Innovation and growth are strategic imperatives for technology companies. In order to respond to a quickly changing environment, win the market share race and seize the advantage of disruptive innovation, technology companies have to be dynamic, fluid and bold. This involves a high degree of risk, which many are willing to take in anticipation of future rewards.
Jones Lang LaSalle’s Global Corporate Real Estate (CRE) Trends 2013 confirmed that companies around the world plan to increase their real estate portfolios in emerging markets. Zooming into the technology sector, respondents reveal that technology companies are among the most aggressive in pursuing growth opportunities and expanding their footprint in emerging markets. This pursuit, however, exposes them to a diverse set of risks associated with new markets and pressures to support this growth with flexible and efficient portfolios.
To learn more visit: http://www.gcre.joneslanglasallesites.com/en/industries/technology
Online survey of companies → Goal: Understanding the role of
artificial intelligence (AI) and machine learning across countries
and industries
• Evaluation: Which companies are active leaders in adopting or
piloting AI
As the boundaries blur among hardware, software, services, and telecom, tech sectors become less relevant. Tech companies now distinguish themselves through their strategic identity. This analysis of leading enterprise-oriented information and communications technology (ICT) companies shows them competing for customers -- but setting themselves apart in new ways.
According to this year's Global Innovation 1000 study -- an examination of the 1,000 public companies that spend the most on researching and developing products for their markets -- the world's major innovators are shifting more of their R&D to software and services. The shift is being driven by the supercharged pace of improvement in what software can do, the increasing use of embedded software and sensors in products as varied as power turbines and cars, and rising customer expectations. Between 2010 and 2015, the companies in the Global Innovation 1000 study increased their R&D spending on software offerings by 65 percent and their spending on service offerings by 36 percent. As this shift intensifies, companies are facing an array of managerial, organizational, and cultural challenges.
Online survey of companies → Goal: Understanding the role of
artificial intelligence (AI) and machine learning across countries
and industries
• Evaluation: Which companies are active leaders in adopting or
piloting AI
As the boundaries blur among hardware, software, services, and telecom, tech sectors become less relevant. Tech companies now distinguish themselves through their strategic identity. This analysis of leading enterprise-oriented information and communications technology (ICT) companies shows them competing for customers -- but setting themselves apart in new ways.
According to this year's Global Innovation 1000 study -- an examination of the 1,000 public companies that spend the most on researching and developing products for their markets -- the world's major innovators are shifting more of their R&D to software and services. The shift is being driven by the supercharged pace of improvement in what software can do, the increasing use of embedded software and sensors in products as varied as power turbines and cars, and rising customer expectations. Between 2010 and 2015, the companies in the Global Innovation 1000 study increased their R&D spending on software offerings by 65 percent and their spending on service offerings by 36 percent. As this shift intensifies, companies are facing an array of managerial, organizational, and cultural challenges.
The vast and crucial auto suppliers industry faces several competitive challenges -- rapid growth in emerging markets, pressure to meet clean air and mileage regulations, and the impact of technology and connectivity. Amid intense competition, suppliers will have to learn how to differentiate themselves and their products to preserve a profitable place in the automobile ecosystem and maintain high entry barriers for rivals. To do so, they must reexamine the profit potential of their products and portfolios, and focus on the innovation potential inherent in each of them.
The Internet of Things: The next growth engine for the semiconductor industryPwC
The ongoing explosion of mobile devices---smartphones, tablets, ultramobiles, and wearables---continues to drive growth in the semiconductor industry. But it's the Internet of Things---with sensors in everything from automobiles, to electric meters, to refrigerators---that will drive industry growth over the next five years.
This in-depth report looks at 2015-2019 growth by component, region and application with particular focus on the role of semiconductors in the IoT ecosystem and how companies can capture value from this developing megatrend.
The 2004 Temasek Review, titled “Investing in Value”, was launched in July 2004.
Structure
- Mission and Corporate Profile
- Our Portfolio
- Wealth Added
- Total Shareholder’s Return
- Message from Chairman
- Group Financial Statements
- Temasek Highlights
- Risk Management
- Corporate Governance
- People
- Major Temasek-Linked Companies
- Board of Directors
- Senior Management
- Temasek Turns 30
Visit www.temasekreview.com.sg for latest Temasek Review.
Follow @Temasek on Twitter at www.twitter.com/Temasek.
Etude PwC sur l'innovation du secteur Aéronautique, Défense & Sécurité (2014)PwC France
http://pwc.to/1owpVso
L’étude "The runway to growth : Using market understanding to drive efficient innovation in the aerospace, defence and security industry" est issue du rapport “Breakthrough innovation and growth”, réalisé auprès de 1757 dirigeants issus de 30 secteurs d’activité dans 25 pays. Ce focus Aéronautique et Défense est construit sur la base des réponses des 58 dirigeants du secteur, issus de 10 pays, ainsi que d’une vingtaine d’interviews et d’une recherche parallèle effectuée sur le marché américain.
