Making a strategic move to the cloud means
companies need to be prepared for a new
way of thinking and operating. Moving to
the cloud isn’t—and shouldn’t be—business
as usual. It’s a switch that demands fresh
attitudes in defining what an implementation
is and a completely new way of working. A
global cloud transformation can be complex
and overwhelming for a company that is not
adequately prepared. To achieve success, it is
imperative that the technology aligns with both
a clear executive vision and crucial business
processes. Equally as important, the company
needs to commit to a change strategy
that enables everyone, from executives to
individual users, to engage the new system and
understand its role within the organization.
SAP Cloud Strategy Keynote Sven DeneckenSven Denecken
This document discusses how cloud computing can help businesses better manage operations through increased agility, efficiency and user-friendliness. The cloud is becoming more important and necessary for enterprises, with many already implementing cloud solutions. For cloud solutions to provide value, they must unify tasks, optimize employee allocation and accelerate achieving objectives. The cloud should be hybrid to allow workloads between on-premise and cloud environments. Security is also a key factor for the cloud.
The document summarizes Pure Insight, a European provider of innovation insights and development programs. It offers corporate membership programs, workshops, and competence development programs to help clients build innovation capabilities. Pure Insight works with over 1,200 global customers across Europe, the Middle East, and Africa. Its programs are tailored to clients' needs and delivered through its network of over 1,400 innovation experts.
TUSP is a management consultancy that specializes in change solutions by blending people, process, and technology. They provide 360-degree change process support, including empowering people through change leadership, process reengineering expertise, and helping clients understand how best to utilize technology to solve problems. TUSP consultants have extensive experience successfully managing complex change initiatives.
Ramco OnDemand ERP Case Study – VNC Group Ramco Systems
The VNC Group is a $450 million conglomerate based in Karur, Tamil Nadu that manufactures welding electrodes and steel products. Through timely adoption of technology and focus on quality, the company has grown from a small room in 1983 into a large multi-business group. The implementation of an ERP system recently integrated all the group's companies and provided benefits like consolidated reporting, inventory tracking, and process standardization. The ERP system and continued technology usage will help VNC sustain its goal of consistent rapid growth across various business sectors in the future.
How to Use Technology to Support the Lean EnterpriseFindWhitePapers
This SAP Executive Insight addresses the following questions: . What is the Lean enterprise? . What impact do Lean initiatives have on profitability? . What role does IT play in enabling Lean initiatives? . How is technology connected to the success of Lean initiatives?
Agility is the simple way towards efficiencyMiloud BOUAZZA
1. Agility through simplicity is becoming an important trend as companies seek to adapt to constant changes through more flexible processes. Adopting an Agile approach requires transforming company culture, processes, and mindsets.
2. Large companies are increasingly adopting Agile methods to speed up strategic decision making and improve efficiency through closer collaboration. However, implementing Agile across complex organizations remains challenging.
3. A successful Agile transformation requires buy-in from all levels of an organization and specialized Agile coaching to guide teams through changes to processes and culture. Introducing changes gradually and measuring results is key to a step-by-step transformation.
The document discusses challenges faced when integrating two telecommunications companies, Orange and T-Mobile. It describes how the integration required a large number of short timeline projects that competed for resources with existing business projects. To manage both portfolios, the company established a program management office to coordinate the integration projects and ensure they were prioritized alongside existing business needs. Key activities included aligning senior leadership, establishing common processes, tracking progress, and change management communications. The solution helped integrate the new projects while minimizing delays to existing business operations.
SAP Cloud Strategy Keynote Sven DeneckenSven Denecken
This document discusses how cloud computing can help businesses better manage operations through increased agility, efficiency and user-friendliness. The cloud is becoming more important and necessary for enterprises, with many already implementing cloud solutions. For cloud solutions to provide value, they must unify tasks, optimize employee allocation and accelerate achieving objectives. The cloud should be hybrid to allow workloads between on-premise and cloud environments. Security is also a key factor for the cloud.
The document summarizes Pure Insight, a European provider of innovation insights and development programs. It offers corporate membership programs, workshops, and competence development programs to help clients build innovation capabilities. Pure Insight works with over 1,200 global customers across Europe, the Middle East, and Africa. Its programs are tailored to clients' needs and delivered through its network of over 1,400 innovation experts.
TUSP is a management consultancy that specializes in change solutions by blending people, process, and technology. They provide 360-degree change process support, including empowering people through change leadership, process reengineering expertise, and helping clients understand how best to utilize technology to solve problems. TUSP consultants have extensive experience successfully managing complex change initiatives.
Ramco OnDemand ERP Case Study – VNC Group Ramco Systems
The VNC Group is a $450 million conglomerate based in Karur, Tamil Nadu that manufactures welding electrodes and steel products. Through timely adoption of technology and focus on quality, the company has grown from a small room in 1983 into a large multi-business group. The implementation of an ERP system recently integrated all the group's companies and provided benefits like consolidated reporting, inventory tracking, and process standardization. The ERP system and continued technology usage will help VNC sustain its goal of consistent rapid growth across various business sectors in the future.
How to Use Technology to Support the Lean EnterpriseFindWhitePapers
This SAP Executive Insight addresses the following questions: . What is the Lean enterprise? . What impact do Lean initiatives have on profitability? . What role does IT play in enabling Lean initiatives? . How is technology connected to the success of Lean initiatives?
Agility is the simple way towards efficiencyMiloud BOUAZZA
1. Agility through simplicity is becoming an important trend as companies seek to adapt to constant changes through more flexible processes. Adopting an Agile approach requires transforming company culture, processes, and mindsets.
2. Large companies are increasingly adopting Agile methods to speed up strategic decision making and improve efficiency through closer collaboration. However, implementing Agile across complex organizations remains challenging.
3. A successful Agile transformation requires buy-in from all levels of an organization and specialized Agile coaching to guide teams through changes to processes and culture. Introducing changes gradually and measuring results is key to a step-by-step transformation.
