PA Consulting is a global management and technology consultancy firm. It helps clients manage IT capabilities by leveraging the Skills Framework for the Information Age (SFIA). Managing IT capabilities involves three key steps: 1) Aligning strategy with business-owned capabilities, 2) Creating frameworks for roles and competencies, and 3) Building an end-to-end process for defining requirements, assessing skills, and developing individuals. This process aims to close skills gaps and ensure IT functions have the capabilities required to deliver competitive services.
Future of cities and universities 20120619 v2ISSIP
The document discusses IBM's University Programs worldwide initiative called IBM UPward, which aims to accelerate regional development through partnerships between IBM, universities, and cities. It provides an overview of IBM's work on smarter cities projects, how analytics and cloud computing are enabling new insights, and how service science frameworks can help measure societal outcomes like quality of life, innovativeness, and sustainability.
The document discusses several topics related to complexity and architecture in military operations. It presents different types of complexity and how standardization or adaptation can address them. It also contrasts traditional centralized enterprise architectures with more distributed "extraprise" models using multiple interoperable applications. Finally, it proposes an adaptive spiral approach to transition planning that evaluates initiatives based on factors like potential impact, familiarity, and timing to optimize resources across the portfolio.
The document is a quarterly report on construction markets in the Gulf States region, featuring sections on Bahrain, Kuwait, Oman, and Qatar. It provides an overview of key economic indicators and trends in each country, noting that while some countries face political and economic challenges from unrest, the overall outlook across the region remains positive due to strong oil prices supporting government spending on infrastructure projects. Public works spending is expected to drive continued economic growth in the coming years.
Carestream Health Global Product Development using Aras for Enterprise-wide PLMAras
David Sherburne presented on Carestream Health's global new product development transformation. Carestream is a global medical imaging company with 7,300 employees in over 150 countries. To meet business needs, Carestream needed to globalize and upgrade outdated legacy systems. The transformation required a leadership strategy, architectural awareness, integration of applications and data, and process improvements. Carestream selected the Aras Innovator platform to enable ubiquitous access and flexible configuration for global new product development.
Carestream Health's Global Product Level Information Deployment with ArasAras
This presentation outlines Carestream Health's implementation of Product Level Information (PLI) using Aras Innovator. Carestream Health is a global leader in medical imaging, healthcare IT, dental imaging, and non-destructive testing with 7,300 employees in over 150 countries. They are implementing PLI to address challenges from globalization including inefficient collaboration and knowledge sharing across sites. The new system will provide integrated product information management to improve processes, compliance, and productivity during new product development.
Analysts predict China will soon surpass India to become the leader in IT outsourcing. Many Fortune 500 companies are attracted to the educated talent pool and competitive cost provided by Chinese service providers. Pactera is the largest China-based offshore IT services provider.
The document discusses the IT profession and its importance in the 21st century. It notes that IT is now central to important research projects and helping organizations meet environmental goals. However, many businesses still view IT as merely a cost center rather than strategic. For IT to achieve its potential, it needs to be recognized as a true profession through greater qualifications, governance, and establishing itself at various maturity levels. When the profession gains more respect and value, there will be improvements in areas like innovation exploitation, project delivery, system reliability, security, and returns on investment. The challenge is for IT professionals to maximize technology dividends and drive business growth and competitiveness.
Cloud Computing: GMPP, rCAC and the Importance of Component Level AnalysisNeil Hartz
This document discusses key metrics for evaluating cloud computing and software-as-a-service (SaaS) businesses:
1. It introduces Gross Margin Payback Period (GMPP) and Return on Customer Acquisition Cost (rCAC) as important metrics for analyzing SaaS businesses.
2. It argues that component-level analysis is needed in addition to company-level metrics, to account for differences in products, channels, and customer vintages.
3. It outlines a 7-step process for calculating metrics like total customer acquisition cost (tCAC), average revenue per user (ARPU), recurring gross profit (RGP), GMPP, expected lifetime (eLT), lifetime value
Future of cities and universities 20120619 v2ISSIP
The document discusses IBM's University Programs worldwide initiative called IBM UPward, which aims to accelerate regional development through partnerships between IBM, universities, and cities. It provides an overview of IBM's work on smarter cities projects, how analytics and cloud computing are enabling new insights, and how service science frameworks can help measure societal outcomes like quality of life, innovativeness, and sustainability.
