The document summarizes the findings of a study conducted by IBM on how organizations are using emerging technologies like big data, analytics, cloud computing, mobile, and social media. It finds that while these technologies are now mainstream, companies labeled "Pacesetters" that adopted them early still maintain competitive advantages. Pacesetters differentiate themselves through partnering innovatively, making analytics integral to decision-making, and combining multiple technologies for greater impact. The study indicates Pacesetters will continue investing heavily in these areas to stay ahead of competitors as adoption becomes more widespread.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalCapgemini
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
The Digital Talent Gap - Developing Skills for Today’s Digital OrganizationsCapgemini
The War for Talent Has Gone Digital.
The shortage of digital skills in the current marketplace is unprecedented. It is estimated that over 4.4 million IT jobs will be created around Big Data by 2015; however, only a third of these new jobs will be filled.
Martha Lane Fox, the UK’s digital inclusion champion, believes over 16 million people in the UK lack the basic digital skills to fully benefit from the Internet.
Even Millenials are a matter of concern. In a survey comprising over 800 middle to upper management executives from over 50 industries, nearly one in five Millenials in the modern workplace are perceived to be lacking in analytical skills.
Read to find out how your organization can bridge the digital skills gap.
When Digital Disruption Strikes: How Can Incumbents Respond?Capgemini
Digital innovation is shaking the core of every industry and incumbents are struggling to respond. The emergence of startups such as Uber – which disrupt entire sectors with their agile, innovative business models – is worrying traditional incumbents. Venture funding to startups is at historic highs. In just one startup hotspot, Silicon Valley, venture capital investment in the first three quarters of 2014 was around $17 billion, a figure that is only surpassed by the peak of the dotcom era in 2000. In recent research by GE, two-thirds of respondents agreed that businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. What does a successful strategy for responding to disruption look like? How fast have companies responded to digital disruptions? To understand more about how traditional incumbents respond to digital disruption, we conducted research spanning 100+ companies.
Digital Transformation ROI Survey From Wipro DigitalWipro Digital
“Digital transformation” has been a part of our lexicon for nearly six years. Yet, there’s hardly consensus on what it means. Maybe it’s time to recognize it served its purpose to galvanize business leaders around a needed change in their business to become more digital. But now, it may be holding CEOs back from fulfilling the potential of their digital agenda through a much wider and needed enterprise transformation.
Turning AI into Concrete Value: The Successful Implementers' ToolkitCapgemini
A Capgemini study of nearly 1,000 organizations implementing Artificial Intelligence highlights the growth opportunity of AI and counters fears that AI will cause massive job losses in the short term.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalCapgemini
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
The Digital Talent Gap - Developing Skills for Today’s Digital OrganizationsCapgemini
The War for Talent Has Gone Digital.
The shortage of digital skills in the current marketplace is unprecedented. It is estimated that over 4.4 million IT jobs will be created around Big Data by 2015; however, only a third of these new jobs will be filled.
Martha Lane Fox, the UK’s digital inclusion champion, believes over 16 million people in the UK lack the basic digital skills to fully benefit from the Internet.
Even Millenials are a matter of concern. In a survey comprising over 800 middle to upper management executives from over 50 industries, nearly one in five Millenials in the modern workplace are perceived to be lacking in analytical skills.
Read to find out how your organization can bridge the digital skills gap.
When Digital Disruption Strikes: How Can Incumbents Respond?Capgemini
Digital innovation is shaking the core of every industry and incumbents are struggling to respond. The emergence of startups such as Uber – which disrupt entire sectors with their agile, innovative business models – is worrying traditional incumbents. Venture funding to startups is at historic highs. In just one startup hotspot, Silicon Valley, venture capital investment in the first three quarters of 2014 was around $17 billion, a figure that is only surpassed by the peak of the dotcom era in 2000. In recent research by GE, two-thirds of respondents agreed that businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. What does a successful strategy for responding to disruption look like? How fast have companies responded to digital disruptions? To understand more about how traditional incumbents respond to digital disruption, we conducted research spanning 100+ companies.
Digital Transformation ROI Survey From Wipro DigitalWipro Digital
“Digital transformation” has been a part of our lexicon for nearly six years. Yet, there’s hardly consensus on what it means. Maybe it’s time to recognize it served its purpose to galvanize business leaders around a needed change in their business to become more digital. But now, it may be holding CEOs back from fulfilling the potential of their digital agenda through a much wider and needed enterprise transformation.
Turning AI into Concrete Value: The Successful Implementers' ToolkitCapgemini
A Capgemini study of nearly 1,000 organizations implementing Artificial Intelligence highlights the growth opportunity of AI and counters fears that AI will cause massive job losses in the short term.
Whole-brain leadership prepares C-suites for the digital challenges ahead, ensuring seamless growth and high-value problem solving capabilities. Read more.
COVID-19 has increased the need for intelligent decisioning through AI, but ROI is not guaranteed. Here's how to accelerate AI outcomes, according to our recent study.
