1) The document discusses keeping up with mobility strategies and priorities for CIOs. It highlights challenges around developing a cohesive mobility strategy while balancing issues like security, costs, and fragmentation across devices and platforms.
2) According to surveys, CIOs see mobility as a high priority but face challenges developing strategies. Emerging markets see it as more of a priority likely due to fewer legacy systems.
3) To develop effective strategies, the document recommends understanding where apps are being created, integrating them cohesively, and using the strategy competitively. Process improvements and dedicated resources are also important.
1) Mobile device usage has grown rapidly, with nearly 1 billion smart connected devices shipped in 2011. Many employees now use multiple devices for work, most often a laptop and smartphone.
2) Companies are struggling to secure access to data on these diverse mobile platforms. Larger firms feel more confident in their security, while many smaller companies report inadequate policies.
3) In addition to investing in security services, companies must also educate employees on security risks like lost or stolen devices containing sensitive corporate data.
This document is an executive summary of the Deloitte Open Mobile Survey 2012. It finds that the mobile industry is undergoing rapid changes as new entrants rewrite the rules of competition. Nearly half of respondents believe internet companies will dominate mobile in 5 years, while carriers will focus on connectivity. Most companies must transition from closed to open models. The summary also notes that mobile cloud, machine-to-machine technologies, and mobile payments show the most potential for future revenue. Gaming is seen as the most lucrative app category long-term.
This report on Open Source Software (OSS) and Collaboration Technology Infrastructure is based on the survey of about 100 participants during the 2ndCollaboration Retreat 2011 for select CXOs and Delegates organized by Mithi in September 2011.
This report captures the opinions of IT decision makers in organizations across industries regarding the feasibility and future of OSS and Collaboration IT Infrastructure.
This report on Open Source Software (OSS) and Collaboration Technology Infrastructure is based on the survey of about 100 participants during the 2ndCollaboration Retreat 2011 for select CXOs and Delegates organized by Mithi in September 2011.
This report captures the opinions of IT decision makers in organizations across industries regarding the feasibility and future of OSS and Collaboration IT Infrastructure.
The document summarizes the findings of a survey conducted by Samsung and IDG on Bring Your Own Device (BYOD) programs. Some key findings include:
- 61% of companies now have some form of BYOD policy, with 29% having a formal program. BYOD is becoming the norm.
- Security is the top concern for IT decision makers developing BYOD policies, but other factors like workforce mobility and costs are also significant.
- Employees are adopting mobile devices as primary work devices faster than IT estimates. Many employees see benefits of a single device but have different priorities than IT around features.
By fostering BYOD with proper management and a BYOD-ready governance model and network, companies can move from merely reacting to employee demand to harnessing a latent â and potent â source of value.
Increasing effectiveness, efficiency & mobility of field employees with wirel...JTOX
Â
The development of mobile wireless devices provide great potential to support work processes of field employees and has an enormous impact on the development of other strategic applications for businesses. This presentation will investigate how both the mobile worker and stationary offices can benefit from using wireless applications to increase effectiveness and efficiency of the overall organization. Simultaneously contemporary conceptual frameworks will be presented
How to build financial mobile apps in record time v6.0515tabbforum
Â
The webinar discussed how to build financial mobile apps in record time. It covered 5 themes that impact a mobile app's speed to market: 1) choosing between a feature-rich or simple initial scope, 2) deciding between native or cross-platform development, 3) using internal or external resources for app development, 4) whether to include or exclude proprietary data integration, and 5) leveraging cloud-based market data or traditional data feeds. Executives from Xignite, Visible Market, and OpenFin then provided their perspectives on these themes. The webinar concluded with a Q&A session.
1) Mobile device usage has grown rapidly, with nearly 1 billion smart connected devices shipped in 2011. Many employees now use multiple devices for work, most often a laptop and smartphone.
2) Companies are struggling to secure access to data on these diverse mobile platforms. Larger firms feel more confident in their security, while many smaller companies report inadequate policies.
3) In addition to investing in security services, companies must also educate employees on security risks like lost or stolen devices containing sensitive corporate data.
This document is an executive summary of the Deloitte Open Mobile Survey 2012. It finds that the mobile industry is undergoing rapid changes as new entrants rewrite the rules of competition. Nearly half of respondents believe internet companies will dominate mobile in 5 years, while carriers will focus on connectivity. Most companies must transition from closed to open models. The summary also notes that mobile cloud, machine-to-machine technologies, and mobile payments show the most potential for future revenue. Gaming is seen as the most lucrative app category long-term.
This report on Open Source Software (OSS) and Collaboration Technology Infrastructure is based on the survey of about 100 participants during the 2ndCollaboration Retreat 2011 for select CXOs and Delegates organized by Mithi in September 2011.
This report captures the opinions of IT decision makers in organizations across industries regarding the feasibility and future of OSS and Collaboration IT Infrastructure.
This report on Open Source Software (OSS) and Collaboration Technology Infrastructure is based on the survey of about 100 participants during the 2ndCollaboration Retreat 2011 for select CXOs and Delegates organized by Mithi in September 2011.
This report captures the opinions of IT decision makers in organizations across industries regarding the feasibility and future of OSS and Collaboration IT Infrastructure.
The document summarizes the findings of a survey conducted by Samsung and IDG on Bring Your Own Device (BYOD) programs. Some key findings include:
- 61% of companies now have some form of BYOD policy, with 29% having a formal program. BYOD is becoming the norm.
- Security is the top concern for IT decision makers developing BYOD policies, but other factors like workforce mobility and costs are also significant.
- Employees are adopting mobile devices as primary work devices faster than IT estimates. Many employees see benefits of a single device but have different priorities than IT around features.
By fostering BYOD with proper management and a BYOD-ready governance model and network, companies can move from merely reacting to employee demand to harnessing a latent â and potent â source of value.
Increasing effectiveness, efficiency & mobility of field employees with wirel...JTOX
Â
The development of mobile wireless devices provide great potential to support work processes of field employees and has an enormous impact on the development of other strategic applications for businesses. This presentation will investigate how both the mobile worker and stationary offices can benefit from using wireless applications to increase effectiveness and efficiency of the overall organization. Simultaneously contemporary conceptual frameworks will be presented
How to build financial mobile apps in record time v6.0515tabbforum
Â
The webinar discussed how to build financial mobile apps in record time. It covered 5 themes that impact a mobile app's speed to market: 1) choosing between a feature-rich or simple initial scope, 2) deciding between native or cross-platform development, 3) using internal or external resources for app development, 4) whether to include or exclude proprietary data integration, and 5) leveraging cloud-based market data or traditional data feeds. Executives from Xignite, Visible Market, and OpenFin then provided their perspectives on these themes. The webinar concluded with a Q&A session.