The document discusses challenges faced when integrating two telecommunications companies, Orange and T-Mobile. It describes how the integration required a large number of short timeline projects that competed for resources with existing business projects. To manage both portfolios, the company established a program management office to coordinate the integration projects and ensure they were prioritized alongside existing business needs. Key activities included aligning senior leadership, establishing common processes, tracking progress, and change management communications. The solution helped integrate the new projects while minimizing delays to existing business operations.
Spanning people, processes, and technologies: The business case for Collabora...IBM Rational software
This document discusses the business case for a collaborative DevOps approach between development and operations teams. DevOps at IBM takes a broader view than just deployment automation, aiming to improve automation, integration, collaboration, and optimization across the development and operations lifecycle to achieve better business outcomes. Key benefits of collaborative DevOps include aligning metrics and priorities between teams to reduce conflicting incentives, adopting a shared view of technical debt to minimize costs passed between teams, and gaining efficiencies across the entire software development and delivery process.
This document discusses how Jijesoft can help enterprises facing challenges from changing customer demands and disruptive technologies. Jijesoft provides strategic technology partnerships to help enterprises (I) leverage new technologies to create value, (II) integrate technology into products and services, and (III) manage IT-enabled change initiatives. Jijesoft can help reduce costs through efficiency gains and help enterprises adapt to market transitions through innovation and timely responses.
Anastasia Astridge is a change and training manager with over 5 years of experience developing comprehensive change strategies and training plans for large-scale projects. She creates tailored approaches for each client that involve stakeholder workshops and change agents to build buy-in and ensure changes are implemented successfully. Her goal is to coach teams and enable lasting changes that improve business outcomes.
This document discusses how Agile development practices that started in development functions are now spreading to other departments in technology companies. While Agile has benefits, its effects on relationships between development teams and other departments need to be addressed consciously. The document advocates for a more deliberate adoption of Agile practices across product-related functions to fully realize Agile's potential and avoid unintended consequences. It notes that Agile development naturally leads to the need for Agile engagement across the entire company.
The document discusses how a company successfully navigated organizational change. The company implemented new systems, strategies, and a culture focused on proactively managing opportunities. It addressed financial processes, customers, internal processes, and employee growth. Challenges included resistance and rising costs, but the company committed to change and measured successes using key performance indicators. By gaining employee buy-in and flexibility from leadership, the company was able to successfully embrace change.
Presentation of SAP's latest in-memory technology Hana, presentation to School of Information and Service Economy of Aalto University Helsinki, Prof. Matti Rossi, presentation includes links to demo systems and explains how to apply for access to a real SAP Hana system.
This document critiques presentations that use "red herrings" to argue for agile over traditional project management approaches. It asserts that many criticisms of traditional approaches actually represent examples of bad project management practices, not limitations of the approach. The document recommends focusing on established processes for areas like problem detection, continuous improvement, and lessons learned rather than presented conjectures. It concludes that for agile to be taken seriously by business leaders, it needs to demonstrate how it improves established processes and show value in quantifiable business terms rather than anecdotal experiences.
Five Reasons To Integrate Microsoft Visual Studio Team Systems_victoria
This guide will provide you with a comprehensive overview on why VSTS is vital across all phases of product life-cycle management. It will also help you to better understand how you can rationalize development costs, gain higher product quality and accelerate development cycles with VSTS.
The Agile Scaling Model (ASM) provides the context and advice for effectively tailoring agile techniques. It describes how to extend the agile construction life cycle into a full-fledged disciplined agile delivery life cycle. It then describes how to tailor agile practices to address scaling factors which an agile team may face, including team size, physical distribution, organizational distribution, regulatory compliance, organizational complexity, technical complexity, and enterprise disciplines (such as enterprise architecture, reuse, and portfolio management).
The document discusses scaling agile techniques for software development projects and organizations. It defines agile development and outlines criteria for determining if a team is truly agile. The Agile Scaling Model is introduced as a framework for adopting and tailoring agile practices to address unique project challenges. The model emphasizes adopting a full disciplined agile delivery process rather than just partial methods. It also evaluates eight scaling factors that determine a project's complexity, such as team size, geographic distribution, compliance needs, and technical complexity. Adapting agile practices to address applicable scaling factors is key to successful adoption at both the project and organizational levels.
This document discusses enterprise agility and adaptive leadership. It describes three levels of agility within organizations: strategic, portfolio, and operational. Strategic agility allows an organization to create and respond to changes in a turbulent business environment. Portfolio agility focuses on high-value projects and reducing work bottlenecks. Operational agility refers to agile development practices. True enterprise agility requires an adaptive leadership approach that can facilitate organizational changes across all levels.
Fleming Consulting specializes in developing lean production systems using Toyota Production System principles and methodologies. They offer customized training, implementation, and coaching services to help small and mid-sized organizations define value through the customer's eyes, identify wasteful processes, reduce costs, and sustain improvements. Fleming uses a structured methodology and tools to analyze operations and prioritize opportunities. Their hands-on, interactive approach is designed to both understand a company's value stream and create motivation to implement changes. Clients see sustainable 400% returns on investment by integrating lean principles into strategies and structures to eliminate waste and boost profits.
Muralidharan P.M has over 16 years of experience as an Oracle HCM/HRMS Payroll technical consultant, with expertise in modules like payroll, compensation, staffing, benefits, and Oracle Fusion HCM. He has worked on multiple implementation projects for clients like Cisco and Wipro, and also has experience in upgrades, customizations, and production support. The document provides details of his skills, qualifications, and work history demonstrating his extensive experience in Oracle HCM implementations and support.
Ananth Technologies is a global IT services and solutions provider founded in 1992 that services Fortune 1000 companies. It has over 750 engineering professionals working from R&D centers in India and design centers globally. Ananth provides services including application development, infrastructure management, testing, and engineering across industries like aerospace, manufacturing, and healthcare. It uses a delivery model called GlobalOne to balance quality, cost savings, and localization through unified project teams across onsite and offsite locations.