Oracle, Leader Networks, and Social Media Today recently conducted an online survey of over 900 marketing and technology executives to learn how companies are leveraging social technologies and practices throughout their organizations. Join us as we discuss part two of the The Social Business Research Study, focused on Socially Driven Collaboration.
How has the the relationship between Marketing and IT/Technology groups changed in response to the impact of social business? We explore how the opportunity for increased collaboration is perceived by each of these groups as their organizations evolve towards becoming socially enabled enterprises.
While Marketing has a leading role in the adoption of social channels with a focus on building awareness, the significant operational benefits of increased collaboration between Marketing and IT include:
Stronger and more compelling marketing messages
Faster speed to market
Greater product and service adoption
Fewer defects in products and services
Join this exclusive webinar to learn how your organization can capitalize on the developing relationship between IT and Marketing. Follow along on twitter using #smtlive
IoT: Powering the Future of Business and Improving Everyday LifeCognizant
New survey shows IoT at scale is a critical path, but many companies struggle to realize value. See how 10 companies are overcoming these challenges and succeeding in the new normal.
Accenture's report explains how creating effortless experiences are so simple and easy with our data-driven strategy framework to drive growth. Read more.
Operations Workforce Management: A Data-Informed, Digital-First ApproachCognizant
As #WorkFromAnywhere becomes the rule rather than the exception, organizations face an important question: How can they increase their digital quotient to engage and enable a remote operations workforce to work collaboratively to deliver onclient requirements and contractual commitments?
Digital Leadership Series : Shawn O'Neal Capgemini
Shawn O’Neal is VP of Global Marketing Data and Analytics at Unilever, part of the Consumer & Marketing Insights (CMI) team, and he leads the company’s Global People Data Program.
The ultimate objective of the program is to enable 1 billion relationships through digital data analysis and new ways of
connecting with people.
In his 12 years at Unilever, Shawn has worked across a range of roles in customer development
and consumer & marketing insights, with a particular focus on strategy, analysis, and the optimal use of information for
decision-making.
how i managed to Develop a Analytics story for services about 4 years back. Contains
Maturity Model, Business Potential, Services Structures Areas that analytics can be applied to
20150108 create time stamp
Slide deck presenting objectives of Big Data Working group of Institute of Actuaries in Belgium.
The goal of the group is to discuss:
- Impact of Big Data on insurance sector and the
actuarial profession;
- Present challenges and good practices when working
with Big Data;
- Educate actuarial profession about Big Data.
Contact me at mat@motosmarty.com
It Takes an Ecosystem: How Technology Companies Deliver Exceptional ExperiencesCognizant
Experience is evolving into a strategy that reaches across technology companies. We offer guidance on the rise of experience and its role in business modernization, with details on how orgnizations can build the ecosystem to support it.
To gain a current global snapshot of how organizations are using big data and analytics, cloud, mobile, and social technologies, the IBM Center for Applied Insights conducted a survey of 1,447 IT and business decision makers. The research shows that big data and analytics, cloud, mobile, and social are now mainstream, driving strategic opportunities for the enterprise. How are leading companies staying out ahead when everybody is jumping into the fray? Learn about three key Pacesetters characteristics that give them an edge.
Whole-brain leadership prepares C-suites for the digital challenges ahead, ensuring seamless growth and high-value problem solving capabilities. Read more.
COVID-19 has increased the need for intelligent decisioning through AI, but ROI is not guaranteed. Here's how to accelerate AI outcomes, according to our recent study.
Oracle, Leader Networks, and Social Media Today recently conducted an online survey of over 900 marketing and technology executives to learn how companies are leveraging social technologies and practices throughout their organizations. Join us as we discuss part two of the The Social Business Research Study, focused on Socially Driven Collaboration.
How has the the relationship between Marketing and IT/Technology groups changed in response to the impact of social business? We explore how the opportunity for increased collaboration is perceived by each of these groups as their organizations evolve towards becoming socially enabled enterprises.
While Marketing has a leading role in the adoption of social channels with a focus on building awareness, the significant operational benefits of increased collaboration between Marketing and IT include:
Stronger and more compelling marketing messages
Faster speed to market
Greater product and service adoption
Fewer defects in products and services
Join this exclusive webinar to learn how your organization can capitalize on the developing relationship between IT and Marketing. Follow along on twitter using #smtlive
IoT: Powering the Future of Business and Improving Everyday LifeCognizant
New survey shows IoT at scale is a critical path, but many companies struggle to realize value. See how 10 companies are overcoming these challenges and succeeding in the new normal.
Accenture's report explains how creating effortless experiences are so simple and easy with our data-driven strategy framework to drive growth. Read more.
Operations Workforce Management: A Data-Informed, Digital-First ApproachCognizant
As #WorkFromAnywhere becomes the rule rather than the exception, organizations face an important question: How can they increase their digital quotient to engage and enable a remote operations workforce to work collaboratively to deliver onclient requirements and contractual commitments?