The document discusses several topics related to complexity and architecture in military operations. It presents different types of complexity and how standardization or adaptation can address them. It also contrasts traditional centralized enterprise architectures with more distributed "extraprise" models using multiple interoperable applications. Finally, it proposes an adaptive spiral approach to transition planning that evaluates initiatives based on factors like potential impact, familiarity, and timing to optimize resources across the portfolio.
The document is a quarterly report on construction markets in the Gulf States region, featuring sections on Bahrain, Kuwait, Oman, and Qatar. It provides an overview of key economic indicators and trends in each country, noting that while some countries face political and economic challenges from unrest, the overall outlook across the region remains positive due to strong oil prices supporting government spending on infrastructure projects. Public works spending is expected to drive continued economic growth in the coming years.
Carestream Health Global Product Development using Aras for Enterprise-wide PLMAras
David Sherburne presented on Carestream Health's global new product development transformation. Carestream is a global medical imaging company with 7,300 employees in over 150 countries. To meet business needs, Carestream needed to globalize and upgrade outdated legacy systems. The transformation required a leadership strategy, architectural awareness, integration of applications and data, and process improvements. Carestream selected the Aras Innovator platform to enable ubiquitous access and flexible configuration for global new product development.
Carestream Health's Global Product Level Information Deployment with ArasAras
This presentation outlines Carestream Health's implementation of Product Level Information (PLI) using Aras Innovator. Carestream Health is a global leader in medical imaging, healthcare IT, dental imaging, and non-destructive testing with 7,300 employees in over 150 countries. They are implementing PLI to address challenges from globalization including inefficient collaboration and knowledge sharing across sites. The new system will provide integrated product information management to improve processes, compliance, and productivity during new product development.
Analysts predict China will soon surpass India to become the leader in IT outsourcing. Many Fortune 500 companies are attracted to the educated talent pool and competitive cost provided by Chinese service providers. Pactera is the largest China-based offshore IT services provider.
The document discusses the IT profession and its importance in the 21st century. It notes that IT is now central to important research projects and helping organizations meet environmental goals. However, many businesses still view IT as merely a cost center rather than strategic. For IT to achieve its potential, it needs to be recognized as a true profession through greater qualifications, governance, and establishing itself at various maturity levels. When the profession gains more respect and value, there will be improvements in areas like innovation exploitation, project delivery, system reliability, security, and returns on investment. The challenge is for IT professionals to maximize technology dividends and drive business growth and competitiveness.
Cloud Computing: GMPP, rCAC and the Importance of Component Level AnalysisNeil Hartz
This document discusses key metrics for evaluating cloud computing and software-as-a-service (SaaS) businesses:
1. It introduces Gross Margin Payback Period (GMPP) and Return on Customer Acquisition Cost (rCAC) as important metrics for analyzing SaaS businesses.
2. It argues that component-level analysis is needed in addition to company-level metrics, to account for differences in products, channels, and customer vintages.
3. It outlines a 7-step process for calculating metrics like total customer acquisition cost (tCAC), average revenue per user (ARPU), recurring gross profit (RGP), GMPP, expected lifetime (eLT), lifetime value
Zinnov reviewed over 400 global cities and identified the top 100 most promising technology hubs for deep dive analysis. Key factors considered included the size and quality of the local talent pool, university ecosystem, technology depth, infrastructure, and cost competitiveness. Approximately 45% of the top 100 cities were in the Americas region, with 28% in EMEA and 27% in APJ. Conducive business climates and developed infrastructure, along with access to highly qualified talent, were the main drivers for the emergence of these locations as global engineering hubs.
This document provides an overview of a breakfast briefing on wireless broadband and maximizing current investments through new services. The briefing covered several topics:
1) Mobile WiMAX certification is being updated, with the first Wave 2 products certified at 2.5GHz. Over 100 Mobile WiMAX products are expected to be certified by the end of 2008.
2) Challenges for Mobile WiMAX adoption include MIMO antenna size/weight, intellectual property issues, delays in spectrum auctions, and short battery life of client devices.
3) Next steps discussed generating unique applications to drive adoption, using Mobile WiMAX for both fixed and mobile services, and improving the user experience to differentiate it from other wireless alternatives.
The document discusses trends in the US natural gas market. It summarizes that:
1) Following a period of low gas prices and a building boom, concerns grew about potential domestic gas shortages and increased reliance on LNG imports.
2) However, extensive unconventional gas reserves were discovered, undermining the need for LNG. High domestic gas prices drove growth in unconventional supply.