Faced with such increasing complexity, market volatility and accelerated responsiveness requiring new knowledge, many African firms are less adequate and prepared to make tough business decisions required for sustainable competitive advantage. Today’s business challenges in many firms demand a new kind of learning experience, one that goes beyond problem solving and instead should focus on imagining possibilities, opportunities and creating innovative ways of looking at the dynamically turbulent world. Competing for the future requires leveraging knowledge management (KM) in order to gain competitive advantages. Competing successfully for the future in a globalised world requires that African firms either align their strategies to what they know or they learn to manage knowledge by building capabilities needed to support desired strategies. Knowledge management in Africa must cater to the critical issues of firm adaptation, survival and competence in the face of increasingly discontinuous environmental change. The paper critically surveys empirical literature on knowledge management, a catalyst for human capital development, technological diffusion and economic growth. The paper recommends that in order to remain aligned with the dynamically changing needs of the global business environment, African firms must increasing gather and leverage technological knowledge assets better than foreign multinational firms.
U.S. unemployment rate data and trends: January 2014JLL
U.S. economy added 113,000 jobs in January. This growth number is below average, but dropped the unemployment rate 10 basis points to a recovery low of 6.6 percent. In a bright spot, unemployment for high school and college graduates is lower, however labor-force participation in this key demographic is still suppressed. Total unemployment sits at 12.7 percent, above historic norms but an improvement from December’s 13.1.
See details on the data, including demographic, geographic and industry breakdowns, in this report featuring research from the Bureau of Labor Statistics and Jones Lang LaSalle.
The vast and crucial auto suppliers industry faces several competitive challenges -- rapid growth in emerging markets, pressure to meet clean air and mileage regulations, and the impact of technology and connectivity. Amid intense competition, suppliers will have to learn how to differentiate themselves and their products to preserve a profitable place in the automobile ecosystem and maintain high entry barriers for rivals. To do so, they must reexamine the profit potential of their products and portfolios, and focus on the innovation potential inherent in each of them.
The Internet of Things: The next growth engine for the semiconductor industryPwC
The ongoing explosion of mobile devices---smartphones, tablets, ultramobiles, and wearables---continues to drive growth in the semiconductor industry. But it's the Internet of Things---with sensors in everything from automobiles, to electric meters, to refrigerators---that will drive industry growth over the next five years.
This in-depth report looks at 2015-2019 growth by component, region and application with particular focus on the role of semiconductors in the IoT ecosystem and how companies can capture value from this developing megatrend.
The 2004 Temasek Review, titled “Investing in Value”, was launched in July 2004.
Structure
- Mission and Corporate Profile
- Our Portfolio
- Wealth Added
- Total Shareholder’s Return
- Message from Chairman
- Group Financial Statements
- Temasek Highlights
- Risk Management
- Corporate Governance
- People
- Major Temasek-Linked Companies
- Board of Directors
- Senior Management
- Temasek Turns 30
Visit www.temasekreview.com.sg for latest Temasek Review.
Follow @Temasek on Twitter at www.twitter.com/Temasek.
Etude PwC sur l'innovation du secteur Aéronautique, Défense & Sécurité (2014)PwC France
http://pwc.to/1owpVso
L’étude "The runway to growth : Using market understanding to drive efficient innovation in the aerospace, defence and security industry" est issue du rapport “Breakthrough innovation and growth”, réalisé auprès de 1757 dirigeants issus de 30 secteurs d’activité dans 25 pays. Ce focus Aéronautique et Défense est construit sur la base des réponses des 58 dirigeants du secteur, issus de 10 pays, ainsi que d’une vingtaine d’interviews et d’une recherche parallèle effectuée sur le marché américain.
Faced with such increasing complexity, market volatility and accelerated responsiveness requiring new knowledge, many African firms are less adequate and prepared to make tough business decisions required for sustainable competitive advantage. Today’s business challenges in many firms demand a new kind of learning experience, one that goes beyond problem solving and instead should focus on imagining possibilities, opportunities and creating innovative ways of looking at the dynamically turbulent world. Competing for the future requires leveraging knowledge management (KM) in order to gain competitive advantages. Competing successfully for the future in a globalised world requires that African firms either align their strategies to what they know or they learn to manage knowledge by building capabilities needed to support desired strategies. Knowledge management in Africa must cater to the critical issues of firm adaptation, survival and competence in the face of increasingly discontinuous environmental change. The paper critically surveys empirical literature on knowledge management, a catalyst for human capital development, technological diffusion and economic growth. The paper recommends that in order to remain aligned with the dynamically changing needs of the global business environment, African firms must increasing gather and leverage technological knowledge assets better than foreign multinational firms.
U.S. unemployment rate data and trends: January 2014JLL
U.S. economy added 113,000 jobs in January. This growth number is below average, but dropped the unemployment rate 10 basis points to a recovery low of 6.6 percent. In a bright spot, unemployment for high school and college graduates is lower, however labor-force participation in this key demographic is still suppressed. Total unemployment sits at 12.7 percent, above historic norms but an improvement from December’s 13.1.
See details on the data, including demographic, geographic and industry breakdowns, in this report featuring research from the Bureau of Labor Statistics and Jones Lang LaSalle.