[AIIM18] Intelligent Information Management â Platinum Hit? Or Just Backgroun...AIIM International
Â
How are user organizations using key IIM capabilities and technologies to transform their organizations? What challenges are they facing? How do they grade their own capabilities? How is IIM competence tied to business success?
And most importantly, is IIM a sustainable and long-term description of the mindset we need to address Digital Transformation challenges and the methodologies we will apply to these challenges? Will IIM ultimately be a Platinum hit? Or just background Muzak?
IBM BP Kickoff 2013 - Jan Horsager, IDCIBM Danmark
Â
IDC is a market intelligence and advisory firm that helps organizations make technology purchase and strategy decisions. IDC has over 1000 analysts worldwide providing local and global expertise on technology trends in over 110 countries. By 2020, the IT industry is expected to grow to $5 trillion, with at least 80% of growth coming from third platform technologies like mobile, cloud, big data and social. Channel partners will need to transform to capture this growth by helping customers digitize processes and leverage new technologies. CIOs must balance optimization, growth, and risk factors as their role evolves from administrator to business leader and technology shifts from IT to business technology.
Predicting, managing and profiting from new technologies is one of the most important challenges that business leaders face.
It requires them to integrate a hugely diverse range of perspectives in a meaningful way: they must balance the insights of technology specialists with those of consumer experts, they must understand the related technologies that will determine a new launchâs success, and they must predict the moves and motivations of all of the players behind those technologies.
Hyperconnectivity is high on the corporate agenda.
The majority of executives believe that failure to
adapt to hyperconnectivityâthe growing
interconnectedness of people, organisations and
machines that results from the Internet, mobile
technology and the Internet of Thingsâis the
biggest risk their organisation faces.
This document summarizes key findings from the 2014 Apperian Executive Mobility Survey of 100 executives on their companies' mobility programs and strategies. The main findings are:
1) Executives cited improved business processes as the top benefit of mobility investments, followed by increased employee satisfaction and competitive advantage.
2) Apps supporting customers and specific business roles were seen as having the greatest impact on productivity and ROI.
3) Security was the top challenge cited for mobility programs, though momentum continues to increase with over 70% planning to equip over 1,000 users with mobile apps in the next two years.
4) Companies more satisfied with adoption had higher levels of internally developed custom apps both currently and planned compared
The report is based on the survey conducted among attendees of the 2nd annual conference âEnterprise Mobility Dayâ which was held on October 11th, 2012 by the Center for Enterprise Mobility of I.T.Co and the Russian Union of CIO (SoDIT)
The Hellenic Professionals Informatics Society (HEPIS) is a non-profit organization in Greece that aims to meet the expectations of professionals and scientists in the field of Information and Communications Technologies (ICT). As a member of the Council of European Professional Informatics Societies since 2008, HEPIS is responsible for implementing Microsoft's "Unlimited Potential" initiative in Greece, which provides technology skills training to underserved groups. Through this program, over 200 women from vulnerable social groups have been trained and certified in basic computer skills. HEPIS recognizes the need to attract more women to ICT careers to address the anticipated shortage of qualified ICT professionals.
Mobile Device Makers Expand to Mobile InternetIBMElectronics
Â
Mobile device makers are looking to develop new avenues to expand their core device offerings. The growing market for mobile Internet services may revitalize MDM growth and send them profitably.
This document provides an overview of the Churn Modeling Tournament organized by the Teradata Center for Customer Relationship Management at Duke University. The tournament aims to predict customer churn, or voluntary termination of service, using data from a major wireless telecommunications company. Participants will submit predictions for validation data sets and the most accurate predictions will win cash prizes. The organizers also seek to determine the most effective predictive modeling methodologies through a meta-analysis of the results.
This document discusses the growing impact of mobile technologies on human development and democratic governance. It notes that over 5 billion mobile subscriptions globally provide more people with access to communication technologies than to other services. Mobile phones have seen especially rapid growth in developing countries, with 45% penetration in low-income countries and 76% in lower-middle income countries. The document outlines how mobile technologies can enhance inclusive participation and responsive institutions to support democratic governance, as well as help reduce poverty, prevent crises, and promote environmental sustainability. It also discusses challenges to maximizing mobile technologies' development impact and a framework for UNDP programming in different country contexts.
This document provides an overview of how mobile technologies can enhance human development through participation and innovation. It discusses current mobile subscription trends, noting that over 5 billion subscriptions globally demonstrates that ICT access targets may be achievable by 2015. It also outlines how mobile technologies are starting to impact areas like democratic governance, poverty reduction, and crisis response. The document aims to help UNDP staff understand how to leverage mobile technologies to strengthen development programming and outcomes.
Social Networks the Next Emerging Spectrum in Asymmetric Warfare and Counter ...IBMGovernmentCA
Â
This document discusses how social networks are transforming asymmetric warfare and counterinsurgency operations. It explores how militaries are using professional social networks for improved collaboration, communication, and intelligence gathering. Examples are provided of how social media monitoring detected threats and provided timely warnings. The document also discusses best practices for social media monitoring and analytics to support military and law enforcement operations.
Digital markets can adopt different personalities as they evolve. Understanding each one is the key to turning media fragmentation into precise communication opportunities.
COVID 19 has been a caution light worldwide. We must realise that this calamity or crisis happen and is inevitable. It has provoked previously inconceivable uses of technology in all walks of life. Among the socio economic disturbance caused by covid 19, technology will play a vital role in rebuilding the future. This technology transformation or reshaping will result in a contact less society. The current collaboration tools provide for substandard interactions. This review article is an attempt to check out the importance of technology post COVID 19 so that another pandemic would see mankind facing it with modern technologies. Aleena Sabrin | Ajmal Ali | Sarath Krishnan T | Dr. Noha Laj "Technology Post COVID19 - A Review" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33648.pdf Paper Url: https://www.ijtsrd.com/engineering/civil-engineering/33648/technology-post-covid19--a-review/aleena-sabrin
This document discusses how increased mobility and use of mobile devices is driving workforce productivity higher. It notes that employees who use mobile devices for work increase their productivity by an estimated 9 hours per week on average. The growth of bring your own device (BYOD) programs and software-as-a-service (SaaS) applications is enabling more mobile work styles. However, this increased mobility also presents security risks to companies' data and applications. The challenge for CIOs is to develop strategies that allow for mobility and choice while still securely managing users and enforcing policies across devices.