3) Today, unconventional gas reserves are substantial but production is stabilizing as investment declines in response to lower prices. The future role of LNG imports remains uncertain.
The document discusses Credit Suisse's offering for external asset managers (EAMs). It provides an overview of Credit Suisse's dedicated EAM department, which services over 1,000 EAMs globally. The department offers a tailored "triangle setup" that includes cooperation agreements, client identification delegation, and dedicated EAM services. Credit Suisse provides a flexible approach and one stop shop for EAMs, including relationship managers, investment advisors, products, services, and technology on an integrated platform.
This document discusses Credit Suisse's offering for external asset managers. It provides a dedicated team and global infrastructure to support external asset managers. Credit Suisse services over 1,000 external asset managers worldwide with approximately $55 billion in assets under management through this program. The program offers a flexible, customized approach and tailors solutions to meet each asset manager's specific business needs and goals for long-term growth.
Pöyry Group is a global consulting and engineering company with core operations in energy, forest industries and chemicals, and infrastructure and environment. It has over 8,000 project services personnel working in over 200 offices across 49 countries. The document discusses Pöyry's services related to bioenergy, which is an important part of renewable energy. It can provide services across the entire bioenergy value chain and project lifecycle, including resource assessment, feasibility studies, project management, and operations and maintenance. Bioenergy includes sources like bioethanol, biodiesel, biomass for energy, and areas of interest include markets, policy, technology, and business strategy. Pöyry aims to support the growth of the large global
Using SFIA’s levels of responsibility and NICE to support cybersecurity role and job levelling. Support for 53 NICE cybersecurity roles iwth the SFIA framework of levels and professional skills.
SFIA 8 Launch - September 28, 2021
The document announces the launch of SFIA version 8, which defines skills and competencies for digital professionals. Key changes in SFIA 8 include additional skills added, skills renamed or restructured, updated generic attributes and levels of responsibility, and a new format for reference documents. SFIA 8 was developed through an open consultation process and builds on SFIA's history as a globally accepted framework to define skills in areas like IT, analytics, security and more.
We held a webinar in December to provide updates on SFIA and the SFIA 8 project in particular.
The webinar is available on the SFIA Foundation Youtube channel - we plan to grow the channel so please subscribe.
Different approaches for describing the concept of t shapedSFIA User Forum
The document discusses and provides examples of T-shaped professionals from various sources on the internet. A T-shaped professional has both depth of knowledge in their primary field or discipline (represented by the vertical line of the T) as well as breadth of working knowledge across multiple disciplines (represented by the horizontal top of the T). Examples provided discuss T-shaped skills in fields like IT, user experience design, marketing, and digital forensics. Some sources also introduce concepts of I-shaped, V-shaped, and versatilist professionals and their skills.
The document provides an overview of the SFIA (Skills and Competency Framework) framework. It discusses SFIA's history as initially a UK initiative that has become globally adopted. It outlines the structure of the SFIA framework, including the 7 levels of responsibility, professional skills, behaviors and knowledge components. It also describes how SFIA is used globally through its ecosystem of partners, consultants, user community and governance. Finally, it discusses the roadmap for further developing the framework to address evolving needs.
Skills transformation at Transport for London Amit Srivastava Tracey ScottSFIA User Forum
The document discusses Transport for London's (TfL) implementation of a skills transformation framework to better manage resources and talent. TfL lacked a structured skills gap analysis and effective talent management. Their new approach involved defining IT professional profiles aligned to job roles, engaging employees to understand skills and identify gaps, and analyzing job descriptions to highlight mismatches. The step-by-step process focused on practicality and communication. Lessons included maintaining focus, leveraging existing processes, and supporting change through guidance.
The document describes the history and process of the SFIA framework for skills assessment. It discusses how SFIA has evolved through several versions since 2000 to describe skills in the IT industry. It outlines the SFIA Foundation and Council which manage the framework, and how they work with experts and stakeholders to identify new requirements, validate solutions, and publish updates in a transparent, requirements-driven process. The goal is to keep the framework credible, global, and able to adapt to changes like cloud computing and big data.
The document discusses recruiting and retaining IT professionals using skills assessments. It describes a case study where Hudson worked with the UK Foreign and Commonwealth Office (FCO) to fill a critical role they had previously failed to fill 3 times. Hudson broke the role down into key skills using the SFIA framework and developed an objective assessment of candidates against those skills. Top candidates were identified as those demonstrating the closest fit to the professional competency requirements through the skills assessment, particularly candidates G, K, and L. The skills-based approach provided a more effective evaluation method than traditional recruiting.