Unlock your content, FirstSpirit, CMS, e-Spirit AG, Best-of-Breed, Internet, Intranet, Extranet, Management, CIO, CEO, CMO, Digital Marketing, Integration of third part technology, SEO, Analytics, Strategy, Customer Experience
Driving growth in Indian manufacturing industry Sumit Roy
Indian manufacturing is just perfectly poised to Unlocking the transformation value with technology .While businesses understand that in order to build an organisation that is agile and suited to withstand current market and economic volatilities, there are several things to be considered before taking a digital leap. More than just a strategy for any individual technology trend or for combining more than one of them, companies need a systematic approach to adopt technologies in a holistic fashion. The industry trends and challenges primarily drive the appropriate selection of technology solutions, which need to be fine-tuned to a company’s needs based on its scale, capabilities and its specific issues. This joint CII-PwC report takes a closer look at two industries in particular, manufacturing and infrastructure, and tries to decode the prevalent challenges in these two sectors, the kind of initiatives being taken to drive growth and development, and how IT adoption is playing an important role to overcome these challenges
Innovation technology questions1 Explain how computer-aided de.docxjaggernaoma
Innovation technology questions
1 Explain how computer-aided design and flexible manufacturing technologies help create small niches in the market place. Provide an example to illustrate your answer
Answer: Computer-aided design and flexible manufacturing help create small niches in the marketplace by allowing firms to develop and produce a greater number of versions of their products. This means that companies can now tailor their offerings to small niches in the marketplace. For example, in 2012, Toyota offered 16 different passenger vehicle lines under the Toyota brand (e.g., Camry, Prius, Highlander, and Tundra). Within each of the vehicle lines, Toyota also offered several different models (e.g., Camry L, Camry LE, Camry SE) with different features and at different price points. Students’ answers will vary.
Page: 1
2At a retreat by the Cleveland City Council, community leaders held a discussion on attracting and developing new businesses and increasing employment rates in the city. One leader suggested that the city should consider sponsoring a business incubator. Explain what an incubator is and how this might help the city meet its goals. What other ideas should be considered
Answer: An incubator is an institution designed to nurture the development of new businesses that might otherwise lack access to funding or advice. It allows companies to share costs and resources until they can stand on their own. If an incubator were started in Salisbury, it would help new businesses to grow and prosper. These businesses could then move out to locations of their own and hire local residents as employees. The city would not have to offer tax breaks or compete with other cities for the location of existing companies, but would be growing their own businesses.
Page: 29-31
3 How can the s-curves be used as a prescriptive tool? What would be the limitations of this approach?
Answer: Managers can use the s-curve model as a tool for predicting when a technology will reach its limits and as a prescriptive guide for whether and when the firm should move to a new, more radical technology. Firms can use data on the investment and performance of their own technologies, or data on the overall industry investment in a technology and the average performance achieved by multiple producers. Managers could then use these curves to assess whether a technology appears to be approaching its limits or to identify new technologies that might be emerging on s-curves that will intersect the firm’s technology s-curve. Managers could then switch s-curves by acquiring or developing the new technology.
However, there are many limitations to doing this. First, it is rare that the true limits of a technology are known in advance, and there is often considerable disagreement among firms about what a technology’s limits will be. Second, the shape of a technology’s s-curve is not set in stone. Unexpected changes in the market, component technologies, or complementary techno.
Global capability centers driving innovation growth in digital worldPolestarsolutions
Global capability centers (GCCs) are playing a crucial role in driving innovation and growth in the digital world by leveraging technology and talent.
link: https://www.polestarllp.com/ebook/global-capability-centers-driving-innovation-growth-in-digital-world
Making the Shift to the Next-Generation EnterpriseCognizant
It's crucial for organizations to assess their next-generation strengths and weaknesses in light of their strategic priorities and then focus on the enablers that will prepare them for the future of work.
Financial Distribution Summit 2014 CII's 3rd International Conferenceelithomas202
The CII theme of 'Accelerating Growth, Creating Employment' for 2014-15 aims to strengthen a growth process that meets the aspirations of today's India. During the year, CII will specially focus on economic growth, education, skill development, manufacturing, investments, ease of doing business, export competitiveness, legal and regulatory architecture, labour law reforms and entrepreneurship as growth enablers.
Technology management in the age of the customerLithium
Don’t look now, but your company is losing control. Customers are now in the driver’s seat. Learn more by reading this Forrester Report on "Technology Management
In The Age Of The Customer."
Disruptive Technologies – A 2021 UpdateCTRM Center
In 2021, Commodity Technology Advisory LLC (ComTech) published its first Disruptive Technologies research report (that version kindly sponsored by FIS). Technologies covered in the study scope included cloud/SaaS, Artificial Intelligence (AI), Machine Learning (ML), big data, automation and blockchain, amongst others. The findings were supported by an industry survey that led to the broad conclusions that cloud/SaaS and data management initiatives were in flight. AI, ML and automation seemed to be prepping for an explosion of use while blockchain was overhyped and lagging. Over the last couple of years, our general market observations as analysts have largely confirmed the results of the research.