The document outlines a presentation on frameworks and methodologies. Slide 1 provides an overview of topics to be covered including why projects fail, benefits of frameworks, differences between frameworks and standards, and how frameworks can be applied across the product lifecycle. Following slides discuss specific frameworks like COBIT, CMMI, ITIL, and how they relate to business management philosophies and achieving objectives. The presentation emphasizes how frameworks provide guidance, alignment of goals, and improved collaboration and governance.
Scrum Day 2012 Keynote: Combining Design and DevelopmentTobias Schimmer
1) Traditionally, design and development were separate processes but agile methodologies aim to combine them through practices like user story mapping and prototyping.
2) Design thinking focuses on understanding problems from the user perspective through techniques like personas and user research to create the right solutions.
3) At SAP, design and development teams work collaboratively using shared principles and practices like product vision, product backlog, and iterative development to better meet user needs.
Leading Innovation: Insights From the Real World AchieveGlobal
This research was conducted with leaders from organizations with a proven track record of innovation success. The report sheds light on the critical issues surrounding innovation and the implications for organizations.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
The document discusses how enterprises can maximize the value of cloud computing by migrating more workloads to the cloud, getting the most out of hyperscale cloud providers by leveraging their innovations and investments, modernizing architectures and applications for the cloud to increase organizational speed and agility, running and optimizing workloads in the cloud for higher business performance, and using cloud to enable innovation and growth through new business models. It provides guidance on prioritizing workloads for migration, establishing partnerships with hyperscalers, and leveraging their ongoing innovation through a cloud center of excellence.
The Social Physics of Cloud-Native Transformation: Changing Organizational In...VMware Tanzu
SpringOne Platform
Session Title: The Social Physics of Cloud-Native Transformation: Changing Organizational Inertia
Speakers: Banu Parasuraman, Chief Technologist, Wipro and Rahul Shah, VP and Global Head of Consultative Sales, Partnerships and Solutions for Wipro Digital, Wipro Digital
Youtube: Coming Soon
Spanning people, processes, and technologies: The business case for Collabora...IBM Rational software
This document discusses the business case for a collaborative DevOps approach between development and operations teams. DevOps at IBM takes a broader view than just deployment automation, aiming to improve automation, integration, collaboration, and optimization across the development and operations lifecycle to achieve better business outcomes. Key benefits of collaborative DevOps include aligning metrics and priorities between teams to reduce conflicting incentives, adopting a shared view of technical debt to minimize costs passed between teams, and gaining efficiencies across the entire software development and delivery process.
This document discusses how Jijesoft can help enterprises facing challenges from changing customer demands and disruptive technologies. Jijesoft provides strategic technology partnerships to help enterprises (I) leverage new technologies to create value, (II) integrate technology into products and services, and (III) manage IT-enabled change initiatives. Jijesoft can help reduce costs through efficiency gains and help enterprises adapt to market transitions through innovation and timely responses.
Anastasia Astridge is a change and training manager with over 5 years of experience developing comprehensive change strategies and training plans for large-scale projects. She creates tailored approaches for each client that involve stakeholder workshops and change agents to build buy-in and ensure changes are implemented successfully. Her goal is to coach teams and enable lasting changes that improve business outcomes.
This document discusses how Agile development practices that started in development functions are now spreading to other departments in technology companies. While Agile has benefits, its effects on relationships between development teams and other departments need to be addressed consciously. The document advocates for a more deliberate adoption of Agile practices across product-related functions to fully realize Agile's potential and avoid unintended consequences. It notes that Agile development naturally leads to the need for Agile engagement across the entire company.
The document discusses how a company successfully navigated organizational change. The company implemented new systems, strategies, and a culture focused on proactively managing opportunities. It addressed financial processes, customers, internal processes, and employee growth. Challenges included resistance and rising costs, but the company committed to change and measured successes using key performance indicators. By gaining employee buy-in and flexibility from leadership, the company was able to successfully embrace change.
Presentation of SAP's latest in-memory technology Hana, presentation to School of Information and Service Economy of Aalto University Helsinki, Prof. Matti Rossi, presentation includes links to demo systems and explains how to apply for access to a real SAP Hana system.
This document critiques presentations that use "red herrings" to argue for agile over traditional project management approaches. It asserts that many criticisms of traditional approaches actually represent examples of bad project management practices, not limitations of the approach. The document recommends focusing on established processes for areas like problem detection, continuous improvement, and lessons learned rather than presented conjectures. It concludes that for agile to be taken seriously by business leaders, it needs to demonstrate how it improves established processes and show value in quantifiable business terms rather than anecdotal experiences.
Five Reasons To Integrate Microsoft Visual Studio Team Systems_victoria
This guide will provide you with a comprehensive overview on why VSTS is vital across all phases of product life-cycle management. It will also help you to better understand how you can rationalize development costs, gain higher product quality and accelerate development cycles with VSTS.
The Agile Scaling Model (ASM) provides the context and advice for effectively tailoring agile techniques. It describes how to extend the agile construction life cycle into a full-fledged disciplined agile delivery life cycle. It then describes how to tailor agile practices to address scaling factors which an agile team may face, including team size, physical distribution, organizational distribution, regulatory compliance, organizational complexity, technical complexity, and enterprise disciplines (such as enterprise architecture, reuse, and portfolio management).
The document discusses scaling agile techniques for software development projects and organizations. It defines agile development and outlines criteria for determining if a team is truly agile. The Agile Scaling Model is introduced as a framework for adopting and tailoring agile practices to address unique project challenges. The model emphasizes adopting a full disciplined agile delivery process rather than just partial methods. It also evaluates eight scaling factors that determine a project's complexity, such as team size, geographic distribution, compliance needs, and technical complexity. Adapting agile practices to address applicable scaling factors is key to successful adoption at both the project and organizational levels.