Capabilities at the heart of IS Rebecca Assheton SmithSFIA User Forum
AstraZeneca is a global biopharmaceutical company focused on innovation with over 57,000 employees across 26 manufacturing sites. It focuses on six disease areas: neuroscience, oncology, gastro-intestinal, infection, respiratory, and cardiovascular and diabetes. The changing pharmaceutical industry faces challenges such as fewer drug targets, longer development times, increased generic competition, and shifting markets to lower priced areas. AstraZeneca collaborates with partners around the world and focuses its people strategy on resourcing and talent, development, and culture and leadership to deliver world-class innovation capabilities cost-effectively.
Measuring managing and deploying IT skills Nick CaldwellSFIA User Forum
This document discusses measuring, managing, and deploying IT skills. It notes that capturing skills makes managerial and financial sense as it allows managers to know staff capabilities and helps with targeted development, and reduces reliance on buying external IT skills. Skills data can inform how best to deploy staff based on expertise or development needs. Identifying skills gaps through specific data allows for more informed decision making compared to anecdotal evidence. Business benefits include robust reporting on skills, identifying common training needs, and meaningful resourcing based on the full picture of skills. User benefits include identifying immediate learning needs, using a common IT language, having all skills recognized, and opportunities for flexible resourcing and personal development.
Learning and certification Michiel van der VoortSFIA User Forum
ISQI is a German non-profit organization founded in 2004 that focuses on software quality certification programs. It has over 1,100 members across Germany, Switzerland and Austria from both individual practitioners and large companies. ISQI is well known for its international certification programs in software testing, requirements engineering and agile methods. The document discusses using the Skills Framework for the Information Age (SFIA) to align university curriculum to industry needs, provide career services like skills gap analysis, and create a registration system for professionals.
The government IT profession moves forward Adam ThilthorpeSFIA User Forum
The document discusses the government IT profession and efforts to promote professionalism. It notes that the government has adopted the SFIA framework to underpin professionalism, developed talent pipelines like Talent in Business and talent academies, provided greater focus and clarity on professional roles, and strengthened links to professional bodies like BCS. The overall goal is to build a professional IT community in government and rationalize professional profiles and talent management across government departments.
Peter leather overcoming sfia implementation pitfallsSFIA User Forum
1) Peter Leather is an independent consultant specializing in developing IT organizational capabilities. He has over 25 years of experience working with major organizations and has been using SFIA since 2003.
2) When implementing SFIA in learning and development, organizations should focus on priorities and measurable results. They should also avoid analysis paralysis when developing role profiles and engage managers.
3) Change management is critical for SFIA implementation affecting skills and behaviors. Organizations should consider all phases of change for employees and develop line managers who are key but may lack people skills.
More Related Content
Similar to Insights Into Managing Capability In IT
Zinnov reviewed over 400 global cities and identified the top 100 most promising technology hubs for deep dive analysis. Key factors considered included the size and quality of the local talent pool, university ecosystem, technology depth, infrastructure, and cost competitiveness. Approximately 45% of the top 100 cities were in the Americas region, with 28% in EMEA and 27% in APJ. Conducive business climates and developed infrastructure, along with access to highly qualified talent, were the main drivers for the emergence of these locations as global engineering hubs.
This document provides an overview of a breakfast briefing on wireless broadband and maximizing current investments through new services. The briefing covered several topics:
1) Mobile WiMAX certification is being updated, with the first Wave 2 products certified at 2.5GHz. Over 100 Mobile WiMAX products are expected to be certified by the end of 2008.
2) Challenges for Mobile WiMAX adoption include MIMO antenna size/weight, intellectual property issues, delays in spectrum auctions, and short battery life of client devices.
3) Next steps discussed generating unique applications to drive adoption, using Mobile WiMAX for both fixed and mobile services, and improving the user experience to differentiate it from other wireless alternatives.
The document discusses trends in the US natural gas market. It summarizes that:
1) Following a period of low gas prices and a building boom, concerns grew about potential domestic gas shortages and increased reliance on LNG imports.
2) However, extensive unconventional gas reserves were discovered, undermining the need for LNG. High domestic gas prices drove growth in unconventional supply.
3) Today, unconventional gas reserves are substantial but production is stabilizing as investment declines in response to lower prices. The future role of LNG imports remains uncertain.