Mary Meeker's 2014 Internet Trends report outlines key trends in internet usage and technology. Global internet and mobile users continue to grow rapidly, especially in developing markets, while mobile data traffic is accelerating. Tablet unit growth remains strong at 52% annually. Mobile advertising spending is growing quickly and now accounts for 11% of total internet advertising. Cyber threats are also intensifying. The report provides updates on technology stocks, venture capital funding levels, and trends in education costs and outcomes in the United States.
Model pembelajaran Reciprocal Teaching adalah pendekatan konstruktivis yang melatih siswa untuk merangkum, mengajukan pertanyaan, menjelaskan, dan memprediksi materi bacaan secara berkelompok dengan tujuan meningkatkan pemahaman membaca.
Casting a Wider Net via the Social web (salesforce)Marie_Estager
Â
Salesforce.com uses SlideShare to make its presentations, documents, and other content more discoverable online. They created a branded SlideShare network to enhance visibility for its products and drive more traffic to its main website and blogs. Salesforce.com's social media strategy involves uploading content to SlideShare, engaging with prospects and customers on the platform, and measuring engagement. SlideShare has helped Salesforce.com generate hundreds of sales leads and expand the reach of its content.
The document discusses key focus areas for digital banking in 2012, including self-directed customers, user experience, mobile banking, and personalization. It notes that customers are increasingly taking control and banks need more outside-in perspectives centered on customer experience. Major trends are the shift to mobile banking and more personalized, relevant experiences based on customer segmentation and customization.
12 Digital Predictions for 2012 - Millward BrownMarie_Estager
Â
Gamification and social media will continue to grow in popularity and influence in 2012. Gamification techniques will be applied to more non-game contexts to motivate and engage people. However, effective gamification requires understanding varying user motivations. Social TV will also explode, with new tools allowing greater interaction around TV content. The mobile wallet will rise in popularity for mobile payments. Social, local and mobile marketing will become more intertwined, targeting users with relevant messages based on location and timing.
Social crm the new frontier of marketing, sales and service (accenture)Marie_Estager
Â
Social CRM allows companies to engage customers through social media channels like Facebook and Twitter to build relationships earlier in the customer lifecycle at lower costs. As the marketing funnel collapses due to user-generated content, companies must embrace social media, identify super users who provide product expertise, and use analytics to understand evolving customer needs from online conversations. By developing a social CRM strategy, companies can strengthen their brands, increase customer loyalty, and gain insights to improve products, marketing, sales and service.
German expressionism was a reaction to WW1 that came about due to Germany's isolation during the war. Two influential German expressionist horror films were The Cabinet of Dr. Caligari (1920) and Nosferatu (1922). These films expressed Germany's mood during and after WW1 through their dark and distorted artistic styles.
[AIIM18] Intelligent Information Management â Platinum Hit? Or Just Backgroun...AIIM International
Â
How are user organizations using key IIM capabilities and technologies to transform their organizations? What challenges are they facing? How do they grade their own capabilities? How is IIM competence tied to business success?
And most importantly, is IIM a sustainable and long-term description of the mindset we need to address Digital Transformation challenges and the methodologies we will apply to these challenges? Will IIM ultimately be a Platinum hit? Or just background Muzak?
IBM BP Kickoff 2013 - Jan Horsager, IDCIBM Danmark
Â
IDC is a market intelligence and advisory firm that helps organizations make technology purchase and strategy decisions. IDC has over 1000 analysts worldwide providing local and global expertise on technology trends in over 110 countries. By 2020, the IT industry is expected to grow to $5 trillion, with at least 80% of growth coming from third platform technologies like mobile, cloud, big data and social. Channel partners will need to transform to capture this growth by helping customers digitize processes and leverage new technologies. CIOs must balance optimization, growth, and risk factors as their role evolves from administrator to business leader and technology shifts from IT to business technology.
Predicting, managing and profiting from new technologies is one of the most important challenges that business leaders face.
It requires them to integrate a hugely diverse range of perspectives in a meaningful way: they must balance the insights of technology specialists with those of consumer experts, they must understand the related technologies that will determine a new launchâs success, and they must predict the moves and motivations of all of the players behind those technologies.
Hyperconnectivity is high on the corporate agenda.
The majority of executives believe that failure to
adapt to hyperconnectivityâthe growing
interconnectedness of people, organisations and
machines that results from the Internet, mobile
technology and the Internet of Thingsâis the
biggest risk their organisation faces.
This document summarizes key findings from the 2014 Apperian Executive Mobility Survey of 100 executives on their companies' mobility programs and strategies. The main findings are:
1) Executives cited improved business processes as the top benefit of mobility investments, followed by increased employee satisfaction and competitive advantage.
2) Apps supporting customers and specific business roles were seen as having the greatest impact on productivity and ROI.
3) Security was the top challenge cited for mobility programs, though momentum continues to increase with over 70% planning to equip over 1,000 users with mobile apps in the next two years.
4) Companies more satisfied with adoption had higher levels of internally developed custom apps both currently and planned compared
The report is based on the survey conducted among attendees of the 2nd annual conference âEnterprise Mobility Dayâ which was held on October 11th, 2012 by the Center for Enterprise Mobility of I.T.Co and the Russian Union of CIO (SoDIT)
The Hellenic Professionals Informatics Society (HEPIS) is a non-profit organization in Greece that aims to meet the expectations of professionals and scientists in the field of Information and Communications Technologies (ICT). As a member of the Council of European Professional Informatics Societies since 2008, HEPIS is responsible for implementing Microsoft's "Unlimited Potential" initiative in Greece, which provides technology skills training to underserved groups. Through this program, over 200 women from vulnerable social groups have been trained and certified in basic computer skills. HEPIS recognizes the need to attract more women to ICT careers to address the anticipated shortage of qualified ICT professionals.
Mobile Device Makers Expand to Mobile InternetIBMElectronics
Â
Mobile device makers are looking to develop new avenues to expand their core device offerings. The growing market for mobile Internet services may revitalize MDM growth and send them profitably.