This document discusses enterprise agility and adaptive leadership. It describes three levels of agility within organizations: strategic, portfolio, and operational. Strategic agility allows an organization to create and respond to changes in a turbulent business environment. Portfolio agility focuses on high-value projects and reducing work bottlenecks. Operational agility refers to agile development practices. True enterprise agility requires an adaptive leadership approach that can facilitate organizational changes across all levels.
Fleming Consulting specializes in developing lean production systems using Toyota Production System principles and methodologies. They offer customized training, implementation, and coaching services to help small and mid-sized organizations define value through the customer's eyes, identify wasteful processes, reduce costs, and sustain improvements. Fleming uses a structured methodology and tools to analyze operations and prioritize opportunities. Their hands-on, interactive approach is designed to both understand a company's value stream and create motivation to implement changes. Clients see sustainable 400% returns on investment by integrating lean principles into strategies and structures to eliminate waste and boost profits.
Muralidharan P.M has over 16 years of experience as an Oracle HCM/HRMS Payroll technical consultant, with expertise in modules like payroll, compensation, staffing, benefits, and Oracle Fusion HCM. He has worked on multiple implementation projects for clients like Cisco and Wipro, and also has experience in upgrades, customizations, and production support. The document provides details of his skills, qualifications, and work history demonstrating his extensive experience in Oracle HCM implementations and support.
Ananth Technologies is a global IT services and solutions provider founded in 1992 that services Fortune 1000 companies. It has over 750 engineering professionals working from R&D centers in India and design centers globally. Ananth provides services including application development, infrastructure management, testing, and engineering across industries like aerospace, manufacturing, and healthcare. It uses a delivery model called GlobalOne to balance quality, cost savings, and localization through unified project teams across onsite and offsite locations.
The document outlines a presentation on frameworks and methodologies. Slide 1 provides an overview of topics to be covered including why projects fail, benefits of frameworks, differences between frameworks and standards, and how frameworks can be applied across the product lifecycle. Following slides discuss specific frameworks like COBIT, CMMI, ITIL, and how they relate to business management philosophies and achieving objectives. The presentation emphasizes how frameworks provide guidance, alignment of goals, and improved collaboration and governance.
Scrum Day 2012 Keynote: Combining Design and DevelopmentTobias Schimmer
1) Traditionally, design and development were separate processes but agile methodologies aim to combine them through practices like user story mapping and prototyping.
2) Design thinking focuses on understanding problems from the user perspective through techniques like personas and user research to create the right solutions.
3) At SAP, design and development teams work collaboratively using shared principles and practices like product vision, product backlog, and iterative development to better meet user needs.
Leading Innovation: Insights From the Real World AchieveGlobal
This research was conducted with leaders from organizations with a proven track record of innovation success. The report sheds light on the critical issues surrounding innovation and the implications for organizations.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
The document discusses how enterprises can maximize the value of cloud computing by migrating more workloads to the cloud, getting the most out of hyperscale cloud providers by leveraging their innovations and investments, modernizing architectures and applications for the cloud to increase organizational speed and agility, running and optimizing workloads in the cloud for higher business performance, and using cloud to enable innovation and growth through new business models. It provides guidance on prioritizing workloads for migration, establishing partnerships with hyperscalers, and leveraging their ongoing innovation through a cloud center of excellence.
The Social Physics of Cloud-Native Transformation: Changing Organizational In...VMware Tanzu
SpringOne Platform
Session Title: The Social Physics of Cloud-Native Transformation: Changing Organizational Inertia
Speakers: Banu Parasuraman, Chief Technologist, Wipro and Rahul Shah, VP and Global Head of Consultative Sales, Partnerships and Solutions for Wipro Digital, Wipro Digital
Youtube: Coming Soon
Simply Business Cloud, asserts that:
- Businesses like the Cloud because it delivers
- A new Cloud benchmark has evolved
- Businesses are taking a step-by-step adoption approach to Cloud maturity
- Cloud is now the default for powering new business solutions
Most companies struggle to successfully migrate to the cloud because they lack a clear roadmap. The document provides six best practices for cloud planning based on experience helping companies migrate: 1) Ensure all stakeholders are onboard from executives to end users, 2) Roll out cloud services in phases to test effectiveness, 3) Align cloud purchases with business goals, 4) Choose a committed technology partner, 5) Coordinate the move across subsidiaries, and 6) Define processes upfront. Following these practices can help make the cloud migration process easier.
Dreamforce Debrief - One small step for man.. One giant leap for TeliaSoneraCapgemini
TeliaSonera and Capgemini are collaborating to implement a cloud-based Salesforce solution to address TeliaSonera's business challenges of separate organizations, processes, and lack of full customer overview. Capgemini will draw on its experience implementing similar solutions for billing, operations, and support systems. The collaboration aims to harmonize processes based on best practices through workshops and agile development. The solution will integrate legacy systems and involve key stakeholders throughout implementation and after go-live to ensure adoption and knowledge transfer.
Managing Your Business Through Change: Introducing Bluewolf BeyondBluewolf
The rise of SaaS and cloud based business services have in effect killed the dinosaurs of the software consulting industry. Introducing Bluewolf Beyond.
Enterprise Case Study: Enabling a More Mobile Way of Working Citrix
Worldpay implemented Citrix XenMobile to enable a more mobile workforce and reduce IT complexity. By analyzing employee behaviors, Worldpay determined mobile users primarily consumed content rather than created it. Worldpay deployed XenMobile across all Citrix users to provide new mobile capabilities and transform how employees worked. This involved an upfront investment but was expected to save costs over three years. The implementation allowed employees to access corporate resources remotely using their own devices.
Cloud computing and Innovation in ManufacturingInfosys
The document discusses how cloud computing can enable innovation and growth in manufacturing. It argues that the cloud has the power to accelerate product development by enabling seamless collaboration. The cloud lowers barriers to innovation by reducing costs, shortening timelines, and allowing collaboration across locations and organizations. The document provides examples of how manufacturers can leverage the cloud for collaboration, mobility, and analytics to further innovation.