This survey seeks to understand some of the key priorities for manufacturers as well as their strategies for growth, specifically with respect to capabilities, physical resources and human capital.
In the outsourcing territory, research and development (R&D) is considered the final frontier. That’s because R&D is seen as a source of...innovation – the mother of competitiveness, which is to be protected at any cost. As we all well know, from our business studies text books, core activities should never be outsourced.
September 2018 U.S. employment update and outlookJLL
With 201,000 net new jobs, August 2018 rebounded after a slower July 2018, aided by growth in a variety of sectors, most notably a resurgence in transportation, warehousing and wholesale trade.
July saw the labor market add 157,000 net new jobs, slower than growth in recent months but still positive and healthy overall. A 13,000-job contraction in government employment, combined with a 5,000 financial activities jobs lost in net terms, were partially responsible for this slowdown. At the same time, sustained talent shortages across markets continue to keep growth more volatile than normal.
With 213,000 net new jobs added in June, the labor market’s expansion now totals 92 consecutive month, placing it among the longest periods of post-war expansion.
Remarkably, gains have been found largely across industries, although retail trade posted contraction of 21,600 jobs after showing signs of recovery earlier in the year.
A slight boost to the participation rate pushed unemployment up 20 basis points to 4.0 percent, however.
May’s 223,000 net new jobs represented the 91st consecutive month of growth, further extending an already unprecedented expansionary cycle. Since early 2017, the change in employment compared to the previous cycle has been higher than growth in the civilian labor force, leading to rapid declines in unemployment, which now stands at just 3.8%. With the economy showing no meaningful signs of slowdown and inflation rising under the pressure of sustained output growth, the Federal Reserve is on track to continue its program of tightening over the coming quarters.
With 164,000 net new jobs, employment growth in April 2018 maintained the year's solid pace. Growth was spread across industries, although professional services emerged as a clear leader during the month, accounting for roughly one-third of all gains.
A slight drop to the civilian labor force spread to both employment and unemployment figures, driving down unemployment to a new low of 3.9 percent.
Debt funds are increasingly competing with traditional lenders like banks and life companies when it comes to placing debt in commercial real estate deals. But just how prevalent are these relative newcomers? Take a look at the SlideShare to see how debt funds are claiming their slice of the lending pie.
JLL Retail Research looks at coming closures, the impact of e-commerce on brick and mortar stores, how the store experience is changing and which retailers are actually expanding operations despite the current climate (as of March 2018).
The 313,000 net new jobs created in February represented the highest monthly level of job creation since mid-2016.
Growth was found throughout the labor market, with goods-producing sectors such as construction, retail and manufacturing in particular holding firm and, in the case of retail trade, rebounding after months of losses.
Gains were also possible as a result of a sharp increase in labor-force expansion, which boosted labor force participation and kept unemployment at 4.1 percent rather than declining further.
February 2018 U.S. employment update and outlookJLL
January 2018 saw 200,000 net new jobs created, with unemployment once again stable at 4.1 percent. Job growth continues in line with expansion of the broader labor force, even as slack diminishes.
January 2018 U.S. employment update and outlookJLL
December 2017 saw 148,000 net new jobs added to the national labor market, below consensus figures but still healthy. Unemployment held steady at 4.1 percent and is expected to stay flat or decline in the absence of meaningful improvements in labor force participation or accelerated expansion of the labor force. A combination of widespread positive fundamentals, from consumer spending to business investment, is keeping the outlook for 2018 optimistic.
December 2017 U.S. employment update and outlookJLL
Monthly employment growth surpassed the 200,000-mark for a second consecutive month in November, adding 228,000 jobs and countering hurricane-related pauses earlier in the year. Importantly, job growth is still taking place faster than the labor force is capable of expanding and with the participation rate not increasing, placing pressure on employers in primary, secondary and tertiary markets to expand their headcount.
November 2017 U.S. employment update and outlookJLL
October saw 261,000 net new jobs added, a rebound from a weak September hit with two hurricanes and an initially negative employment growth figure. Revisions brought September back to positive territory, however, extending the expansionary streak to 84 consecutive months of growth. Although unemployment has fallen to 4.1 percent, wage growth has yet to meaningfully improve, remaining below the 3.0-percent threshold and with most industries seeing a slowdown the rate of annual earnings growth.
The London leasing market has so far remained resilient to slower economic growth. Q3 take-up hit 3.3 million sq ft, bringing the year to date total to 8.1 million sq ft, 18% up on the 2016 total to end Q3, and comfortably ahead of long-term average levels. The rise of flexible offices has been a key feature, accounting for 17% of take-up in 2017.
Three years from the start of the oil slump, employment and commercial real estate fundamentals are finally showing incremental improvement across North America’s energy markets. Examine the key themes in today’s industry and explores challenges and opportunities in seven energy-centric cities across the U.S. and Canada.
JLL Retail: Store closure summary, October 2017 JLL
JLL Retail Research looks at coming closures, the impact of e-commerce on brick and mortar stores, how the store experience is changing and which retailers are actually expanding operations despite the current climate (as of October 2017).