Digital Leadership Series : Shawn O'Neal Capgemini
Shawn O’Neal is VP of Global Marketing Data and Analytics at Unilever, part of the Consumer & Marketing Insights (CMI) team, and he leads the company’s Global People Data Program.
The ultimate objective of the program is to enable 1 billion relationships through digital data analysis and new ways of
connecting with people.
In his 12 years at Unilever, Shawn has worked across a range of roles in customer development
and consumer & marketing insights, with a particular focus on strategy, analysis, and the optimal use of information for
decision-making.
how i managed to Develop a Analytics story for services about 4 years back. Contains
Maturity Model, Business Potential, Services Structures Areas that analytics can be applied to
20150108 create time stamp
Slide deck presenting objectives of Big Data Working group of Institute of Actuaries in Belgium.
The goal of the group is to discuss:
- Impact of Big Data on insurance sector and the
actuarial profession;
- Present challenges and good practices when working
with Big Data;
- Educate actuarial profession about Big Data.
Contact me at mat@motosmarty.com
It Takes an Ecosystem: How Technology Companies Deliver Exceptional ExperiencesCognizant
Experience is evolving into a strategy that reaches across technology companies. We offer guidance on the rise of experience and its role in business modernization, with details on how orgnizations can build the ecosystem to support it.
To gain a current global snapshot of how organizations are using big data and analytics, cloud, mobile, and social technologies, the IBM Center for Applied Insights conducted a survey of 1,447 IT and business decision makers. The research shows that big data and analytics, cloud, mobile, and social are now mainstream, driving strategic opportunities for the enterprise. How are leading companies staying out ahead when everybody is jumping into the fray? Learn about three key Pacesetters characteristics that give them an edge.
To gain a current global snapshot of how organizations are using big data and analytics, cloud, mobile, and social technologies, the IBM Center for Applied Insights conducted a survey of 1,447 IT and business decision makers. The research shows that big data and analytics, cloud, mobile, and social are now mainstream, driving strategic opportunities for the enterprise. How are leading companies staying out ahead when everybody is jumping into the fray? Learn about three key characteristics that give them an edge.
Data Science Leaders Outlook In India 2019: By AIM & SimplilearnRicha Bhatia
In its fifth year, our Data Science Leaders Outlook in India 2019 in collaboration with Simplilearn takes stock of the analytics landscape in India and how enterprises have moved up the analytics maturity index. What was once viewed as a competitive advantage is now powering the core operations and helping companies launch entirely new business models. Analytics and Data Science has changed the dynamics of the industry, spawning a winner-takes-all market.
Digital transformation-of-business-harvard-business-reviewJerry Chen
Business value of Strategy for enterprise organizations
A Harvard Business Review report - The Digital Transformation of Business – demonstrates how leading organizations are getting creative with cloud, mobile, social and big data. Understand how 537 enterprise executives are using megatrend technologies to drive transformational impact for their business, their customers and their employees.
SMAC - The paradigm shift : Creating future of the EnterpriseNikhil Kulkarni
The 12th edition of Express Technology Senate will focus on a subject that is holding the whole world in its thrall: SMAC—Social, Mobile, Analytics and Cloud. Together, these four mega-trends are reshaping how people connect with each other, how companies conduct their business, and how the boundaries between geographies, communities and individuals are melting away into a smooth continuum of existence.
In this backdrop, the theme for Express Technology Senate this year has been chosen as: Finding Value and Success through SMAC
Digital transformation is fundamentally changing people’s lives and the
ways companies do business. Around the world, we’re working to develop
solutions that give time back, make us safer and healthier, and bring
significant environmental benefits. People around the world are working
hard to create a future where we’re never delayed during air travel due to
mechanical issues. Where smart buildings have ambient intelligence that
allows meeting rooms to adjust to your preferences. They’re envisioning a
world where automobile accidents are almost nonexistent, and your car
becomes a living room or office on wheels. And a world where medical
treatment is personalized based on your DNA, dramatically improving your
health and quality of life. This is what Microsoft calls the digital difference.
We asked Harvard Business Review Analytic Services to help us look at the pace of innovation
and how prepared business leaders are for this change. We also wanted to know what projects
mattered most and what industries were most receptive to and ready for change.
We were surprised by the strategy gap and encouraged by the optimism. Business leaders know
their industries are ripe for transformation, and in most cases are eager to bring the benefits of
technology to their businesses.
At Microsoft, we aim to partner with business leaders to find the digital difference they can make.
Partnering with companies of all sizes, we recognize that one big idea isn’t enough anymore.
Decades ago an innovative shoe design, a beautiful device, or smartly designed software could
lead a company to achieve market dominance for a long time. But now micro revolutions occur
every 12-18 months, so companies must be in a continual state of transformation.
We are moving into a time when rapid innovation and speed to market are more critical than ever.
This makes the partnership between humans and machines critical—when we combine people’s
ideas and creativity with advanced technology, we get digital leadership.
A business leader interviewed for the study said we need to transform “the engine of the
company.” To do this, leaders need to bring in tech and cultural changes that empower their
employees, engage customers in new ways, optimize operations, and transform products.