Business Day ahead of the curve interview Avsharn BachooAvsharn
An insurance company rebuilt its decades-old legacy enterprise platform and moved it to the cloud in under nine months, which is faster than the typical two to three years for such a migration. The company tested various cloud providers and found that Google provided the best performance across price, speed, and supporting open source applications. The company worked to change its culture to embrace cloud-native development and a "test and learn" approach. After nine months, the company's entire enterprise architecture was migrated to the cloud using a combination of SaaS, PaaS, and IaaS, allowing it to innovate more easily and put budgets toward growth. The story provides lessons for South African businesses on embracing cloud technologies to avoid falling behind
Cloud computing has come of age. Though it started out as an idea, cloud computing has now outgrown its initial premise. Infrastructure scalability, virtualization-led savings, faster development cycles, and private cloud-driven efficiency are only a part of what the cloud can offer to enterprises, and there is the promise of more to come.
ThoughtWorks Head of Technology Scott Shaw and Principal Technologist Tiago Griffo discuss how successful cloud adoption is about going beyond the technology; it's about the organisational, operational and technical changes that are required for businesses to unlock the true value of cloud.
Reflections and Insights on Cloud adoption and acceleration for successful digital transformation https://www.cioreviewindia.com/magazines/ibm-google-technology-special-august-2018/ {{page no-26}}
Are you searching for a partner to help you navigate Microsoft Dynamics 365 for your financial and operational needs in the USA? Look no further! We offer expertise as a Microsoft Dynamics 365 Finance & Operations Partner, providing comprehensive solutions and implementation services.
In the digital-centric business environments of today, the integration of cloud computing with progressive software development stands as a key driver in reshaping IT infrastructures.
Read this Article here: https://ciente.io/blogs/cloud-computing-and-software-a-dynamic-duo-for-it-transformation/
Get some Articles here: https://ciente.io/
Follow for more Technical Tech talk: https://ciente.io/techtalk/
Agile - Transforming Small Team Thinking Into Big Business ResultsKurt Solarte
This whitepaper discusses challenges with scaling agile development methods within large Australian enterprises. While agile has proven successful for small teams, coordinating agile teams across multiple projects and disciplines remains difficult. The paper recommends Disciplined Agile Delivery (DAD), a flexible framework that allows customization of agile practices for each team. Successful scaling also requires investment in tools that support the full delivery lifecycle as well as organizational change management.
Learn how to leverage software on premise infrastructure and public cloud to automate common IT and business processes, create a better user experience and save money
The document discusses how cloud computing is increasingly being used for learning and development in organizations. It provides three key benefits of using cloud computing for learning: 1) It reduces costs by eliminating the need to purchase and maintain on-premise hardware and software; 2) It provides flexibility to quickly scale learning resources up or down as needed; 3) It allows for easy integration of different learning applications and systems through the cloud. The document outlines how organizations are using cloud learning for delivering courses, creating content collaboratively, and enabling informal learning.
The document discusses nine case studies of companies that underwent IT transformation projects with the help of VMware Professional Services. The cases represent a range of industries and company sizes. Key lessons from each case are presented in 1-3 sentences, focusing on the challenges faced, solutions implemented, and results achieved. Overall, the document promotes the value of partnering with VMware Professional Services for customized expertise and guidance throughout the IT transformation journey.
The Big Three tech trends—mobility, cloud computing and the
Internet of Things—show that the world is truly going digital. As a
result, organizations need to begin operating at the speed of digital, especially if the business is to take advantage of real-time, alwayson connections within a data-rich environment.
Mobility in particular is at the heart of the digital customer
experience, with users increasingly spending more time with their
devices. And the mobile theme of always-on, always-available further increases the need for organizations to embrace truly agile approaches to development, expanding the definition of becoming quicker and more adaptive. Mobility also relies on an ecosystem of applications and systems to deliver desired, compelling customer experiences. It requires that front-end mobile apps as well as other applications in the ecosystem move at lightning speed.
Similar to Global Cloud Transformation: Setting the Stage for Success (20)
Governance and the Social Enterprise
James Hindes, The Standard, Director of Enterprise CRM
Lou Fox, Blue Wolf Group, CTO
James Burns, Salesforce.com, Director - Platform
Agenda
Introductions
A Strategic Governance Framework for the Salesforce Platform
The Standard’s Journey to Cloud Governance
Q&A
James Burns
Company – Salesforce.com
Role - Director – Platform Community Solution Advisors
Salesforce experience - 18 months
30 years Enterprise Architecture and design
Strategic Governance Framework
The Standard’s Journey to Cloud Governance
James Hindes – Director Enterprise CRM
Lou Fox – CTO, Blue Wolfe
James Burns
Director – Platform
Community Solution Advisors
http://uk.linkedin.com/in/burnsjames
CoE Drives Strategic Alignment and Ensures Value
Change Control
Basically to manage successful projects its needs 3 key ingredients:
The correct Processes for the job at hand.
The correct people.
The use of the correct techniques for the job at hand.
Traditional via Cloud
Over the years many great IT projects have delivered successfully.
With Cloud we can build on these processes and techniques.
No need to reinvent them.
The Single Org vs Multi Org Dilemma
Decision Process Methodology
Business Considerations
Solution speed to market
Flexibility and adaptability
Frequency of change
Predictability of delivery
Regional, global user base
Commonality of business process across the company
Collaboration use cases
Cross-application access across Salesforce applications to backend systems eg SAP
Technical Considerations
Data security level
Sharing of data across Salesforce applications
Record level access rights
User profiles
Business reporting requirements
Salesforce Org level security and system administration complexity
Common functionality between applications
Do the applications need to share data
Coding Standards
Strategic Governance Framework
This document discusses how to strategically staff Salesforce initiatives using an elastic workforce model. It emphasizes leveraging various resourcing strategies including consultants, managed services, contractors, and repurposing existing staff. This elastic model allows organizations to quickly adjust resource levels and control costs. The document also stresses the importance of cloud governance structures like master data management, development rules, and release processes to effectively manage a complex, enterprise-wide Salesforce implementation supported by a flexible workforce.