Vacancy at the top of the market is slowly moving upward, although levels remain below historic norms. New supply and givebacks upon relocation due to efficiency have begun to and will continue to result in rising vacancy.
October 2017 U.S. employment update and outlookJLL
After more than 80 consecutive months of growth, the U.S. labor market saw its first contraction, losing 33,000 jobs in net terms, largely a result of Hurricanes Harvey and Irma. The overwhelming majority of losses were concentrated in the leisure and hospitality sector, particularly in Florida (Puerto Rico is not counted in monthly figures), further exacerbating this contraction.
JLL Retail: Store closure summary, September 2017 JLL
JLL Retail Research looks at coming closures, the impact of e-commerce on brick and mortar stores, how the store experience is changing and which retailers are actually expanding operations despite the current climate (as of September 2017).
September 2017 U.S. employment update and outlookJLL
The national labor market saw 156,000 net new jobs added in August, a solid figure but below expectations. Additionally, previous months registered downward revisions to job growth, muting some of the rebound witnessed during the summer. Continuing a trend that has intensified in recent quarters, a lack of skilled workers combined with minimal unemployment and external difficulties such as housing affordability in tech hubs have significantly slowed tech growth over the year. Even with inconsistent inflation, sustained job growth could likely encourage another Federal Reserve rate hike in the near term.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
This paper presents Reef, a system for generating publicly verifiable succinct non-interactive zero-knowledge proofs that a committed document matches or does not match a regular expression. We describe applications such as proving the strength of passwords, the provenance of email despite redactions, the validity of oblivious DNS queries, and the existence of mutations in DNA. Reef supports the Perl Compatible Regular Expression syntax, including wildcards, alternation, ranges, capture groups, Kleene star, negations, and lookarounds. Reef introduces a new type of automata, Skipping Alternating Finite Automata (SAFA), that skips irrelevant parts of a document when producing proofs without undermining soundness, and instantiates SAFA with a lookup argument. Our experimental evaluation confirms that Reef can generate proofs for documents with 32M characters; the proofs are small and cheap to verify (under a second).
Paper: https://eprint.iacr.org/2023/1886
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Le nuove frontiere dell'AI nell'RPA con UiPath Autopilot™UiPathCommunity
In questo evento online gratuito, organizzato dalla Community Italiana di UiPath, potrai esplorare le nuove funzionalità di Autopilot, il tool che integra l'Intelligenza Artificiale nei processi di sviluppo e utilizzo delle Automazioni.
📕 Vedremo insieme alcuni esempi dell'utilizzo di Autopilot in diversi tool della Suite UiPath:
Autopilot per Studio Web
Autopilot per Studio
Autopilot per Apps
Clipboard AI
GenAI applicata alla Document Understanding
👨🏫👨💻 Speakers:
Stefano Negro, UiPath MVPx3, RPA Tech Lead @ BSP Consultant
Flavio Martinelli, UiPath MVP 2023, Technical Account Manager @UiPath
Andrei Tasca, RPA Solutions Team Lead @NTT Data
Le nuove frontiere dell'AI nell'RPA con UiPath Autopilot™
Leading the Change in Emerging Markets: Corporate Real Estate trends in Technology
1. Leading the Charge
in Emerging Markets
2014 Corporate Real Estate
Trends for the Technology Sector
2. Introduction
Innovation and growth are strategic imperatives for technology companies. In order to respond
to a quickly changing environment, win the market share race and seize the advantage of
disruptive innovation, technology companies have to be dynamic, fluid and bold. This involves a
high degree of risk, which many are willing to take in anticipation of future rewards.
Jones Lang LaSalle’s Global Corporate Real Estate (CRE) Trends 2013 confirmed that
companies around the world plan to increase their real estate portfolios in emerging markets.
Zooming into the technology sector, respondents reveal that technology companies are among
the most aggressive in pursuing growth opportunities and expanding their footprint in emerging
markets. This pursuit, however, exposes them to a diverse set of risks associated with new
markets and pressures to support this growth with flexible and efficient portfolios.
Please refer to Jones Lang LaSalle’s Global Corporate Real Estate Trends 2013 report for
additional information.
We have identified four themes pertinent to CRE of global
technology companies:
1. Aggressive portfolio expansion in emerging markets
2. Flexibility required for optimal portfolios
3. Fast progress of outsourced delivery
4. Lack of capabilities to support growth
2 2013 Corporate Real Estate Trends for the Technology Sector
3. Aggressive growth
in emerging markets
“About one-third
[of technology companies]
are being pushed into
emerging markets by the lack
of growth or profit in more
established markets.”
Among all sectors, technology companies are the most prone to take calculated risks.
According to our survey results, one-third of technology CRE executives confirmed that
their companies have become less risk averse since 2010, compared with only a quarter of
companies from other sectors1 (Fig. 1). This increasing appetite for risk is linked to expansion
strategies aimed at exploiting commercial opportunities, particularly in emerging markets.
