfall or spiral
methodologies
Traditional business models (T&M,
Fixed Price etc.)
33
34. 34
Persistent, Symphony Teleca, Epam and ThoughtWorks exhibit high product capabilities
Partnerships
Niche vendors such as Persistent
Systems, Symphony Teleca & EPAM,
specializing in Product Development
capabilities are the most suitable for
forging partnerships for EDT
Note: Symphony Teleca’s capabilities have been evaluated taking into account Symphony Teleca’s acquisition of ADITI
Leads the pack in People
Capabilities, IP/Solutions
& maturity of services
Leads the pack in
Business Model and also
has mature services
Leads the pack in
Alliances forged and
Clients
Though not evaluated
by GSPR, it exhibits
product capabilities &
works with clients across
several verticals
Zinnov’s Global Service Provider Rating 2014 evaluates the service providers according to their ISV-Enterprise Software capabilities
35. Startup Connect: A holistic approach needs to be adopted by enterprises to engage with startups
35
Partnerships
2
3
5
Drive the internal change
Create an Internal Marketplace
Connect with startups across
the entire value chain
Partner with existing startup
facilitators
41
• Facilitate interaction between startups and internal
teams
• Promote and incentivise Intrapreneurship
• Ideate, Build and Execute on new ideas
Acquire Targets
• Create a network of accelerators focussed on
emerging technologies
• Align your CoEs with accelerators to provide
startups with the soft and hard infra
• Create a marketplace for startups to connect with
and be mentored by business units
• Validate the startup ideas/products by deploying
them in the organizational digital workflow
• Partner with industry initiatives such as NASSCOM-
10k, Productnation etc
• Partner with MNCs existing accelerator programs
• Connect with university incubation programs
• Make strategic acquisition of growth stage/Mature
companies
• Buy IPs to grow non linear revenues
• Partner with startups for a joint GTM strategy by
providing SI services on top of products
Set up an accelerator (Grants4Apps) for
Operational Excellence and Customer
Targeting & Engagement EDT
horizontals
GE, Mayo Clinic, Abbot, UnitedHealth
Group, etc. have partnered with Digital
Health Accelerator Rock Health
Acquired Cellfire to boost omni-
channel
Intrapreneurship to create value
within the organization
Has created an internal
marketplace for startups
36. Startup Connect: Target has recently launched its Accelerator Program in Bangalore in order to compete
with retail giants such as Amazon and Walmart
36
Partnerships
TARGET
ACCELERATOR
PROGRAM
Preliminary Stage Shortlist Stage
Pool of 159
Indian Tech
Startups
Helps online retailers & other
merchants use 3D modeling & offers
a 360-degree view of products
Helps some of India’s
online retailers leverage
social conversations
Personalized search results
and highly accurate
recommendations
Arrests website bounce rates &
increases customer engagement
Facilitate social
recommendations
Two-way communication
with mobile users by offering
a two-way messaging inbox
in the app
Nurture Stage
Specially designed space for 4-month immersive
program
Help them generate ideas by providing them
access to mentors, tools, resources & operational
support
Provide up to USD 30,000 in funding
Also to help Target identify potential M&A targets
at early, cheap valuations
1
2
34
5
Name: Target Accelerator Program
Aim: To compete & catch up with Amazon & WalmartLabs faster
Location: Bangalore
Focus Areas: Search, Content, Data, Social, Mobility, 3D Imaging,
Omnichannel, Digital Marketing and Supply Chain
Year of Establishment: 2014
Startups for the next batch include Twiddly, Whodat’s Spaces, Wazzat, Torch & Visarity
“ At Target, innovation is core to our culture
and strategy and we are always looking for
new ideas to enhance the shopping
experience of our guests. We are in
discussions with a variety of partners and
start-ups for a Target India Accelerator
program..”