This document discusses designing great mobile applications. It notes that enterprises are going mobile to put the right tools in the hands of users at the right time, and that mobile design should focus on intuitiveness, ease of use and speed just like consumer design. When developing a mobile strategy, companies should focus on common tasks that benefit from mobile access and create clean, easy interfaces that support workflows. The development process should involve iterating based on user feedback. Key questions to consider include what business goals the app enables, how the functionality benefits from mobility, how easy tasks are to complete, how much the app will be used at once, and whether users can figure it out without training.
Webinar: Driving greater sales performance through gamificationBluewolf
Thought leaders Brian Weimer of Bunchball and Natasha Oxenburgh of Bluewolf share practical tips and advice on how to get your employees engaged around the customer experience:
-How collaborative sales teams drive more revenue
-How gamification recognizes individuals and rewards teamwork -- rather than focusing on only a few top achievers
-Innovative Change Management strategies
-How Bluewolf turned employees into brand ambassadors while growing inbound Marketing efforts
Customer Service is a new corporate battleground. Companies need to provide state of the art customer service in order to compete and in this new market. This white paper discusses the business value and best practices of integrating your companies phone system with a strong central CRM.
How Technology Has Transformed The WorkforceBluewolf
The rapid adoption of mobile, cloud, and social technologies has caused a major shift in the IT landscape and the makeup of its workforce. The omnipresence of these technologies in peoples' daily lives and in the workplace has ignited IT staffing budgets and the job market for IT Pros. Stephany Samuels, Senior VP, Bluewolf, discusses the technology skillsets that are in the highest demand for 2012. In addition to the Q4 hiring outlook for IT professionals, we share strategies for hiring and retaining top tech talent.
Huntington Bank is a regional bank headquartered in Columbus, Ohio serving six Midwestern states with over 600 branches. They implemented Salesforce, branded internally as MAX, across their entire organization to over 11,000 employees to facilitate cross-segment referrals, opportunities, activities, customer management, and reporting. Change management tactics included branding, social networking on an internal "hbook" site, communications, and champion-led training. Five months post-launch, MAX led to a significant increase in referrals, investments, loans, insurance policies, and other cross-segment "wins". Lessons learned emphasized ongoing communications, feedback loops, and flexible training options.
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I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
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Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
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Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
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- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
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Overview
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- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
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6. Viewing Kafka Messages in the Data Lake
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7. What is Prometheus?
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8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
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Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
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See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
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- Key themes to consider in developing and maintaining your privacy program
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An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
2. The Agile
Enterprise
introduction platforms ultimately offer a more flexible
and scalable way to meet today’s business
Making a strategic move to the cloud means
challenges (vs. on-premise solutions). Because
companies need to be prepared for a new
cloud technologies have removed many of the
way of thinking and operating. Moving to
“We can view market
burdens of ongoing hardware and application
the cloud isn’t—and shouldn’t be—business
maintenance costs, IT departments are freed
share for any given
as usual. It’s a switch that demands fresh
to focus on business innovations that can
attitudes in defining what an implementation
is and a completely new way of working. A
ultimately fuel company growth. product, and we can
global cloud transformation can be complex But without a broader company change, track product tests. It
almost goes without
and overwhelming for a company that is not the benefits of the cloud will not be
adequately prepared. To achieve success, it is realized. Success is dependent on making
imperative that the technology aligns with both a commitment to become a more agile saying that the Gates
a clear executive vision and crucial business enterprise. An agile enterprise not only senior leadership team
has embraced the
processes. Equally as important, the company embraces flexible technology, but also
needs to commit to a change strategy establishes processes that promote
that enables everyone, from executives to continuous innovation, leaves room for a little reporting capabilities of
individual users, to engage the new system and chaos, guides users to embrace change and Salesforce and is eager
understand its role within the organization.
to continue to use it as
collaboration, and leverages a multi-sourcing
Bluewolf has a proven methodology that resource strategy to match ongoing innovation
enables enterprises to set the foundation for to the pace of business (something Bluewolf a solution for navigating
real change and ultimately achieve success. calls an “ elastic workforce”). Transitioning our commercial sales
Best practices, developed over a decade of
interests.”
to the cloud is not a single project, but an
helping hundreds of companies with complex, iterative journey that must include a method
global implementations, provide a validated to execute, measure, and sustain innovation Karl Moritz, Senior Vice
roadmap to achieving company goals with within the organization. President Global End-Market
the cloud. Strategy, Gates Corporation
cloud technology and the Characteristics of an Agile Enterprise
agile enterprise Promotes continuous innovation
in processes.
Cloud computing has the potential to
Leaves room for a little chaos.
promote significant cultural changes across a
Trains people to embrace change and
global organization. By moving to the cloud,
collaboration.
executives are embracing a vision that the
Remains iterative through elastic
old way of doing things is not an effective
resources.
strategy to keep up with the pace of change in
Embraces flexible technology.
today’s business environment. Cloud-based
join the agile conversation www.bluewolf.com 2
3. Global Cloud Case Study
Company the entire region online. In addition to customizing
Based in Denver, Colorado USA, Gates Corporation Salesforce for the needs of each region, Bluewolf also
is a world leader in industrial engineering and transferred all of the data from the previous CRM
manufacturing. The company employs over 14,500 solution used by Gates and coordinated on-site, end-
staff and has operations in all of the world’s major user training localized for each country.
markets, including North and South America, Europe,
Languages Deployed
Asia, Australia, and the Middle East.
English, Spanish, German, French, Italian
Challenge
Number of Currencies Deployed
Because of an inability to efficiently generate metrics
Thirty-six
on customer interactions, sales personnel could not
easily view the status of leads. This deficiency delayed Results
the time it took to close many deals. Gates wanted Gates improved efficiency at managing and following
to standardize global reporting and metrics for five up on leads, which led to the ability to close proposals
different regions (Northeast, Middle East, South more quickly and generate increased revenue.