Figure 1: Degree of risk aversion
53%
42%
34%
24%
26%
Global Intelligence Alliance
Business Perspectives on Emerging
Markets 2012–2017 survey
Technology
More risk averse
20%
Other sectors
Less risk averse
No change
Question: Compared to 2010, how ould you rate your usiness’ attitude toward isk
w
b
r
(appetite for growth versus operational risk)?
While most companies globally are looking to increase their real estate portfolios in emerging
markets, the technology sector is planning a much more aggressive expansion. Technology
companies’ expectations to increase their portfolios in Brazil, Russia, India and China (BRIC)
are higher than the average for other sectors, with 30%+ planned net portfolio growth in
these key markets (Fig. 2). As can be expected, technology leads all other sectors in planned
portfolio expansion in India, with a significantly higher percentage of respondents indicating
an increase of their portfolios (58% versus 38% in other sectors)2.
Facing labor costs and pricing pressures in their home markets, technology companies are
lured by low-cost markets in Central and Eastern Europe (CEE) and Southeast Asia (SEA).
Forty-three percent of technology respondents indicate that they will increase their portfolios
in CEE (compared with 22% in other sectors), while 36% (versus 21% in other sectors) also
look to pursue growth opportunities in SEA (Map 1).
1
Other sectors include: banking/financial services, consumer products, retail, government, energy, pharmaceuticals/life sciences and other sectors.
2
For more details about CRE trends in India, refer to Jones Lang LaSalle’s report, ‘On the Verge of Transformation. India CRE trends 2013’.
Jones Lang LaSalle 3
4. In addition to cost incentives, these growth economies are also experiencing a rapid
development of the middle class, with an ever more sophisticated consumer base embracing
high-tech products and services. Consequently, technology multinational corporations
(MNCs) are shifting their focus and are moving to where their consumers are.
While these countries are still quite far from producing the next Silicon Valley, many of them
are developing leading-edge technology parks and research and development centers that
offer modern infrastructure, skilled labor force and low operating costs. Although we do not
expect western technology MNCs to migrate their global headquarters to growth markets,
they are very likely to build new regional headquarters to strengthen their presence in these
markets.
Map 1: Net portfolio growth anticipated over the next
three years (technology sector)
Rest of
Country Region
Negative Net Portfolio Growth (30%-11%)
Negative Net Portfolio Growth (10%-1%)
1%-10% Net Portfolio Growth
11%-30% Net Portfolio Growth
30% + Net Portfolio Growth
Question: Over the next three years, ow will your portfolio evolve in each of the
h
following regions?
Note: Net portfolio growth percentages in this map are obtained by deducting responses
anticipating portfolios to decrease from responses anticipating portfolios to increase.
Other possible responses (‘remain the same’, ‘do not know’ and ‘not applicable’) were left out.
4 2013 Corporate Real Estate Trends for the Technology Sector
5. Although the map on the previous page shows negative portfolio growth in North America, it
should be noted that this trend varies significantly, depending on company size and business
model. Larger and more established technology firms and hardware companies are aggressively
optimizing their portfolios in established markets and consolidating when possible. Conversely,
most Internet firms and start-ups remain in growth mode and continue expanding in developed
countries’ technology hubs.
Figure 2: Top ten countries/regions by net portfolio growth
57%
41%
51%
35%
39%
30%
36%
16%
China
India
Brazil
Russia
Technology
33%
11%
CEE
32%
18%
SEA
21%
21%
20%
18%
14%
12%
11%
10%
Mexico
Rest of APAC
UAE
Saudi Arabia
Other sectors
Question: Over the next three years, ow will your portfolio evolve in each of the
h
following regions?
Jones Lang LaSalle 5
6. Flexible real estate
portfolios are required
to support growth
“Emerging markets typically
require different approaches,
p
rocesses and governance
policies compared to more
developed markets… Each
new market therefore has the
potential to add significant
amounts of complexity to a
c
ompany’s global operating
model.”
Accenture
Emerging Market Entry
Keys to Success, July 2013
To support this geographic expansion, CRE executives from technology companies will be
spending more of their time on emerging markets—over a quarter of respondents will dedicate
more than half of their time, while 63% will spend up to 50% of their time on emerging markets.
Furthermore, the scope of their responsibilities is more global and regional, as opposed to other
sectors where many CRE tasks continue to be carried out at a country level (Fig. 3). This can be
explained by the unique characteristics of the technology sector, such as network effects (social
media), first-mover advantage for pioneering firms and large customer base (users with similar
needs and tastes for technology products across potential country markets). These growth
drivers incited technology companies to employ early globalization strategies that required
prompt support of CRE departments to manage global portfolios.
Figure 3: Geographic scope of CRE responsibilities
38%
44%
31%
31%
38%
45%
20%
13%
12%
Global
Regional
Technology
Country
20%
City
Site specific
Other sectors
Question: What is the geographic cope of your current RE responsibilities?
s
C
CRE executives engaged in emerging markets expansion are expected to have their hands
full, as the demands of senior leadership for growth, portfolio productivity and flexibility have
been increasing significantly and add to the already pressurized agenda being set for all CRE
professionals. (Fig.4)
Technology CRE executives will not only have to deliver a platform for growth, but must also
ensure that this platform is flexible and can accommodate rapid shifts in business priorities.