- Beth Jacob
Ex- CIO
37. University Connect: It is also critical to establish connects with universities with rich digital profiles
37
Partnerships
PEOPLE
INFRASTRUCTURE &
PROGRAM
ENGAGEMENT OTHERS
40% 30% 20% 10%
Professor Rating: 20%
Parameters to be considered
include:
WIP (to be added
Student Profile Rating:
20%
Parameters to be considered
include:
• Related Research
Propensity
• Available Skillsets
Infrastructure Rating: 15%
Parameters to be considered
include:
• Relevant Digital Labs &
Tools
• Relevant Digital CoEs/
Cells
Program Rating: 5%
Parameters to be considered
include:
• Related course program
Finance Considerations
Rating: 15%
Amenability to desired
Engagement Model: 5%
Mindshare Rating: 5%
Parameters to be considered
include:
• Related digital
publications & Papers
Partnership Rating: 5%
Parameters to be considered
include:
• Existing related
partnerships with other
companies
List of shortlisted universities for partnership
Zinnov recommends the following framework for targeting & selecting universities
38. Partnered with UA’s Culverhouse
Data Analytics lab for data
analytics, providing collaboration
and research across government,
industry and academia to help
companies anticipate and solve
critical problems
University Connect: Enterprises are increasingly partnering with universities for researches in the digital
arena
38
Partnerships
Key Drivers
Narrow skills gap by building
talent for new digital skillsets
Create branding in
universities fresh talent pool
Leverage cutting edge
technology & research
professors
Industry
Examples
Academic Initiative collaborations
with more than 1,000 academic
partners to design and teach
curriculum to undergraduates
and graduates on big data and
analytics skills
Develop curriculum in data
science and analytics, focused on
real-world problem areas, in
addition to the research on
solving industry issue
Based on identified needs of
customers drawn from Infosys’s
engagement with enterprises
across industries
Samsung has partnered with
University of California, San
Francisco (UCSF) to set up a
digital health innovation lab
39. University Connect: Operational Excellence and Customer Targeting & Engagement are the
primary focus areas of university researches across the globe
39
Partnerships
Key Universities with research focus on
enterprise digital transformation
EDT Horizontals Sample Universities Sample Research Areas
Operational
Excellence
• Analytics for genetics & proteomics & preventive healthcare
using medical wearable devices
• Predictive analytics for pharma & finance verticals
Customer
Targeting &
Engagement
• Wearable Device to predict & notify (to family) the risk of
falling in elderly patients & send automatic alerts to family
• Wearable vapor sensor being developed for continuous
disease monitoring for diabetic patients
Note: Workforce & Partner Enablement and Digital Products and services are very low focus areas for universities
Risk
Management
• Skills to collect, analyze, and interpret data in the Risk
modeling
• Large Scale Analysis of Forensic Data for Event-Based
Representation and Discovery
Supply Chain
Optimization
• Focus on Supply Chain Management Analytics
Illustrative
Research Propensity
41. Setting up an EDL might look challenging, and you might face with several questions…
41
CORPORATE
BUY-IN
CHANGEINFRASTRUCTURE
TALENT
“ The HR is not aligned to the Business “
“ HR tools and processes are not in
place for Digital talent “
“ How should I get corporate buy-in ? “
“ How do I get budget allocated for
digital initiatives? “
“ How do I modernize my IT and where
do I begin? “
“ Should I build or buy the required tools for
building an EDL? “
How do I manage Change
Management ?
“ How do I realign my organization in order to
a smooth transition? “
42. …however, success stories across verticals reinforce the fact that times are changing, and it is imperative to
transform rather than perish!
42
• Having faced a substantial decline in sales and customer base, McDonald’s set up a Digital lab in the Bay Area, comprising
digital experts from companies such as PayPal, Yahoo, Tesco and Ticketmaster
• Focus areas include enhancing customers' restaurant experience, relevant ways to share the enterprise’s story and improve
customer engagement, mobile ordering & payment app
There are numerous industry examples of enterprises that have jumped at the opportunity to transform digitally, only to reap benefits
• Starbucks Digital Ventures created to improve customer experience & engagement via mobile payments, web, card, loyalty, e-
commerce, Wi-Fi strategy, & the Starbucks Digital Network
• Nike is at the forefront of digital transformation through its digital tools for making product designs and manufacturing simpler,
digital products to track workouts and share them with friends online and receive customized advice from coaches, and the
Nike+ platform
• Southwest Airlines has bolstered its customer experience as well as back-end operations by leveraging digital technologies such
as a new suite of customer contact and workforce optimization to improve customer satisfaction using predictive analytics,
social media analytics for customer targeting, and collaboration with NASA to improve airline safety using Machine Learning
skills
43. Thank You
@zinnov
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43
Note: Digital Horizontals such as Workforce & Partner Enablement, Operational Excellence and Risk Management have a one-to-many relation with different functions and BUs. For instance, depending on the requirement, the Risk Management division of the EDL can report to Supply Chain function or a BU.
Retail Theatre: To broadcast their multifaceted content directly to stores at exclusive in-store digital events to experience clothes, music, energy and atmosphere in real time and order from any store across the global
Bayer set up an accelerator (Grants4Apps) to focus on its Operational Excellence and Customer Targeting & Engagement EDT horizontals (post-operative care & predictive care using real-time tracking, wearable devices, m-apps, digital products, etc.)