This document provides an overview of the Churn Modeling Tournament organized by the Teradata Center for Customer Relationship Management at Duke University. The tournament aims to predict customer churn, or voluntary termination of service, using data from a major wireless telecommunications company. Participants will submit predictions for validation data sets and the most accurate predictions will win cash prizes. The organizers also seek to determine the most effective predictive modeling methodologies through a meta-analysis of the results.
This document discusses the growing impact of mobile technologies on human development and democratic governance. It notes that over 5 billion mobile subscriptions globally provide more people with access to communication technologies than to other services. Mobile phones have seen especially rapid growth in developing countries, with 45% penetration in low-income countries and 76% in lower-middle income countries. The document outlines how mobile technologies can enhance inclusive participation and responsive institutions to support democratic governance, as well as help reduce poverty, prevent crises, and promote environmental sustainability. It also discusses challenges to maximizing mobile technologies' development impact and a framework for UNDP programming in different country contexts.
This document provides an overview of how mobile technologies can enhance human development through participation and innovation. It discusses current mobile subscription trends, noting that over 5 billion subscriptions globally demonstrates that ICT access targets may be achievable by 2015. It also outlines how mobile technologies are starting to impact areas like democratic governance, poverty reduction, and crisis response. The document aims to help UNDP staff understand how to leverage mobile technologies to strengthen development programming and outcomes.
Social Networks the Next Emerging Spectrum in Asymmetric Warfare and Counter ...IBMGovernmentCA
Â
This document discusses how social networks are transforming asymmetric warfare and counterinsurgency operations. It explores how militaries are using professional social networks for improved collaboration, communication, and intelligence gathering. Examples are provided of how social media monitoring detected threats and provided timely warnings. The document also discusses best practices for social media monitoring and analytics to support military and law enforcement operations.
Digital markets can adopt different personalities as they evolve. Understanding each one is the key to turning media fragmentation into precise communication opportunities.
COVID 19 has been a caution light worldwide. We must realise that this calamity or crisis happen and is inevitable. It has provoked previously inconceivable uses of technology in all walks of life. Among the socio economic disturbance caused by covid 19, technology will play a vital role in rebuilding the future. This technology transformation or reshaping will result in a contact less society. The current collaboration tools provide for substandard interactions. This review article is an attempt to check out the importance of technology post COVID 19 so that another pandemic would see mankind facing it with modern technologies. Aleena Sabrin | Ajmal Ali | Sarath Krishnan T | Dr. Noha Laj "Technology Post COVID19 - A Review" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33648.pdf Paper Url: https://www.ijtsrd.com/engineering/civil-engineering/33648/technology-post-covid19--a-review/aleena-sabrin
This document discusses how increased mobility and use of mobile devices is driving workforce productivity higher. It notes that employees who use mobile devices for work increase their productivity by an estimated 9 hours per week on average. The growth of bring your own device (BYOD) programs and software-as-a-service (SaaS) applications is enabling more mobile work styles. However, this increased mobility also presents security risks to companies' data and applications. The challenge for CIOs is to develop strategies that allow for mobility and choice while still securely managing users and enforcing policies across devices.
Mary Meeker's 2014 Internet Trends report outlines key trends in internet usage and technology. Global internet and mobile users continue to grow rapidly, especially in developing markets, while mobile data traffic is accelerating. Tablet unit growth remains strong at 52% annually. Mobile advertising spending is growing quickly and now accounts for 11% of total internet advertising. Cyber threats are also intensifying. The report provides updates on technology stocks, venture capital funding levels, and trends in education costs and outcomes in the United States.
Model pembelajaran Reciprocal Teaching adalah pendekatan konstruktivis yang melatih siswa untuk merangkum, mengajukan pertanyaan, menjelaskan, dan memprediksi materi bacaan secara berkelompok dengan tujuan meningkatkan pemahaman membaca.
Casting a Wider Net via the Social web (salesforce)Marie_Estager
Â
Salesforce.com uses SlideShare to make its presentations, documents, and other content more discoverable online. They created a branded SlideShare network to enhance visibility for its products and drive more traffic to its main website and blogs. Salesforce.com's social media strategy involves uploading content to SlideShare, engaging with prospects and customers on the platform, and measuring engagement. SlideShare has helped Salesforce.com generate hundreds of sales leads and expand the reach of its content.
The document discusses key focus areas for digital banking in 2012, including self-directed customers, user experience, mobile banking, and personalization. It notes that customers are increasingly taking control and banks need more outside-in perspectives centered on customer experience. Major trends are the shift to mobile banking and more personalized, relevant experiences based on customer segmentation and customization.
12 Digital Predictions for 2012 - Millward BrownMarie_Estager
Â
Gamification and social media will continue to grow in popularity and influence in 2012. Gamification techniques will be applied to more non-game contexts to motivate and engage people. However, effective gamification requires understanding varying user motivations. Social TV will also explode, with new tools allowing greater interaction around TV content. The mobile wallet will rise in popularity for mobile payments. Social, local and mobile marketing will become more intertwined, targeting users with relevant messages based on location and timing.
Social crm the new frontier of marketing, sales and service (accenture)Marie_Estager
Â
Social CRM allows companies to engage customers through social media channels like Facebook and Twitter to build relationships earlier in the customer lifecycle at lower costs. As the marketing funnel collapses due to user-generated content, companies must embrace social media, identify super users who provide product expertise, and use analytics to understand evolving customer needs from online conversations. By developing a social CRM strategy, companies can strengthen their brands, increase customer loyalty, and gain insights to improve products, marketing, sales and service.
German expressionism was a reaction to WW1 that came about due to Germany's isolation during the war. Two influential German expressionist horror films were The Cabinet of Dr. Caligari (1920) and Nosferatu (1922). These films expressed Germany's mood during and after WW1 through their dark and distorted artistic styles.
The document provides tips for preparing for and excelling in a job interview. It discusses researching the company ahead of time, practicing common interview questions, dressing appropriately, maintaining good posture and eye contact during the interview, speaking confidently and clearly in responses, thanking the interviewer, and following up after the interview. Key recommendations include arriving early, shaking hands firmly, listening actively, answering questions fully but concisely, and maintaining a positive attitude throughout.
This document discusses the findings of a 2023 survey on application strategies. Some key findings include:
- Hybrid IT environments with applications distributed across on-premises, public cloud, and other locations are now the norm and expected to continue indefinitely.
- On-premises deployments remain the most common location for applications despite growth in other models like public cloud.