Creating on-demand spaces and enabling remote and mobile working to cater to a younger
generation of workers, as well as increasing the utilization and productivity of the formal real
estate portfolio are just a few examples of what is now expected from the CRE function.
6 2013 Corporate Real Estate Trends for the Technology Sector
7. Let’s also not forget about unconventional workplace designs which have become a part
of technology industry culture and a differentiating factor as technology firms compete for
high-caliber talent. Office spaces are designed to be ‘cool’ and relaxed to boost creativity
and innovation on which the industry thrives. At the same time, the working environment has
to be conducive to employee interactions. The demand for other workplace perks such as
bowling alleys, swimming pools, multiple food facilities, etc. add even more complexity to the
requirement to create and manage efficient work spaces. CRE teams have to collaborate
with other corporate functions, such as HR and IT, to ensure the workplace is productive,
comfortable and attractive for new employees.
Figure 4: Senior leadership demands being placed on CRE
Demands linked to
portfolio productivity
and flexibility
Demands linked
to growth
Technology Other Sectors
Limiting exposure to future real estate costs
Creating on-demand space for the business,
bringing more flexibility to the leasehold portfolio
Delivering a platform for growth in select markets
Increasing the utilization of existing buildings
in the portfolio
Enhancing productivity of the real estate portfolio
Enabling remote or mobile working
71%
66%
61%
54%
64%
42%
85%
71%
74%
59%
67%
54%
Question: How are the demands of enior leadership/C-suite on he CRE team changing
s
t
in he following areas? Those who responded that emands are increasing)
t
(
d
Technology portfolios are arguably the most flexible across all sectors, and technology
companies are leaders in recognizing the need for quickly retreating from one market while
scaling up in another. Frequent relocations are prompted by search for better talent, tax incentive
packages offered by governments, emerging technology hubs and consolidation stemming from
mergers and acquisitions, among others.
Jones Lang LaSalle 7
8. Speed of geographic
expansion fuelling
outsourcing
“As companies look to expand
beyond their borders to create
global brands,… increasingly,
more companies are turning
to business outsourcing as
one of the ways to maintain
their competitive edge.”
Lim Kok Hin
Vice President and Head
of Domestic Business Operations
Canon Singapore, in IDG Connect
August 2013
The pressure to deliver effective and flexible portfolios while expanding rapidly across
geographies has resulted in higher reliance on outsourced solutions. Today, only 5% of
technology companies do not outsource any kind of CRE services. In addition, technology
companies have the most strategic attitude toward outsourcing among all sectors—37%
of respondents consider outsourcing as a strategic relationship where strategic value is
assessed over the long term (compared with 29% in other sectors), as opposed to a tactical
transaction mainly with a lower-cost supplier.
The drive toward outsourcing can be attributed to a combination of factors, ranging from
the sector-wide familiarity with outsourcing (as clients or as suppliers) to the pronounced
tendency to focus on core activities. Furthermore, outsourcing decreases the risk of operating
in unfamiliar markets and aligns the rapidly growing number of real estate assets with global
portfolio strategies.
Lease administration—already outsourced to a higher degree in technology companies,
compared to other sectors—is expected to be outsourced even more in three years’ time.
According to technology sector respondents, almost 40% will fully outsource this service in
three years, compared with 26% in other sectors (Fig. 5). Outsourcing lease administration
allows companies to keep better track of their portfolios and anticipate upcoming changes
in leased assets. In fact, over a quarter of technology companies indicated that their ability
to extract real estate metrics had improved because of outsourcing lease administration to
service providers.
Technology companies plan to accelerate their outsourcing levels in other CRE services as
well. The outsourced delivery of portfolio and facilities management is expected to increase
significantly—the number of technology companies fully outsourcing this service will double,
from 17% currently to 34% in three years’ time. A similar dynamic is expected for property
management and transactions services—full-scale outsourcing is progressing much faster in
technology firms than in other sectors.
Figure 5. CRE services expected to be fully outsourced in three years’ time
39%
34%
33%
26%
21%
19%
Lease
administration
32%
Portfolio and
facilities management
Property
management
Technology
21%
Transaction
services
27%
21%
Project management/
build-out/design
26%
17%
Energy and
sustainability services
Other sectors
Question: How would you best escribe the delivery of he following CRE services three
d
t
years from now?
8 Global Corporate Real Estate Survey 2013
9. Challenges associated
with portfolio growth
in emerging markets
“There is a large gap
between the aspirations of
multinational companies
in emerging markets and
their performance on key
capabilities.”
BCG
Playing to Win in Emerging Markets
September 2013
There are a number of challenges technology companies will face when expanding to
emerging markets. The first is related to transparency issues. Respondents from the
technology sector feel that real estate market transparency is even more important than
political or economic transparency when expanding to emerging markets. Many also indicate
that the lack of suitable real estate offer represents a major challenge. With frequent real
estate transactions, navigating low-transparent and opaque markets may lead to disruptions
in operations and additional costs.