Rebuilding an organization around these areas creates a fully digital company that can change
ahead of its customers and competition.
Problems of implementation of end-to-end business processes in distributed architectures (including micro-service). Theses - "The widespread introduction of architecture based on microservices made us take a critical look at the basic tools and dogmas of enterprise Architecture. The situation was aggravated by a significant decrease in the "entry threshold" to the new tool stack, which flooded the industry with developers and designers with incomplete and sometimes eclectic ideas about the theoretical basis for building complex distributed information systems. They prefer to experiment rather than "theorize", believing that since absolute knowledge does not exist, then let the market or the consumer evaluate the ready-made solution "more honestly" than listening to the criticism of technologists and fellow workers. This led to the emergence of projects in the style of "Fast fail", which in the developed theoretical base
Медицина, как и ожидалась, подходит к фазе "Платформизации" и "Цифровой экономики". Что меняется в ИТ инфраструктуре, какие решения и алгоритмы повлияют на применение инструментов BigData и BI при автоматизации в клинических и административных процессах ?
Video http://confhall.hse.ru/videos/video/824/ at 12 min
Технологии "цифровых валют" стимулировали появление новых технологий для работы с распределенными базами данных и ведения электронных реестров. Самая известная из них - Blockchain обеспечивает надежное хранение информации, передачу ее между участниками информационного обмена, повышает прозрачность деловых отношений и устраняет манипуляции между участниками. Имеются высококачественные библиотеки кода, распространяемые по модели свободного ПО, доступные для встраивания в широкий круг систем. Крупные корпорации, такие как IBM, Microsoft, Amazon, Intel объединяются в консорциумы по исследованию и развитию данной тематики. Для медицинской информатики наибольшее прикладное значение blockchain имеет для автоматизации "умных контрактов" (smart-contracts) - организации передачи медицинской информации, деловой документации и материальных ценностей. К такой информации относятся записи в электронной медицинской карте, генетические анализы, конфиденциальные протоколы, нотариальные доверенности, передача интеллектуальных прав, акты-приема передачи биоматериалов, оборудования, лекарственных и наркосодержащих препаратов и пр. В отличие от обычного процесса "сдал"-"принял", blockchain устраняет конфликт интересов двух сторон, т.к. в технологии ведется полная история движения актива. На каждом шаге перемещения организуется валидация информации путем "голосования" всех узлов-участников информационного обмена. Это делает невозможным подделку информации и факта приема-передачи любым из участников процесса, и даже по сговору нескольких участников.
В докладе будут рассмотрены ключевые свойства технологии blockchain, имеющие значение для медицинской информатики. Будут приведены примеры пилотных и промышленных ИТ решений для здравоохранения, применяющих данную технологию для автоматизации лабораторных и клинических процессов.
Многие отрасли экономики и промышленности претерпевают, из-за широкого распространения информационных технологий и телекоммуникаций, значительные изменения. Указанное явление получило название «диджитализация» («цифровой бизнес»). Причем речь сегодня идет уже не о появлении каких-либо он лайн сервисов или использовании интернет-сайтов.
«Диджитализация» - это новая модель бизнеса, охватывающая людей, бизнес-процессы, «интернет вещей» за счет широкого использования информационных технологий, Интернета и всех их свойств. Благодаря интернет технологиям, «цифровой бизнес» легко масштабируем для всего глобального мира и может обеспечить эффективное персональное обслуживание всех клиентов, везде и всегда. Некоторые эксперты называют «диджитализацию» – четвертой технологической революцией, аналогичной открытиям электричества, двигателя внутреннего сгорания, ядерной энергетики.
Отраслями, которые трансформируются через «диджитализацию», уже стали торговля, медицина, транспорт, финансы, государственные услуги, образование.
Через «диджитализацию» уже прошло драматическое переформатирование розничной торговли. Российские и международные e-commerce площадки: Amazon, Ozon, Aliexpress, Avito, Exist, Юлмарт и др. заменяют собой традиционные форматы торговли, вовлекая в отрасль значительные деньги и инвестиции.
Следующим, по драматичности, где трансформация в стиле «диджитал» тоже достигла пика, является банковская и финансовая деятельность. Конечно, банки существуют уже сотни лет, и их консерватизм обоснован – новые технологии порой могут создать риски, неприемлемые для такой тонкой вещи – как работа с деньгами клиентов.
Вместе с тем – игнорируя потребности клиентов, не реагируя на их пожелания, не учитывая тренды экономики и социальной жизни – традиционный банк оказывается под серьёзной угрозой. Это иллюзия – что клиента можно удержать банковской лицензией, закрытостью и неизменяемыми технологиями. Даже инертные потребители начали ценить индивидуальное отношение к себе и банковские инновации. Например, владение сетью собственных офисов уже не является для клиентов ценным, т.к. они уже предпочитают общаться с банком в режиме он лайн через Интернет или мобильные приложения.