- Modern application architectures now make up 40% of portfolios on average but traditional apps are still widely used, requiring management of both.
- Security, performance, and complexity are ongoing challenges for organizations operating applications in multiple cloud environments.
The document discusses the key findings of the Accenture CIO Mobility Survey 2013 regarding enterprise adoption of mobility technologies. Some of the main points include:
- Mobility is a top priority for many CIOs, with one-third citing it as a top-two priority and 75% among their top five. Investment in mobility is increasing.
- Companies are developing centralized mobile strategies and see mobility as crucial to engaging customers and driving revenue. They plan to use it to optimize processes and user experience.
- Adoption is driven by the need to improve customer service, sales cycles and transactions through mobile apps and data access. Emerging markets and industries like retail and utilities show strong commitment to mobility.
This document discusses findings from IBM's 2012 Tech Trends Report, which surveyed over 1,200 IT and business professionals about their adoption of emerging technologies like mobile, analytics, cloud computing, and social business. It identifies three types of organizations - Pacesetters, Followers, and Dabblers - based on how important and how quickly they adopt these technologies. Pacesetters see these technologies as critically important and adopt ahead of competitors. They are more market-driven, analytical, and experimental than other organizations in capitalizing on emerging technologies.
Report comp tia mobility study full reportAlex Chileshe
Â
The document summarizes key findings from CompTIA's second annual study on enterprise mobility trends. It finds that while mobile devices are growing in market share, traditional computing is also expanding. Mobility solutions address the needs of extremely mobile employees and mobile-optimized customer connections. Companies are beginning to explore more advanced uses of mobility like geolocation and machine-to-machine systems. Managing the complex mobility ecosystem presents challenges for IT professionals.
The 2022 CIO Survey Summary Report provides insight into the priorities, challenges, and opportunities facing IT leaders in the consumer products, retail, and life sciences industries this year. Businesses across the world continue to face talent and labor shortages as a result of the COVID-19 pandemic, and companies within the tech industry are no different. These shortages, combined with changes to the ânormalâ workplace environment, have resulted in many companies rethinking and assessing their current and future challenges, opportunities, and priorities within their IT departments. In late 2021, Clarkston Consulting conducted a CIO Market Study, aiming to better understand the current priorities and challenges of upper or C-Suite level IT professionals (CIO/CISO/CTO/VP) at large companies ($350M+ revenue) in the retail, CPG, manufacturing, or life science industries. The four key objectives for the 2022 CIO Survey were to:
Understand the overall relationship between IT and other departments within the company.
Understand current IT budget distribution, technologies/platforms used, and sources for technology-specific learning and development.
Identify attributes that are important in selecting outsourcing or managed services partners, a professional services provider, or a technology platform/vendor.
Determine priorities for the coming year and understand how COVID-19 has changed priorities in recent years.
Market Study Results
Through this CIO Market Study, Clarkston was able to gain valuable insight on the current status and perceptions of IT departments, including budget, ERP usage, investments, outsourced activities, and department health; department expectations, priorities, and plans for the upcoming year; and important attributes in outsourcing and managed services, among other key findings.
The results of this survey provide a detailed view of many of the challenges that IT departments across the consumer products, retail, and life sciences industries continue to face, particularly as they navigate the ongoing effects of the COVID-19 pandemic in the workplace.
ITâS TIME
TO GET TO KNOW
CLOUD-NATIVE
While more than half (58%) of cloud-native leaders
know a lot about the technology, only 1% of laggards
say the same.
For companies already leveraging cloud-native, the
commitment is strong â and growing. Leaders report
that more than 68% of their apps are supported with
cloud-native technology, and close to three-quarters of
respondents (72%) believe that by the end of 2023 the
majority of their apps will be built that way.
However, while the growth in cloud-native development
is universally expected, 53% of all respondents still claim
to be, at best, âsomewhat familiarâ with the topic.
This lack of knowledge is likely behind the lack of action.
When looking at cloud-native laggards, just over one in
three (34%) have formally evaluated the technology.
Half (50%) have engaged only in informal analysis, and
15% of laggards have given it no consideration at all
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
This document summarizes research on Generation Z employees and IT professionals regarding technology use in the workplace. Some key findings include:
1) Younger employees expect more advanced technology at work than is currently provided, such as laptops instead of desktops, but are aligned with security and policy compliance.
2) Businesses with more Generation Z employees are more likely to allow personal device use at work and have policies to manage it.
3) Younger workers communicate differently at work than with personal contacts, preferring in-person and email over social media for work.
4) Both groups agree end user influence over IT is increasing, especially in businesses with more younger employees, driven by demands for mobility and
The document summarizes key findings from a survey of 332 professionals regarding enterprise mobility programs. Some of the main findings include:
- More than 1/3 of programs are rolling out apps to over 5,000 users, while another 1/3 are rolling out to under 1,000 users.
- Improved business processes and increased user satisfaction were the top benefits sought from mobility investments.
- Productivity apps and field service apps were seen as having the greatest impact on productivity and ROI.
- Security was the top challenge cited, followed by determining ROI and lack of budget.
- Over half of respondents had little or no visibility into important app usage metrics.
- Developing apps for core business processes and improving
To what extent has cloud become a continual source of innovation for organizations? Have they significantly altered their cloud outlook in the face of economic pressures? In what ways are cloud and artificial intelligence coming together?
AMD 2011 Global Cloud Computing Adoption, Attitudes and Approaches StudyAMD
Â
A global research report commissioned by AMD in 2011 to understand the current state of cloud computing. The findings revealed that while the cloud is maturing rapidly, challenges still remain
Explore some of the biggest takeaways from our, â2020 Insight Intelligent Technology⢠Index: The Impact of COVID-19 on Public Sector Organizational Readinessâ report. Youâll learn how prepared public sector agencies felt when they first started adapting to the changes brought on by the pandemic â and how theyâre preparing for a new way forward.
More: http://ms.spr.ly/6006TaHGp
Disruptive Technologies â A 2021 UpdateCTRM Center
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1. Always On. Always Connected.
Keeping Up With Mobility
The Accenture CIO Mobility Survey 2012 Enter u
2. Keeping Up With Mobility
Even while CIOs target mobility as a priority, they face
competitive and development challenges. Whatâs the best way
to develop a cogent strategy and stay ahead of the curve?