America, Asia and Europe) while giving regions ability Because managers can now see how well sales reps
to customize processes. pursue leads, Gates created a follow-up incentive
program, and, since that time, the effectiveness of
Implementation strategy
prospect follow-ups has improved greatly. Gates
Gates Corporation decided to deploy Salesforce
leadership has recognized the value of Salesforce to
globally. Using a Bluewolf Blueprint, the company
the extent that the team has re-purposed the global,
gained a clear vision of requirements, timelines,
internal, and professional sales training program
and costs. Bluewolf began by deploying Salesforce
to not only include onboarding to the solution, but
in one region at a time, with each region building
positions Salesforce as the centerpiece of their sales
out customized processes that matched local
reporting strategy.
requirements. To ensure the success, Bluewolf
deployed pilot tests within each region before bringing
common global cloud Siloed operations and platforms
implementation challenges Though a company may be global, many
Global cloud implementations present of its international business units and IT
enterprises with unique challenges that add departments operate autonomously. Multiple
complexity and scale to any typical cloud applications and tools, used for the same
implementation. After more than a decade of purpose across the globe, make it impossible
experience helping thousands of companies to get a holistic global view of the business
implement successful cloud projects, Bluewolf from a reporting perspective. This reliance on
has identified common challenges unique to legacy systems can complicate integration,
global transformations: and is especially true when the company has
grown by acquisition. A critical step before
join the agile conversation www.bluewolf.com 3
4. embarking on a broader, global rollout is to there are the more tangible differences in
clearly communicate a vision and collaborate language, currency, security, and compliance
with appropriate stakeholders. that companies may not review and plan for
during the initial phases. Cultural differences
No clear goals can be a major reason why global cloud
Along with communication and collaboration, implementations fail if they are not taken
some companies establish vague goals for into consideration.
technology projects such as “a 360-degree
view of customers” or “more visibility into Time zones
sales pipeline.” But without defining a clear If regions need to work together and
set of measurable business objectives and collaborate toward a common goal, then
their corresponding strategies, it is difficult time zones become a barrier to getting
to build the right supporting processes. It is the work done. A team in Brazil may have
not uncommon for there to be misalignment to wait for a response from a team in the
between the overall goals expected by United States that is five hours behind. Also,
corporate, and the specific strategies, many companies underestimate how much
activities, and key metrics employed by on-site work is needed for a global cloud
different regions and business units. Lack of project to be successful. Cutting costs in
leadership alignment around key business this area may not be effective because it is
goals and how each business unit will measure often the relationships that are built during
and achieve them, is a major reason why implementation that drive how the project will
global cloud implementations fail to produce fare beyond go live.
impactful results.
Data migration
Cultural differences This is a major issue even for single regional or
From simple communication methods to business unit cloud implementations. When
distinctions on how each region trains and a company looks at a global implementation,
adopts new technology, regional distinctions data migration becomes increasingly complex,
can have a more profound effect than many including data in multiple languages, different
companies realize. For example, though leader address formats, disparate data sources, and
rankings and dashboards effectively promote the quality of the data. Compliance around
adoption in the United States, they may not data quality within specific regions can also
translate as well in Japan where goals are complicate global cloud implementations.
always set at a group level rather than an Since data is the foundation for any cloud
individual one. These issues tend to be the application, it is imperative that data
result of not taking the time to effectively migration and ongoing management is
gain buy-in at the beginning of the initiative, considered upfront.
across the global organization. Additionally,
join the agile conversation www.bluewolf.com 4
5. Salesforce: Single vs. Multi-Org?
Should your company leverage a single instance of Collaboration Needs
Salesforce or implement a multi-instance strategy? When a common customer exists, leveraging a
Throughout our 12 years in this ecosystem, we have single org can make it easier to share data between
established a point of view that there is no one-size- geographies and segments, achieve company-wide
fits all approach. It is critical to step back and look collaboration with applications like Chatter, and better
at your organizational processes, objectives, and align marketing, sales, and service processes. In cases
culture holistically before determining how to roll out with geographically segmented customer bases or
a global footprint. Below are some decision criteria to business lines that don’t need to cross-sell, they can
consider: autonomously operate in multiple orgs.
Organizational Structure Flexibility
Is the enterprise currently centralized or Agile custom development with Salesforce is easier
decentralized, and will this change in the near with the multi-org approach since there is direct
future? In terms of technology, are the backends regional control. Not only can different groups
centrally controlled? Detailed analysis of operations use different editions, but there is also no risk of
is critical, especially for companies that grow impacting other business segments, so less time is
through acquisition. spent gaining buy-in. A single org requires a strong
globally focused governance strategy and changes to
Global Reporting Requirements
modules, fields, and workflow must be agreed to by
Having a single org makes it easier to generate a
and/or communicated to all business units.
360-degree view of customer data, forecasting,
and real-time executive reports. It is still possible to Data Concerns and Admin Capabilities
establish global reporting under a multi-org approach, Regulatory compliance, data security, storage, system
however master data management strategies become integration, and even sheer data volume can all
increasingly important and additional work is needed. impact the ideal choice in org structure. Company
culture also plays an important part. If an enterprise
Business Process Synergy
is driven centrally from a global headquarter, a single
When business units share similarities between
management hub or administrative strategy may be
products and sales processes, a single org approach
preferred. If the company operates with more regional
can deliver operational efficiency and visibility.
autonomy, an approach that provides localized
However, mandating standardized processes globally
control might increase the administrative burden, but
can be challenging, as it requires not only evaluating
ultimately make a company more responsive.
and prioritizing real business drivers, but also strong
change management to transform behaviors.
global cloud implementation Establish clear goals and metrics
best practices Why is the organization moving to the
Along with common challenges identified cloud globally? What business goals will the
from helping clients with global cloud technology support? The more specific the
implementations, Bluewolf has developed a set goal, the easier it will be to design processes
of best practices that have been proven to set that support it. For example, a goal to increase
the stage for success: revenue by 10 percent within two quarters is
very specific. As one strategy, leadership could
agree to focus existing sales reps on cross-
join the agile conversation www.bluewolf.com 5
6. The Case for Global Cloud Governance
What Is Cloud Put simply, cloud governance is the policies, processes, and framework for
Governance? continuing to innovate on live global cloud applications. The objective is to
establish global system stability and to ensure changes are made rapidly with
clear business benefits.