Ценится предложение банком комплексных услуг – страховых, платежных, государственных, оказываемых вместе с партнерами. Только через интеграцию с другими лидерами можно значительно улучшить полезность банковских услуг, а не путем самоограничений и монополизма.
Опыт проектов показывает, что команда увлеченных и компетентных специалистов с оригинальной идеей быстро достигает значительных финансовых успехов на рынке. Мировой рынок инвестиций в финтех в 2015 году вырос почти втрое и достиг 6,8 млрд.долларов. Среди финтех-стартапов – уже 21 получили звание «единорогов» («unicorn») – оценка капитализации каждого проекта превышает 1 млрд. долларов
Кибернетическая медицина 2015 успех или мистификацияSerge Dobridnjuk
Дается обзор моделей и типов аналитических систем, применяемых в здравоохранении. Рассматриваются эвристические модели: экспертная, регрессионная, деревья решений, нейросети. Для каждой приводится список интересных медицинских систем, их использующих
Доклад "Реализация требований современных информационно-насыщенных бизнес-арх...Serge Dobridnjuk
Реализация требований современных информационно-насыщенных бизнес-архитектур за счет трансформации архитектуры данных и форм представления бизнес-сущностей
Обсуждаются бизнес-потребности высокотехнологичных организаций, работающих в сфере банковской деятельности, государственного управления, телекоммуникациях, здравоохранении, сетевом ритейле, трансформирующие архитектуру предприятия. По мнению автора, на новом технологическом и архитектурном витке развития вновь растет интерес к датацентрическим архитектурам. В противовес интегрированным СУБД и моделеориентированным архитектурам новые архитектуры обеспечивают множественность типов и форм представления информационных сущностей, поддерживают гибкость и изменчивость содержащейся информации, работая в распределенной вычислительной среде. Это позволяет гибко и быстро подстраиваться под ключевые параметры бизнеса, эффективно управлять затратами на создание и развитие поддерживающих ИТ систем.
Реализация требований современных информационно-насыщенных бизнес-архитектур ...Serge Dobridnjuk
Реализация требований современных информационно-насыщенных бизнес-архитектур за счет трансформации архитектуры данных и форм представления бизнес-сущностей
Обсуждаются бизнес-потребности высокотехнологичных организаций, работающих в сфере банковской деятельности, государственного управления, телекоммуникациях, здравоохранении, сетевом ритейле, трансформирующие архитектуру предприятия. По мнению автора, на новом технологическом и архитектурном витке развития вновь растет интерес к датацентрическим архитектурам. В противовес интегрированным СУБД и моделеориентированным архитектурам новые архитектуры обеспечивают множественность типов и форм представления информационных сущностей, поддерживают гибкость и изменчивость содержащейся информации, работая в распределенной вычислительной среде. Это позволяет гибко и быстро подстраиваться под ключевые параметры бизнеса, эффективно управлять затратами на создание и развитие поддерживающих ИТ систем.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
2. 2
Raising the game: The IBM Business Tech Trends Study
The future has arrived. Big data and
analytics, cloud, mobile, and social are now
mainstream, driving strategic opportunities
for the enterprise. How are leading companies
staying out ahead when everybody is
jumping into the fray? It turns out Pacesetters
have three key characteristics that give
them an edge: partnering is in their DNA,
analytics is their fuel, and combining these
four technologies is their breakaway move.
3. 3
About the study
This is the fourth study in the Tech Trends series. To gain
a current global snapshot of how organizations are using big
data and analytics, cloud, mobile, and social technologies,
the IBM Center for Applied Insights conducted a survey of
1,447 decision makers. Twenty-one percent of respondents
are C-level executives. Of the remainder, 40 percent represent
IT management and 39 percent business management,
comprising vice presidents, directors, and managers. These
participants span 15 industries and 13 countries.5
Fifty-two
percent work in organizations of 1,000 or more employees and
48 percent are from companies with fewer employees.
Last year, mobile data traffic was almost 18 times the amount
of traffic across the whole Internet a little over a decade ago.1
Use of social networking sites has risen 800 percent among
online American adults since 2005, reaching 73 percent in
2013.2
During the past two years, the world generated a
zettabyte of data, more information than we humans created
in all of history.3
And in 2013, worldwide spending on public
cloud IT services was estimated at $47 billion.4
The future everyone’s been expecting has now arrived. Big data
and analytics, cloud computing, mobile technology, and social
business are all in mainstream use–at enterprises of virtually
every size.
So what happens to the companies that were previously
gaining competitive advantages from the early adoption
of these technologies? How do they keep their edge?
Or do they?
In our 2012 study, we called these enterprises Pacesetters.
They were on the fast track. And despite the crowded
playing field evident in this year’s study, this segment is
still outperforming.
Like elite athletes, they didn’t get distracted when other
companies entered the field. They relied on good genes, with
a clear predisposition to partner. They trained themselves to
depend on the right fuel–analytical insights that are integral to
their decisions. And they learned how to combine these four
technologies, allowing them to craft innovative moves that put
more distance between them and their competitors.