If the intense popularity of and focus According to two recent surveys by fragmentation of the mobile
on all things mobile â smartphones, Accenture Research, history is indeed device market, with tablets joining
tablets, connected devices, and mobile repeating itself. Mobile devices have smartphones and complicating
applications â seems familiar, itâs made the transition from being a development issues for Operating
because the 1990s Internet mania secondary device to being a primary System (OS)-specific or browser-based
is repeating itself. Think about it â device; hence they have become a applications. As always, too, questions
suddenly a new technology swept in, platform unto themselves, whether the regarding security and connectivity
threatening and promising to change enterprise supplies them or employees loom over any remote access strategy.
the way people worked. It became an can use their own on a âbring your own
instant priority for IT, but its multiple deviceâ (BYOD) basis. They bring an As with the Internet, our research
facets werenât so easily mastered. astonishing number of capabilities, but shows that successful CIOs should do
companies are still in the early phase three things: understand where in their
Companies spent money creating web of developing their mobility strategies. organization developers are creating
sites akin to âbrochureware,â while While they scramble to develop their mobility applications; discern how to
savvier companies realized that, with mobile strategies, they must balance a quickly integrate them into a cohesive
some careful back-end investment, variety of issues. strategy; and then use that strategy
the Internet could not only offer as a foundation for competitive
data access to employees, partners, These issues include the monetization advantage.
and suppliers, but also represented of applications; accommodating
an unprecedented transactional the divergent needs of employees,
opportunity. The latter companies often customers, prospects, partners, and
thrived while the others floundered. suppliers; addressing the increasing
Accenture CIO Mobility Survey 2012 t Back | Forward u
3. Mobility Is Both a Priority and a Challenge
To gauge the perceptions of mobility among IT professionals,
Accenture Research surveyed several hundred CIOs and several
thousand application developers in North America, Europe,
Asia, and South America in late 2011.
The results were startling. When asked 100 percent of CIOs in China indicated Figure 1: More than two-thirds of organizations rank mobility as
to tally their priorities, 78 percent of mobility was their No. 1 or No. 2 (58 a high priority
CIOs placed mobility in their top five; percent) priority or their top 5 (42
some 38 percent put it in their top two percent) priority. The percentage was 85
How does mobility rank among your list of priorities for
priorities. Only 19 percent said it was percent for CIOs in Mexico, 84 percent your company in the next year?
in their top ten, and 3 percent said it for those in Brazil, and 77 percent for
garnered a âlowâ priority for them. US UK India Brazil China Mexico Total
those in India. The response from the
UK only trailed India by a percentage Very high (top 1 or 2) priority 26.0% 58.3% 33.3% 48.0% 58.3% 65.0% 37.9%
But the survey results also revealed point, but only 66 percent of the CIOs High (within top 5) priority 40.0% 60.0% 43.3% 36.0% 41.7% 20.0% 40.8%
some intriguing anomalies. When in the U.S. rated mobility as their No. 1
Accenture asked CIOs about their Medium (within top 10) priority 30.0% 24.0% 20.0% 16.0% 0% 10.0% 19.0%
or No. 2 priority or their top 5 priority.
priorities for the coming year, the Low priority 4.0% 0% 3.3% 0% 0% 5.0% 2.3%
answers diverged based on geography. Not a priority at all for our 0% 0% 0% 0% 0% 0% 0%
Far more CIOs in emerging markets are company in the next year
focusing on mobility compared to those Total 100% 100% 100% 100% 100% 100% 100%
in established markets. For instance,
Accenture CIO Mobility Survey 2012 t Back | Forward u
4. Why the disparity? We believe that draw the same conclusion regarding Figure 2: Countries mobile priorities differ across regions
emerging marketsâ ability to capitalize greenfield status versus maturity. This
on greenfield opportunities may provide information is significant, however,
the answer; the emerging markets also for companies planning to develop
report a significantly higher lack of applications in those countries, in terms China 58%
interoperability with legacy systems. of understanding the thrust of the
33%
So by focusing on mobility, they can competitive landscape.
avoid the hassle of integrating mobile Brazil 44%
applications with large back-end Other concerns complicate the rush
legacy systems, which were architected toward mobility. No matter where 28%
and built for very different business CIOs were around the world, cost
requirements and frequently require and security led the list of their US 38%
upgrades to accommodate 24/7 mobile concerns. Among CIOs, 50 percent
32%
traffic. In addition, they may not even cited concerns regarding security and
have deployed desktop applications, and 43 percent cited budgetary issues. India 37%
can use the increasing capabilities of Again, concern for these issues differed
smartphones and tablets to leapfrog PC extensively depending on geographical 43%
deployments. location â except in the U.S., where
the results were tied at 54 percent. Mexico 30%
The survey results also showed an Other stumbling blocks cited included
45%
interesting disparity when they a lack of interoperability with current
measured whether companies were systems and a lack of understanding UK 24%
focusing on internal capabilities, such about the benefits of mobility (both
as improving field service and customer at 26 percent); a lack of required skill 56%
service delivery for employees, versus sets for development and deployment
driving revenue through customer (18 percent), fractured ownership of
engagement on mobile devices. In some mobility within the organization (17 Enterprise: Improve field service/customer
cases, in fact, the split was considerable: percent); and lack of engagement service delivery with instant data access,
China CIOs were more focused on from senior executives (16 percent). capture and processing
employees over customers, 58 to 33 Interestingly, this indicates that the
percent, while UK CIOs were more bigger issues are technical rather Consumer: Drive revenue through customer
focused on customers than employees, than cultural, presenting a picture of
engagement on mobile devices.
56 to 24 percent. In this respect, Brazil companies ready to tackle mobility
was closer to China and Mexico was as long as they can get assistance
closer to the UK, so itâs impossible to overcoming the technological issues.
Accenture CIO Mobility Survey 2012 t Back | Forward u
5. Not surprisingly, the top issue for
CIOs was also an issue for application
developers. When developers were
asked to name the smartphone
platform with the best security,
none of the platforms received an
overwhelming endorsement: a little
more than half of the application
developers thought Apple Inc.âs iOS
operating system had the best, while
nearly one-quarter cited Google Inc.âs
AndroidTM operating system.
The results also clearly highlighted
the fragmentation of the mobile
device market. This manifests itself
not only in the vast number of mobile
platforms and devices, but also in
the question of whether to focus on
consumer (B2C) or employee (B2B)
applications. Application developers
rated fragmentation among devices
utilizing the AndroidTM and BlackberryÂŽ
platforms as particularly difficult to
manage, and both platforms scored
lower on their monetization potential
than the iPhoneÂŽ and iPadÂŽ mobile
digital devices.
