TechnoVision 2014: Technology Building Blocks for Digital TransformationCapgemini
Our TechnoVision 2014 introduces a fresh, provocative and innovative approach to today's business technology landscape. Here's a platform business and technology leaders can use to create a new, different dialogue on how these disruptions will affect the near- and long-term business environment, and how you can leverage them to exploit market opportunities for sustainable competitive advantage. TechnoVision 2014 is a strategic asset that can help drive Digital Transformation across your entire enterprise.
http://www.capgemini.com/technovision
It is the age of the digital customer. And digital customer experience is something that most companies have on top of their agenda. It is not hard to see why. In a survey, 70% of respondents said that good service had a considerable influence on their loyalty and 69% would recommend the company to others. The reverse is also true. Poor customer experience drives customers away. Research shows that nearly 89% of customers walk away from a company after a single poor customer experience. And this can have a significant impact. Businesses are estimated to lose as much as 20% of revenue from poor customer experiences. And this is precisely the reason we chose to focus the sixth edition of our Digital Transformation Review on Customer Experience. How can organizations create compelling digital customer experiences that work? We posed this very question to a diverse panel from around the world. Our panel for this edition includes industry leaders, academics, startup founders, platform vendors and technology gurus. They come from all over the world, including the home of innovation in the digital age — Silicon Valley
TechnoVision 2014: Technology Building Blocks for Digital TransformationCapgemini
Our TechnoVision 2014 introduces a fresh, provocative and innovative approach to today's business technology landscape. Here's a platform business and technology leaders can use to create a new, different dialogue on how these disruptions will affect the near- and long-term business environment, and how you can leverage them to exploit market opportunities for sustainable competitive advantage. TechnoVision 2014 is a strategic asset that can help drive Digital Transformation across your entire enterprise.
http://www.capgemini.com/technovision
It is the age of the digital customer. And digital customer experience is something that most companies have on top of their agenda. It is not hard to see why. In a survey, 70% of respondents said that good service had a considerable influence on their loyalty and 69% would recommend the company to others. The reverse is also true. Poor customer experience drives customers away. Research shows that nearly 89% of customers walk away from a company after a single poor customer experience. And this can have a significant impact. Businesses are estimated to lose as much as 20% of revenue from poor customer experiences. And this is precisely the reason we chose to focus the sixth edition of our Digital Transformation Review on Customer Experience. How can organizations create compelling digital customer experiences that work? We posed this very question to a diverse panel from around the world. Our panel for this edition includes industry leaders, academics, startup founders, platform vendors and technology gurus. They come from all over the world, including the home of innovation in the digital age — Silicon Valley
Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Tel...Capgemini
"I believe that opening up innovation, working
more with partners, and being agile enough to include everybody’s contribution represents a big shift in innovation in this digital age."
Developing and managing a multi-channel approach has been
a key issue in retail banking.
But what about Corporate & Investment Banks (CIBs)? Where do they stand in terms of multichannel for corporate clients?
Especially, what are the trends and opportunities in digital channels for them and what are the implications?
Going Digital: General Electric and its Digital TransformationCapgemini
How can a company that is over a century old transform itself to thrive in a digital economy?
For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of “Building, powering, moving and curing the world. Not just imagining. Doing.” This constant focus on innovation and transformation has made the company the only one to still remain in the Dow Jones Industrial Index since the original index was established in 1896.
GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: “I took over an industrial company, now it will be known as an analytics company”. GE’s focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime.
GE’s digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation.
While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
Digital Disruption in Asset and Wealth ManagementCapgemini
The groundswell that is today impacting massively retail banking is now impacting all banking businesses. Opportunities offered by new digital technology such as Big data & analytics have not been fully explored yet by Asset & Wealth Management actors, and new technologies are mainly confined to improve shared platforms and reporting flexibility. But the turn might come soon now with the aggressive launches of Fintechs investing all parts of the banking business, including its most exclusive territories.
Asset and Wealth Management might be the next targets, facing the up-rise of new Robo-Advisors quickly gaining market
share on their devoted playground until now.
Traditional Asset and Wealth Managers should anticipate and react, building on their knowledge and assets in order to contain this new trend but this will require that they adapt and probably more globally rethink their business model, to avoid the commoditization of their activity.
The aim of this document is to present how Asset and Wealth Managers can take advantage of the digital revolution / emergence of Fintechs to become more competitive and attract more clients.
Digital Leadership Interview : James Patterson, MVP and Head of Capital One LabsCapgemini
"Creating excellence at small scale is relatively straightforward. Doing so at scale is extremely hard. And that’s where most innovation centers struggle."