Tweet this
Pacesetters are raising the game: they’ve
got the right DNA, right fuel, right
breakaway move.
4. 4
Raising the game: The IBM Business Tech Trends Study
Game on
Our 2012 study, Fast track to the future, underscored the
momentum building around these then-emerging trends.
At the time, only about half of the respondents had
adopted analytics and mobile. Social and cloud, meantime,
were deployed by even fewer (34 percent and 39 percent
respectively). Fast-forward two years and most piloting stages
are long gone. Adoption is the norm. Each of these four
technologies has now been deployed by at least 70 percent
of enterprises. Significant deployments of cloud and social
have almost tripled in just two years.
Now firmly established, big data and analytics, cloud, mobile
and social are more crucial than ever to how business gets
done. Nearly three-fourths of decision makers report that
these technologies are strategically important to their
organizations, up from two-thirds in 2012. They’re helping
organizations stand out within fiercely competitive industries,
gin up novel products and services, craft new business models,
and pinpoint which markets to attack.
Just as telling, this juggernaut shows no sign of slowing.
Three-fourths of enterprises plan to ratchet up their
investments in big data and analytics, cloud, and mobile, while
66 percent intend to spend more on social business. While
reaping the benefits of their past investments, companies plan
to keep forging ahead full steam.
Tweet this
Big data and analytics, cloud, mobile and
social are each now used by 7 in 10 enterprises.
5. 5
Tech adoption: A crowded playing field
Cloud
Big Data &
Analytics
Mobile
Social
No plans
to adopt
Adopting within
24 months
Pilot stage Limited
deployment
Significant
deployment
3%
7%
35%
40%
4% 6%
14%16%
26%
35%
40%
19%
5%
17%
8%
20%
36%
42%
14%
15%
6% 9%
11%
23%
26%
19%
38%
32%
21%
25%
23%
2014
2012
15%
3%
15%
23%
10%
19% 17%
31%
32%
39%
Deployment gains
since 2012
92%
59%
106%
6. 6
Raising the game: The IBM Business Tech Trends Study
Pacesetters score big
To understand the approaches organizations are taking to
these technologies, we revisited the segments we identified
two years ago:6
Pacesetters believe that these technologies are critical to
their business success and adopt them ahead of rivals.
Followers agree that these technologies are strategically
important but generally trail Pacesetters in adoption.
Dabblers are behind, or at best, on par with competitors in
terms of adoption, and their use of these technologies tends
to be less strategic.
Strikingly, it appears that Pacesetters are maintaining their
edge, even as the four pivotal technologies have gone
mainstream. About nine in ten of the Pacesetters say they are
gaining competitive advantage from big data and analytics,
cloud, mobile and social. That compares to just four in ten
Dabblers and seven in ten Followers. Just as crucially,
Pacesetters report they are better at achieving key business
objectives with these technologies than the rest of the field.
These differences show up across a range of business
objectives. Sixty-three percent of Pacesetters say they are
achieving their objective of accelerating product and service
innovation through mobile, nearly six times more than
Dabblers. Pacesetters are also turning to the cloud to improve
customer service, with almost 70 percent reporting that they’ve
met that objective. And Pacesetters report success in using
social business, analytical insights, and the cloud to improve
communication and collaboration with customers, employees
and partners five to seven times more often than Dabblers.
Their secret playbook
On an increasingly competitive playing field, what sets
Pacesetters apart? Compared to Dabblers and Followers,
Pacesetters are more likely to exhibit three characteristics that
help them get more out of these transformative technologies.
They’re partnering broadly and creatively, driving business
decisions with analytics, and combining the four technologies.
2012 20% 55% 25%
Pacesetter ranks have grown by seven points
Pacesetters Followers
2014 27% 54% 19%
Dabblers
7. 7
Pacesetters’ scoreboard
Pacesetters are more likely than Dabblers to achieve their objectives with these technologies
BigData&
AnalyticsCloudMobileSocial
Enhance communication
& collaboration
65% vs. 9%
Accelerate innovation
of products & services
57% vs. 10%
Improve customer
experience
63% vs. 11%
Increase workforce
efficiency
61% vs. 6%
Enhance communication
& collaboration
65% vs. 13%
Improve customer
experience
68% vs. 18%
Accelerate innovation
of products & services
63% vs. 11%
Improve customer
experience
59% vs. 12%
Sharpen insights &
decision making
58% vs. 18%
Enhance communication
& collaboration
72% vs. 13%
Improve customer
experience
54% vs. 9%
Expand into new
segments & markets
64% vs. 21%
Achieving goals:
Pacesetters vs. Dabblers
8. 8
Raising the game: The IBM Business Tech Trends Study
Partnering innovatively
The City of Honolulu wanted to improve government
transparency and efficiency while also increasing civic
involvement. Through cloud, the city opened up access
to years’ worth of municipal data and provided a
development platform that allows citizens and partners
to create and deploy new applications to improve the city’s
quality of life. Creations include a bus schedule app with
real-time arrival data and an app that lets citizens report
locations and share photos of broken street lights, aban-
doned vehicles and other problems. This crowdsourced
approach helps the city not only better engage its citizens
but also improve the efficiency of its own operations.8
Partnering
is in their DNA
Partnering is integral to how Pacesetters plan and execute.