While the CRE function is well established in technology companies, it is not always efficient.
In particular, smaller companies require more in-house CRE professionals to support rapid
global growth (in our sample, there was one CRE executive per 708 full-time employees in
technology companies with 1,000–10,000 employees, compared to a global average for all
company sizes of approximately 1:4,000). As expansion to emerging markets increases, these
companies will need to engage even more CRE professionals to support growth.
In addition, the active involvement of procurement departments in CRE is often not efficient,
as they may lack knowledge about procuring CRE services. In fact, only 36% of respondents
consider their procurement departments to be knowledgeable about CRE, which is the lowest
among all sectors.
Last but not least, technology companies are facing challenges in forecasting real estate
costs and planning portfolios. While one reason could be the unavailability of information
in emerging markets, another might be the lack of internal capabilities to generate timely
insights on portfolio performance. A third of technology respondents indicated that the lack
of effective data and analytics to measure value is one of the top constraints hindering CRE
from establishing itself as a strategic value add.
Jones Lang LaSalle 9
10. Conclusion
Although expansion into emerging markets is a critical prerequisite for growth in the
technology sector, companies should be aware of the risks associated with their real estate
portfolios. Operating in non-transparent, emerging markets with limited real estate information
can slow down the expansion process, expected speed-to-market and future sales. Hence,
delays in delivering a platform for growth may cause increased operating costs.
Technology companies will need to invest in their CRE teams to ensure that they are well
equipped to support business growth and are able to respond to increasing demands from
senior leadership. They will also need to implement more tools and systems to gather and
analyze portfolio and market data, which will enable them to react to changing environments
and business needs. These could include occupancy planning tools, lease administration
systems, portfolio dashboards and financial modeling.
With increasing outsourcing requirements, technology companies will also benefit from
extending their partnerships with external service providers, who are more familiar with target
markets and can provide faster and more advantageous real estate solutions.
About the Survey
Responses by organization size
(number of employees)
1,000 - 5,000
16%
26%
12% 12%
5,001 - 10,000
10,001 - 50,000
Note: Percentages may not equal to 100% due to rounding
Responses by region where respondents are based
34%
40%
26%
Americas
Asia Pacific
Europe, Middle East and Africa
10 2013 Corporate Real Estate Trends for the Technology Sector
33%
50,001 - 100,000
Over 100,000
11. Global Corporate
Research Team
Contributors
Christian Beaudoin
Director of Corporate
Research, Americas
christian.beaudoin@am.jll.com
Dr. Lee Elliot
t
Global Lead for Corporate
Occupier Research
Europe, Middle East and Africa
lee.elliott@eu.jll.com
Susan Sutherland
Director of Corporate
Research, Asia Pacific
susan.sutherland@ap.jll.com
Kateryna Kyryllova
Manager of Corporate
Research, Asia Pacific
kateryna.kyryllova@ap.jll.com
Business Contacts
Michael Casolo
Managing Director
Brokerage
Americas
+1 650 815 2219
michael.casolo@am.jll.com
Iain Mackenzie
International Director
Corporate Solutions
Asia Pacific
+
65 6494 3834
iain.mackenzie@ap.jll.com
About Jones
Lang LaSalle
Jones Lang LaSalle (NYSE:JLL) is a professional services and investment management firm
offering specialized real estate services to clients seeking increased value by owning, occupying
and investing in real estate. With annual revenue of USD 3.9 billion, Jones Lang LaSalle
operates in 70 countries from more than 1,000 locations worldwide. On behalf of its clients, the
firm provides management and real estate outsourcing services to a property portfolio of 2.6
billion square feet. Its investment management business, LaSalle Investment Management, has
USD 47.0 billion of real estate assets under management.
Tom Carroll
Director of Research
Europe, Middle East and Africa
tom.carroll@eu.jll.com
Jeff Schuth
International Director
Solution Development
Europe, Middle East and Africa
+49 (0) 1726 143 529
jeff.schuth@eu.jll.com
About Jones Lang LaSalle Corporate Solutions a leader in the real estate outsourcing field,
Jones Lang LaSalle’s Corporate Solutions business helps corporations improve productivity in
the cost, efficiency and performance of their national, regional or global real estate portfolios
by creating outsourcing partnerships to manage and execute a range of corporate real estate
services. This service delivery capability helps corporations improve business performance,
particularly as companies turn to the outsourcing of their real estate activity as a way to manage
expenses and enhance profitability.
Acknowledgements
Jones Lang LaSalle gratefully acknowledges the assistance of those CRE professionals who
participated in this survey and Kadence International, our market research partner. We welcome
any feedback on the published results to continue to improve future editions and make them as
meaningful as possible for our readers. If you have any comments or would like to participate in
future surveys, please email insightteam@jll.com.
Visit www.jll.com/globalCREtrends to explore the global trends in more detail.
See how CRE executives based in your region responded and compare your
answers with the global survey results.
Jones Lang LaSalle 11