The document discusses Credit Suisse's offering for external asset managers (EAMs). It provides an overview of Credit Suisse's dedicated EAM department, which services over 1,000 EAMs globally. The department offers a tailored "triangle setup" that includes cooperation agreements, client identification delegation, and dedicated EAM services. Credit Suisse provides a flexible approach and one stop shop for EAMs, including relationship managers, investment advisors, products, services, and technology on an integrated platform.
This document discusses Credit Suisse's offering for external asset managers. It provides a dedicated team and global infrastructure to support external asset managers. Credit Suisse services over 1,000 external asset managers worldwide with approximately $55 billion in assets under management through this program. The program offers a flexible, customized approach and tailors solutions to meet each asset manager's specific business needs and goals for long-term growth.
Pöyry Group is a global consulting and engineering company with core operations in energy, forest industries and chemicals, and infrastructure and environment. It has over 8,000 project services personnel working in over 200 offices across 49 countries. The document discusses Pöyry's services related to bioenergy, which is an important part of renewable energy. It can provide services across the entire bioenergy value chain and project lifecycle, including resource assessment, feasibility studies, project management, and operations and maintenance. Bioenergy includes sources like bioethanol, biodiesel, biomass for energy, and areas of interest include markets, policy, technology, and business strategy. Pöyry aims to support the growth of the large global
Similar to Insights Into Managing Capability In IT (6)
Using SFIA’s levels of responsibility and NICE to support cybersecurity role and job levelling. Support for 53 NICE cybersecurity roles iwth the SFIA framework of levels and professional skills.
SFIA 8 Launch - September 28, 2021
The document announces the launch of SFIA version 8, which defines skills and competencies for digital professionals. Key changes in SFIA 8 include additional skills added, skills renamed or restructured, updated generic attributes and levels of responsibility, and a new format for reference documents. SFIA 8 was developed through an open consultation process and builds on SFIA's history as a globally accepted framework to define skills in areas like IT, analytics, security and more.
We held a webinar in December to provide updates on SFIA and the SFIA 8 project in particular.
The webinar is available on the SFIA Foundation Youtube channel - we plan to grow the channel so please subscribe.
Different approaches for describing the concept of t shapedSFIA User Forum
The document discusses and provides examples of T-shaped professionals from various sources on the internet. A T-shaped professional has both depth of knowledge in their primary field or discipline (represented by the vertical line of the T) as well as breadth of working knowledge across multiple disciplines (represented by the horizontal top of the T). Examples provided discuss T-shaped skills in fields like IT, user experience design, marketing, and digital forensics. Some sources also introduce concepts of I-shaped, V-shaped, and versatilist professionals and their skills.
The document provides an overview of the SFIA (Skills and Competency Framework) framework. It discusses SFIA's history as initially a UK initiative that has become globally adopted. It outlines the structure of the SFIA framework, including the 7 levels of responsibility, professional skills, behaviors and knowledge components. It also describes how SFIA is used globally through its ecosystem of partners, consultants, user community and governance. Finally, it discusses the roadmap for further developing the framework to address evolving needs.
Skills transformation at Transport for London Amit Srivastava Tracey ScottSFIA User Forum
The document discusses Transport for London's (TfL) implementation of a skills transformation framework to better manage resources and talent. TfL lacked a structured skills gap analysis and effective talent management. Their new approach involved defining IT professional profiles aligned to job roles, engaging employees to understand skills and identify gaps, and analyzing job descriptions to highlight mismatches. The step-by-step process focused on practicality and communication. Lessons included maintaining focus, leveraging existing processes, and supporting change through guidance.
The document describes the history and process of the SFIA framework for skills assessment. It discusses how SFIA has evolved through several versions since 2000 to describe skills in the IT industry. It outlines the SFIA Foundation and Council which manage the framework, and how they work with experts and stakeholders to identify new requirements, validate solutions, and publish updates in a transparent, requirements-driven process. The goal is to keep the framework credible, global, and able to adapt to changes like cloud computing and big data.
The document discusses recruiting and retaining IT professionals using skills assessments. It describes a case study where Hudson worked with the UK Foreign and Commonwealth Office (FCO) to fill a critical role they had previously failed to fill 3 times. Hudson broke the role down into key skills using the SFIA framework and developed an objective assessment of candidates against those skills. Top candidates were identified as those demonstrating the closest fit to the professional competency requirements through the skills assessment, particularly candidates G, K, and L. The skills-based approach provided a more effective evaluation method than traditional recruiting.