Across every type of external partner and for every type of
activity we examined, Pacesetters partner more. They also
partner more creatively, recruiting less-traditional partners
for their efforts.
Take skills acquisition. While 40 percent of companies
still have moderate to major skills gaps, Pacesetters are
busy plugging their skills gaps by partnering with external
developers. However, they’re not just using tried-and-true
professional developers–nearly 80 percent of Pacesetters
are also turning to citizen developers.7
Compared to Dabblers,
Pacesetters are twice as likely to enlist citizen developers
for skills transfer and training. This fits right in with the
Pacesetters’ experimental nature: Nearly 60 percent of
Pacesetters proactively develop skills, experimenting even
before a clear business need emerges (only 8 percent of
Dabblers can say the same).
However, Pacesetters’ partnering isn’t just about skills; it’s
much deeper and more pervasive. They’re engaging less-
conventional partners like citizen developers, clients, start-ups
and academia to help drive innovation. They’re twice as likely
to enlist academia to help with product development, and
70 percent more likely to use start-ups for project execution.
And they’re remarkably inclusive when it comes to steering
their IT direction–Pacesetters are about 2.5 times more likely
than Dabblers to turn to academia, clients, start-ups and even
citizen developers for help with IT decisions.
Eighty percent of Pacesetters use citizen
developers. Who codes for you?
This creative partnering strategy seems to be working.
According to the results Pacesetters are reporting, they’re
more than five times as likely to significantly accelerate
innovation of products and services with cloud, analytics,
mobile technology and social business.
Tweet this
Watch to learn more
http://www.youtube.com/watch?v=8I9_zWKs_yA
10. 10
Raising the game: The IBM Business Tech Trends Study
Analytics
is their fuel
Pacesetters are turning into insight-driven enterprises.
They started by laying a strong analytical foundation. They
built up mature big data and analytics capabilities and
cultivated analytical skills throughout their organizations.
But it’s not enough to just stock up on analytical talent. After
all, insights that sit on the shelf are useless. The hallmark of
an analytically fueled organization is having a culture that’s
inclined to act on analytical results and insights. And nearly
70 percent of Pacesetters say analytics are integral to how their
organizations make decisions.
At the same time, Pacesetters are serious about building even
greater analytical sophistication so they can remain on the
cutting edge. During the next two years, 60 percent–versus
29 percent of Dabblers–plan to increase investments in
analytics by 10 percent or more. And they aren’t just focused
on data generated by their existing transactional systems.
They’re expanding their use of analytics in the newer spaces
of social and mobile.
There’s one area where even Pacesetters have room for
improvement. Only one-third of Pacesetters (and a mere
5 percent of Dabblers) have crafted a comprehensive,
enterprise-wide analytics strategy. As competition continues
to heat up and analytics impacts business strategy even more,
a mature strategy can be essential for staying ahead.
Tweet this
Analytics for early detection, better prevention
Though heart failure afflicts more than five million U.S.
adults and costs US$32 billion annually, early detection
and prevention is difficult. Virginia health system Carilion
Clinic is applying natural language processing technology
to analyze “unstructured” data in electronic medical
records, such as doctors’ notes and discharge papers.
This data can provide a more complete understanding
of patients but often goes unanalyzed. Carilion is also
using predictive modeling to identify at-risk patients.
Carilion reported that with the help of this sophisticated
analytical approach, the pilot project identified 8,500
patients at risk of developing heart failure, with an 85
percent accuracy rate. Through analytics, Carilion is laying
the groundwork for targeted interventions that can help
prevent more severe and costly medical complications.9
Nearly two-thirds of Pacesetters are
increasing big data & analytics investment
by double digits.
11. 11
7 in10
say insights
are integral to
decision making
60% plan to increase investment
in Big Data & Analytics 10% or more over
the next 2 years
80% or more plan to increase use
of social media and mobile analytics over
the next 2 years
89% have mature
Big Data & Analytics capabilities
74% have most of the
Big Data & Analytics skills needed
Today
Tomorrow
Pacesetters run on insights
12. 12
Raising the game: The IBM Business Tech Trends Study
Integration is their
breakaway move
Each of these technologies on its own is powerful. But
Pacesetters are aiming to deliver an even bigger punch by
combining them.
For example, social media has reset our expectations as
consumers, employees, and business partners, and companies
have ratcheted up investments in response. Pacesetters,
though, are already onto the next level. They’re weaving
together mobile and social to further expand the reach of their
networks and strengthen connections. Pacesetters are dishing
up social tools on mobile five times more than Dabblers.
But bolstering engagement via social tools and mobile
technology is just one piece of the puzzle. Pacesetters are
intent on building strategic advantages from the data coming
their way. They’re six times more likely to use analytics to
drive functionality on mobile applications or provide workers
with insights when and where decisions are made. And they’re
equally ahead on using analytics to mine social data, for
example, to better understand markets and customer needs.