The Importance Without cloud governance, the organization will strain to keep pace with user
of Cloud requests, adoption, market shifts, and new releases. A governance strategy can
Governance help your company create an established method to filter and prioritize change
requests to ensure that they deliver global business value.
The Role Enterprise IT departments are generally process and quality experts, and it
of IT makes no sense to take away what IT does well. Instead, the conversation
should be about adapting traditional governance strategies to leverage the
unique benefits of global agile cloud development. Cloud governance is unique
from traditional governance models in its ability to encourage IT to partner with
business leaders and innovate at the pace of business.
The Role of The business plays an equally important role. Since they are customer facing,
Business they provide the context for business users and lead efforts to innovate in ways
that produce employee and customer value. Leaders work together to define
clear, measurable goals and help communicate the importance that the cloud
and deployed processes play in driving organizational value.
The Key to successful cloud governance is the establishment of a global
Governance governance board. The board is comprised of both executive and regional
Board departmental stakeholders. Executive stakeholders work on high level
innovation and strategy, while departmental stakeholders ensure
enhancements are value-added.
The pace of business change combined with the rate of innovation that cloud technology brings to market,
means that the vast majority of companies may only realize a subset of the benefits promised. For a more
in depth look into Bluewolf’s unique approach to cloud governance, please review our white paper, Cloud
Governance: Empowering Innovation at the Pace of Business.
and up-selling opportunities. Technology regional needs and how do those differ from
and processes can enable this strategy corporate’s needs? A clear understanding of
by highlighting such eligible customers. how the enterprise operates globally helps
Additionally, by making the right KPIs visible define a method to execute. Contrary to
via real-time dashboards, leaders can the methods of traditional consulting firms,
effectively coach the activities and behaviors Bluewolf does not recommend organizations
that dictate success towards executing the move their entire enterprise to the cloud in
sales strategy. one big-bang approach. Instead, we advise
adopting an iterative process by which more
Understand the enterprise and more valuable systems or functions are
How does the whole organization operate? migrated. Developing a roadmap of what
Centralized or decentralized? How do can move and when, will help define this
the regions operate, and on which tools new journey of operating in the cloud. The
and systems do they rely? What are the plan might also include ancillary factors for
join the agile conversation www.bluewolf.com 6
7. example, considering new types of devices What talent is needed to fill key roles?
why bluewolf?
since many users operate off-site. Successful rollouts require a dedicated system
When undertaking a global
administrator, project managers, business cloud initiative, it’s important
Communicate, communicate, communicate analysts, developers, stakeholders, and other to work with a company that
Any change can lead to confusion. Build a key roles to support the application. A flexible has experience. For over a
strong business case to get buy-in at the team that can objectively operate inside decade, we’ve been delivering
highest levels and this support will help mute and outside the organization, and offer new on the promise of the cloud,
bringing agility to the most
any broader cultural resistance in the long insights and skill sets can be the difference
competitive companies around
run. The CFO must be educated on a shift that between unforeseen events and keeping the world. As the only salesforce.
reduces capital expenditure, but necessitates costs down. com partner in the world with
a stream of operating expenditure. The IT team Platinum Consulting status on
must be involved in the process of assessing Define change management three major continents, we can
workloads and workflow, and helping to select It is critical to win the support of end-users. provide enterprises with 24x7
global coverage and deeper
partners. Legal counsel might need to be With strong education and coaching programs,
local expertise across America,
consulted on service-level agreements or advocacy can be built from the ground-up.
Europe, and Asia Pacific. Our
data privacy and protection. Procurement will Determine the best training methods based on global clients work with us
have to be educated about the very different cultural preferences, languages, and regional because we:
needs with regards to IT spending, both needs. Users in Canada may prefer e-Learning Are dedicated to driving
upfront and ongoing. modules whereas users in Europe tend to rely transformation across an
on classroom training. It is a good idea to hold enterprise’s culture and
Create a Cloud Governance strategy round tables with power users and top team processes—not just the
technology.
First, companies need to ensure that there players to decide how consistent changes and
Thrive on transparency,
aren’t breaches to rules or laws under which training will be communicated.
accountability and agility—
they operate. With the cloud, a common we flex with your needs.
concern for global companies is around Apply new, yet proven,
compliance regarding how data may travel
summary processes across the
into other countries or regions or where More companies are looking to the cloud to customer lifecycle, and use
take efficiency and competitive advantage to efficient team models to
certain levels of privacy need to be protected.
reduce resources.
Second, companies need a framework the next level. A decision to implement cloud
Are a pioneer in offering
for making decisions and a process for technology across the globe means the entire multi-resourcing models
executing against those decisions quickly. enterprise must be prepared because the as one global partner
Cloud technology offers an infinite amount challenges can be complex and overwhelming. for consulting, managed
of possibility and changes available to users, Technology alone is never the answer, but services, and IT staffing.
when technology aligns with crucial business Offer Bluewolf Beyond, a
which can quickly get out of hand on a global
program to help manage
scale. Cloud Governance establishes rules for processes, a fundamental shift in business
change and innovation post
how to set priorities for enhancements or occurs. Bluewolf’s experience, proven go-live.
changes to the technology based on the value methodology, and focus on agile business Have built the strongest
that change brings to the global business. processes enables global enterprises to change strategy, eLearning,
achieve transformational success and beyond. and training organization in
Put the right team in place the industry by focusing on
user-driven innovation
Talent is a huge factor in determining the
that matters.
success of any global cloud implementation.
join the agile conversation www.bluewolf.com 7