Capabilities at the heart of IS Rebecca Assheton SmithSFIA User Forum
AstraZeneca is a global biopharmaceutical company focused on innovation with over 57,000 employees across 26 manufacturing sites. It focuses on six disease areas: neuroscience, oncology, gastro-intestinal, infection, respiratory, and cardiovascular and diabetes. The changing pharmaceutical industry faces challenges such as fewer drug targets, longer development times, increased generic competition, and shifting markets to lower priced areas. AstraZeneca collaborates with partners around the world and focuses its people strategy on resourcing and talent, development, and culture and leadership to deliver world-class innovation capabilities cost-effectively.
Measuring managing and deploying IT skills Nick CaldwellSFIA User Forum
This document discusses measuring, managing, and deploying IT skills. It notes that capturing skills makes managerial and financial sense as it allows managers to know staff capabilities and helps with targeted development, and reduces reliance on buying external IT skills. Skills data can inform how best to deploy staff based on expertise or development needs. Identifying skills gaps through specific data allows for more informed decision making compared to anecdotal evidence. Business benefits include robust reporting on skills, identifying common training needs, and meaningful resourcing based on the full picture of skills. User benefits include identifying immediate learning needs, using a common IT language, having all skills recognized, and opportunities for flexible resourcing and personal development.
Learning and certification Michiel van der VoortSFIA User Forum
ISQI is a German non-profit organization founded in 2004 that focuses on software quality certification programs. It has over 1,100 members across Germany, Switzerland and Austria from both individual practitioners and large companies. ISQI is well known for its international certification programs in software testing, requirements engineering and agile methods. The document discusses using the Skills Framework for the Information Age (SFIA) to align university curriculum to industry needs, provide career services like skills gap analysis, and create a registration system for professionals.
The government IT profession moves forward Adam ThilthorpeSFIA User Forum
The document discusses the government IT profession and efforts to promote professionalism. It notes that the government has adopted the SFIA framework to underpin professionalism, developed talent pipelines like Talent in Business and talent academies, provided greater focus and clarity on professional roles, and strengthened links to professional bodies like BCS. The overall goal is to build a professional IT community in government and rationalize professional profiles and talent management across government departments.
Peter leather overcoming sfia implementation pitfallsSFIA User Forum
1) Peter Leather is an independent consultant specializing in developing IT organizational capabilities. He has over 25 years of experience working with major organizations and has been using SFIA since 2003.
2) When implementing SFIA in learning and development, organizations should focus on priorities and measurable results. They should also avoid analysis paralysis when developing role profiles and engage managers.
3) Change management is critical for SFIA implementation affecting skills and behaviors. Organizations should consider all phases of change for employees and develop line managers who are key but may lack people skills.
Peter leather overcoming sfia implementation pitfallsSFIA User Forum
1) Peter Leather is an independent consultant specializing in developing IT organizational capabilities. He has over 25 years of experience working with major organizations and has been using SFIA since 2003.
2) When implementing SFIA in learning and development, organizations should focus on priorities that drive measurable business results. They should also avoid analysis paralysis and engage managers to develop role profiles.
3) Successful change management is critical for SFIA implementation affecting skills and behaviors. Organizations should consider all phases of change for employees and provide support to line managers in developing people skills.
Paul Binks SFIA British Airways Developing Skills in Hard TimesSFIA User Forum
The document discusses skills development and training within an organization. It provides details on training budgets and usage in 2007/2008, the impact of the global economic crisis, and growing demand for IT skills. Charts show results from a survey on internal training and the organization's skills passport framework, which includes levels from associate to lead professional.
Patrick Beasley e-skills UK Achieving a Globally Competitive WorkforceSFIA User Forum
This document discusses the need to increase postgraduate education among IT professionals in the UK to help develop a more globally competitive IT workforce. It notes that currently, IT professionals are less likely to have postgraduate degrees compared to other sectors. The document proposes a new program involving employers that would provide targeted postgraduate education using the SFIA framework to support career progression in IT disciplines. The goal is to stimulate more demand for postgraduate learning among IT professionals to help UK organizations and the IT industry as a whole.
The Kimberly Clark experience with SFIAplus included:
1) Kimberly Clark is a global company that competes in multiple markets and needed to contain back office costs while emphasizing talent management.
2) An initial limited pilot of SFIAplus in 2009 was successful, leading Kimberly Clark to build out more role definitions using the framework.
3) Key benefits seen so far include providing visibility into career opportunities, supporting recruiting and skills assessment, and enabling training and education planning.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.