Among Pacesetters, cloud computing often underpins the
deployment of other technologies. It can play a critical role in
how they manage today’s deluge of data and scale their
technology operations and initiatives. Compared to Dabblers,
Pacesetters are four to seven times more likely to use cloud to
help deliver the other three technologies. Cloud technologies
can help them deploy mobile and social offerings more quickly
and broadly, better manage the data they’re generating, and
gather information from a wider array of sources. Cloud also
lets them tap into high-performance computing capacity for
more sophisticated analytics.
Combining technologies for smarter energy operations
Bharat Light and Power (BLP) is one of India’s largest
clean energy companies. To generate more green power
and improve efficiency, BLP is combining cloud, analytics
and mobile technologies. BLP built a cloud infrastructure
to help better manage its wind farms and make use
of the immense amount of data produced by its power
generation sources. The company applies analytics to
help generate insights from this data, such as pinpointing
equipment or utilization issues. BLP expects proactive
servicing to boost turbine availability by 3 to 4 percent
and cut infrastructure provisioning more than 90 percent.
The company plans to engage citizens via mobile and
social—informing them about their power usage and
better understanding their energy demand.10
Tweet this
Pacesetters are four to seven times more likely
to integrate these technologies.
13. 13
Inside the integration playbook
6xmore likely to use
social media analytics
6xmore
likely to use
mobile analytics
Cloud at
the core
57% of Pacesetters use
Big Data & Analytics
on the Cloud
53% of Pacesetters
use Social Business
on the Cloud
55% of Pacesetters
use Mobile on
the Cloud
6x
4x
7x
5xmore
likely to deliver
social business
via mobile
Pacesetters
vs. Dabblers
14. 14
Raising the game: The IBM Business Tech Trends Study
Staying on the leading
edge demands more
than adoption–it
requires a strategic,
collaborative approach
Broaden your idea of
partnering–who you
engage and when
Act on insight,
not instinct
Combine technologies
to amplify results
• Plug skill gaps creatively. Have
you considered using academics,
start-ups or clients to train your
staff? Are you using crowdsourcing
or engaging citizen developers for
expertise and speed?
• Treat innovation as a team sport.
What about bringing in clients or
academia to help with product
development? Have you consulted
clients or start-ups when making
strategic IT decisions?
• Collaborate better. Are you using
social business tools to engage
partners? Cloud to scale your
collaborations? Analytics to better
understand your ecosystem?
• Get equipped for advanced
analytics. Are you taking the plunge
into new data sources like unstructured
data (e.g., social media)? Building
more sophisticated capabilities (e.g.,
predictive and prescriptive analytics)?
• Train your team. Does your
organization have the right mix of
technical and business skills to use
your analytical toolset and
interpret results?
• Act on insight. Has your
organizational culture embraced
use of evidence-based insights
–rather than gut instinct–for
decision making?
• Engage easily. Are you making
social business capabilities
available via mobile (to employees,
partners, clients)?
• Make your mobile apps smarter.
How can you blend the intelligence
of big data and analytics with the
convenience of mobile to create
innovation for your customers
and employees?
• Combine strategically. How
can cloud speed and scale your
other technology initiatives? Can
integrating technologies help you
create new products or even new
business models?
15. 15
About the authors
Sandy Carter is IBM General Manager Ecosystem
Development, responsible for IBM’s worldwide focus on
building key ecosystems around core growth areas such as
Cloud, Mobile, Social, Analytics, and Cognitive Computing.
Author of three books, including best-seller Get Bold,
she has been named “Top 10 in Social Media” in the Forbes
Global Top 40 in Marketing, “Ten Most Powerful Women
in Tech,” and one of M2M’s (Internet of Things) most
powerful women in technology. Sandy can be reached at
scarter@us.ibm.com, via Twitter @sandy_carter, or through
her blog socialbusinesssandy.com.
Susanne Hupfer, Ph.D. is a consultant with the IBM Center for
Applied Insights, where she conducts fact-based research for
innovation leaders. Her recent work includes the IBM Under
cloud cover and Champions of Software as a Service (SaaS) studies.
Previously, she worked in IBM Research, helping to direct
the IBM Center for Social Business. Prior to joining IBM, she
co-founded a technology start-up that developed software to
help users seamlessly manage their electronic information in
the cloud. She holds five patents and a doctorate in computer
science from Yale University. You can contact Susanne at
susanne_hupfer@us.ibm.com or on Twitter @cybersooz.
Also check out her posts on the Center’s blog.
Contributors
Meeyoung Yoon
Bill Day
Angie Casey
Caroline Day
Laura Fonda
Balaji Sreedhar
Julie Yamamoto
About the IBM Center for Applied Insights
ibm.com/ibmcai | ibmcai.com
The IBM Center for Applied Insights introduces new ways of
thinking, working and leading. Through evidence-based research,
the Center arms leaders with pragmatic guidance and the case
for change.