Accenture CIO Mobility Survey 2012 t Back | Forward u
6. Fragmentation complicates companiesâ Another potential burden on resources:
ability to accommodate one of the decision whether to focus on
the strongest trends in mobility: inbound employee applications or
consumerization or BYOD. By allowing outbound consumer applications.
employees to run applications on Companies inherently understand that
any mobile device, IT runs the risk of offering an application to consumers
having its resources diluted further. At specific to them will likely increase
the same time, our research indicates customer interactivity and intimacy. But
the market is clearly still in flux, with the same divergent number of devices
BlackBerryÂŽ devices that were once on the employee side applies to the
rated as highly favored within the consumer side, complicating the issue
enterprise now receiving âlowâ or âvery of multi-platform development.
lowâ engagement scores. Accordingly,
however, 52 percent of CIO respondents The issue of consumer applications
said they were taking a hybrid approach also relates to monetization, the ability
to development; that is, mediating to ensure that the results of mobile
both native and HTML5 development to development relate to quantifiable
create applications whose user interface revenue streams. 42 percent of all
runs at least partly in an embedded CIOs want to improve field service or
browser. customer service delivery with instant
data access, capture, and processing.
Accenture CIO Mobility Survey 2012 t Back | Forward u
7. On the consumer side, another 40 When asked which capabilities they cycle with improved access to back-end efforts to empower communication
percent want to drive revenue through were focusing on, the trend was systems and data quality for the sales and collaboration among employees
customer engagement. clear: process improvements. In the force. These two areas represented no matter where they were. 53 percent
One might think that all these obstacles next twelve months, some 48 percent the highest percentage of completed of CIOs reported being in the middle of
together constitute a Gordian knot for plan to make changes in processes, projects. projects to improve field and customer
mobility, one thatâs not easily untied or workflow, and employee roles to better service activities.
even sliced. Nothing could be further incorporate mobility services in their An even higher percentage of CIOs
from the truth. Even as companies company. Nearly the same percentage (43 percent) were in the middle of
wrangled with the challenges of the plan to deploy employees dedicated
web fifteen years ago, they grasped to mobile efforts (47 percent). Within Figure 3: Nearly half of CIOs plan to make changes in processes, workflow
its inherent value. The same applies to the same 12-month timeframe, 41 and roles defined to better incorporate mobility services
mobility. percent plan to create a prioritized list
of mobility initiatives; 34 percent plan What components of a mobile strategy do you plan to have in place within the year?
No matter what the obstacles, CIOs to have a dedicated mobile budget; and (Please check)
report a strong commitment to mobile 31 percent plan to deploy application
N = 238 Column N %
technology. On average, companies are lifecycle management initiatives for the
allocating 31% of their discretionary development, testing, and updating of Dedicated mobile budget(s) 33.6%
IT budget to mobility projects in 2012. applications. Prioritized list of mobile initiatives 41.2%
In addition, some 84 percent reported
Dedicated mobility-related employees 46.6%
either an extensively or moderately In addition to making changes to their
developed formal mobile strategy. That business processes to better enable Changes in processes, workflow and roles defined to better incorporate mobility services 47.5%
indicates both a strong commitment mobility, CIOs are already charging full Standard list of devices/platforms required to support 36.6%
to mobilityâs advantages and a high steam into implementing their mobile Application lifecycle management (development, testing, distribution, updating) 31.1%
understanding of its potential benefits. priorities. When asked about what
Interestingly, emerging markets led in mobile services they plan to implement, KPI definition and ability to measure/report/analyze and act 18.5%
being committed to a strategy as well. CIOs cited streamlining operations None of the above 3.4%
In the U.S. and the UK, 76 percent of through the ability to track orders, Total 100%
CIOs indicated they had an extensively assets, or inventory from anywhere; 37
or moderately developed formal mobile percent had completed such efforts,
strategy; for India, Mexico, Brazil, and while another 37 percent were already
China, the figure was significantly executing them. Close behind that (35
higher at 94 percent. percent) was accelerating the sales
Accenture CIO Mobility Survey 2012 t Back | Forward u
8. Tackling the Challenges Through a Cohesive Strategy
Given that mobilityâlike the Internet before itâis equally
confusing and compelling, it only remains for IT to craft a
strategy for conquering it. Creating such a strategy means
first acknowledging the shift from applications containing
data, logic, and presentation tiers to one in which services
exchange information.
A strategy will also help keep the choices, such as whether you will choose to emphasize other key areas
obstacles from overwhelming multiple make applications available through highlighted by the survey results: sales,
internal, though uncoordinated, efforts. external application stores or internal internal collaboration, or applications
What goes into a mobile strategy? downloads. serving customer service.
Accenture sees three important
elements: technology, business Business Requirements. This element Management. Given the degree with
requirements, and management. encompasses identifying where mobile which the mobility market shifts, itâs
solutions are most important within important that CIOs maintain strong
Technology. This element spans your company, so you can prioritize oversight of their strategy, in order to
everything from platform choice to development efforts. Given the strong tweak it when necessary as conditions
development tools. Are you going to commitment that CIOs in emerging shift. It wonât be easy to establish your
internally standardize on one device, markets have toward mobile solutions, strategy because such an effort requires
or encourage the BYOD concept? This it may behoove other CIOs to not not only identifying future projects,
impacts your choice of development only make mobile solutions available but identifying current projects and
tools, which range from native to to employees in other countries, but ensuring that they are nudged toward
cross-platform or hybrid approaches. ensure they are localized properly. your ultimate goals.
It will also affect your deployment At the same time, companies may
Accenture CIO Mobility Survey 2012 t Back | Forward u
9. In essence, CIOs must embark on a three-step process to hone their strategy.
1 2 3
Step one: Discovery. Identify current
projects as well as future goals; keep
in mind that business units may be
Step two: Acceleration. Having
identified the projects you want to
pursue and the underlying technologies,
Step three: Innovation. Once youâve
created a strong foundation for internal
progress, you can start looking at
Perhaps the most important thing to
remember is that youâre still aiming at
a moving target. Remember Internet
tackling applications on their own. promote acceleration by standardizing other capabilities to help make your time? Youâre now living on mobile
your efforts as much as possible. Use mobile applications even more of a time. Devices continue to evolve, as
common code â aka an âapplication competitive advantage. How can you do application development tools. Just
factoryâ â for basic elements spanning target those key areas and create even as you had to do in Internet time, you
people, process, and tools. These help better tools for helping to reduce sales must focus on what aspects of mobility
reduce overlap and increase developer cycles or gathering customer insights at serve your business requirements most,
efficiency. Establishing common the moment theyâre making purchase and recalibrate them periodically. While
interface elements for employees will decisions? Those kinds of insights are you can easily refresh some strategies
also help reduce training time and closer to reality than ever before, but every year or two, for the time being,
increase productivity. only if you understand your strategic you must reconsider your mobile
goals. strategy as often as every six to 12
months to verify that youâre still placing
your bets on the right trends.
Accenture CIO Mobility Survey 2012 t Back | Forward u
10. How Accenture Can Help Companies Devise a Mobile Strategy
For companies staking their claim in mobility, Accenture
brings a spectrum of capabilities as broad as the underlying
challenge.
Its international presence gives it Its Accenture Mobile Services group In the specific area of developing For the technology perspective, this
insight into global mobility issues, helps clients tackle mobility in a variety mobile strategies, it has crafted a requires identifying:
which encompasses an understanding of ways. In addition to helping clients multi-step methodology for companies
of both cultural and technological seize opportunities for growth and to follow. Initially, Accenture Mobility ⢠What devices should be used?
issues relating to development, manage the demands of an always- Services helps clients understand the ⢠What applications are necessary?
deployment, and connectivity. In on environment, it helps clients ramifications of a mobile strategy, ⢠Do they need to be built or can they
addition, it brings cross-industry use mobility to run their businesses both from the business and technology be acquired?
knowledge that helps clients use more efficiently. Whether it involves perspective. For the business ⢠What should the network
mobility to deepen connections with efforts to improve connection and perspective, this includes identifying: infrastructure look like?
consumers, employees, businesses and communication with their workforce, ⢠How will the applications integrate
even machines. their customers, or their partners, ⢠Whoâs going to use the mobile with back-end applications?
Accenture Mobility Servicesâ experience application? ⢠How will the applications be secured?
in nearly every industry brings in-depth ⢠What business processes they touch? ⢠How will the applications be
understanding of how businesses can ⢠What capabilities they need? configured, deployed, maintained,
achieve growth through mobility. ⢠What internal support structure is and updated?
necessary?
⢠What training is necessary?
⢠How should functions be governed?
Accenture CIO Mobility Survey 2012 t Back | Forward u
11. Once Accenture Mobility Services, in Within Accenture Mobility Services
collaboration with the client, answers as well are teams of savvy developers
these questions, they begin the three- experienced in all facets of mobile
step strategic planning approach. applications. Whether clients need
In the Assessment phase, Accenture AppleÂŽ iOS, AndroidTM, or cross-
Mobility Services benchmarks the platform HTML5 applications, the
clientsâ mobility capabilities and Accenture Mobility Services team can
identifies opportunities. In the Blueprint provide the requisite knowledge.
phase, Accenture Mobility Services
defines standards and capabilities Combining all these capabilities,
that should be supported for a future Accenture Mobility Services offers
vision of mobility. Then it develops help with applications, devices and
an implementation roadmap to guide platforms, managed services, and
potential mobility growth. business integration services. With
this unique combination of consulting
and development skills, Accenture and
Accenture Mobility Services have the
capabilities to lead companies from
strategic opportunities to success in
their mobile deployments.
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12. To learn more about Accenture
Mobility Services, visit:
www.accenture.com/mobility
Accenture CIO Mobility Survey 2012 t Back | Forward u
13. Methodology employee (B2E),business to consumer Rights to trademarks referenced herein,
(B2C), business tobusiness (B2B) and other than Accenture trademarks,
In January 2012, Accenture conducted machine to machine(M2M) business belong to their respective owners. We
an online survey with 240 IT opportunities. Accenture offers disclaim proprietary interest in the
professionals (directors of IT, CIOs, CTOs, mobility and embedded software marks and names of others.
Directors of Technologies and Chief services across a wide range of ⢠Apple, iPad, iPhone: AppleŽ, iPhoneŽ
For more information Mobility Officers) across 23 industries industries,devices and platforms, and iPadÂŽ are trademarks of Apple
in 12 countries: Australia, Brazil, China, including Symbian,MicrosoftÂŽ Inc., registered in the U.S. and other
on Accenture Mobility France, Germany, India, Italy, Japan, WindowsÂŽ Mobile, WindowsÂŽ countries.
Mexico, Spain, United Kingdom, and Phone, Androidâ˘, BlackberryÂŽ, ⢠iOS: IOS is a trademark or registered
Services please scan the United States. Half work for companies iPhoneÂŽ,Javaâ˘, Linux, and MeeGoâ˘. trademark of Cisco in the U.S. and
that generate between USD$500 million other countries and is used under
2D barcode and USD$1 billion in annual revenues; license.
the other half between USD$1 billion About Accenture ⢠Android: Android is a trademark of
and USD$5 billion. The January research Google Inc.
also included an online survey of nearly Accenture is a global management ⢠Blackberry: BlackBerryŽ and related
4,000 mobility application developers consulting, technology services
trademarks, names and logos are
based in Africa, Asia/Pacific, Europe, and and outsourcing company, with
the property of Research In Motion
North America, who create applications, more than 244,000 people serving
Limited and are registered and/or
products and services for employees clients in more than 120 countries.
used in the U.S. and countries around
and enterprises, as well as consumers. Combining unparalleled experience,
the world. Used under licence from
comprehensive capabilities across all
industries and business functions, Research In Motion Limited.
About Accenture Mobility Services and extensive research on the
worldâs most successful companies,
Accenture is focused on enabling its Accenture collaborates with clients to
clientsto achieve breakthrough growth help them become high-performance
throughoutthe rapidly changing mobile businesses and governments. The
ecosystem. TheAccenture Mobility company generated net revenues of
Services group offersfive mobility US$25.5Â billion for the fiscal year
services including consulting, ended Aug. 31, 2011. Its home page is
software servicesâapplications, www.accenture.com.
softwareservicesâdevices and
Copyright Š 2012 Accenture
platforms, managedservices, and
All rights reserved. business integration services.
Accenture, its Signature, and These are designed to help
High Performance Delivered organizationsembrace business to
are trademarks of Accenture.
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