Digital Transformation - Effects on the World of Work and EmployeesPeter Vogel
The world of work has undergone some massive changes as a result of the digital transformation. Cloud computing, mobile technologies, social networks, among many other trends, have and continue to transform our personal and professional lives.
What are the effects of this digital revolution on the world of work and on the employees? What do companies have to do in order to cope with this transformation?
Digital Leadership Interview : Claus Von Riegen, VP and Head of BMI at SAPCapgemini
"Disrupt yourself before being disrupted by others. But to make this happen, you have to create a separate team with the explicit mandate to disrupt the business and make it a priority."
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Digital transformation report sweden july 2017Ola Reppling
Digital Transformation Report 2017
@Qvartz and Microsoft have interviewed leading Swedish companies in many industries about Digital Transformation and the practical aspects of it. Understanding the What, Why and How of Digital Transformation. There are many commonalities across industries and between companies, but my key take-away is that there is no silver bullet. You can’t use the cookie cutter and use the same solution over and over again. Each company and situation is different and therefor each company approach needs to be different, both in What, How and timing. This report strengthens my view that Microsoft is in a unique position to support our customers as we continue to invest in both our platform, but more importantly, in our customer relationships.
When we are in a strategic partnership with our customers we can really support them in all stages of the Digital Transformation Maturity Curve. Many of our larger customers have different units/divisions that are in different stages of the maturity curve and Microsoft’s flexible, scalable and versatile platform and way of working allows us to support the customer as needed in throughout the company.
The report also reinforces the validity and importance of Microsoft’s four pillars of Digital Transformation: Engage your customer, Empower your employees, Optimize your operations and Transform your products.
The report will give you a benchmark of where Swedish customers are on their Digital Transformation journey and some insights into the What, Why and How.
The rise of new digital technologies
is one of the most exhilarating challenges facing
companies today. No sector or organization
is immune from the digital phenomenon,
which dictates its own pace and presence in
the management agenda. The question is no
longer when companies need to make digital
a strategic priority – this tipping point is past
– but how to embrace it and turn it to competitive
advantage.
When Digital Disruption Strikes: How Can Incumbents Respond?Capgemini
Digital innovation is shaking the core of every industry and incumbents are struggling to respond. The emergence of startups such as Uber – which disrupt entire sectors with their agile, innovative business models – is worrying traditional incumbents. Venture funding to startups is at historic highs. In just one startup hotspot, Silicon Valley, venture capital investment in the first three quarters of 2014 was around $17 billion, a figure that is only surpassed by the peak of the dotcom era in 2000. In recent research by GE, two-thirds of respondents agreed that businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. What does a successful strategy for responding to disruption look like? How fast have companies responded to digital disruptions? To understand more about how traditional incumbents respond to digital disruption, we conducted research spanning 100+ companies.
Only few organizations wise up to new digital competitors, as they usually come from outside their own sector and are not taken seriously at first. Their allegedly inferior propositions confuse prominent players, who should in fact be the very first to be fully aware of potentially disruptive innovation.
To swing into action rapidly, existing organizations would be well advised to properly analyze anything resembling digital competition. Evidently, there are clear patterns behind the startup success marking a new techno-economic reality. Ecosystems, APIs, and platforms characterize this New Normal where customers have more freedom of choice and better service at lower costs.
These successful disruptors are called two-sided market players, also known as multi-sided platform players. Companies like Uber and Airbnb are getting all the media attention, however there are over 9000 players (and counting) active in almost every industry.
The new VINT report explores the new digital competition and presents:
A analysis of the success factors of disruption
10 design principles of the new digital competition like Unbundle your organization processes, APIs first. Access over ownership and Building trust with social systems
The need for every business to develop a API-strategy
An appeal to the CIO and the IT department to use a leading digital approach and map out an offensive technological route.
Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Tel...Capgemini
"I believe that opening up innovation, working
more with partners, and being agile enough to include everybody’s contribution represents a big shift in innovation in this digital age."
Developing and managing a multi-channel approach has been
a key issue in retail banking.
But what about Corporate & Investment Banks (CIBs)? Where do they stand in terms of multichannel for corporate clients?
Especially, what are the trends and opportunities in digital channels for them and what are the implications?
Going Digital: General Electric and its Digital TransformationCapgemini
How can a company that is over a century old transform itself to thrive in a digital economy?
For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of “Building, powering, moving and curing the world. Not just imagining. Doing.” This constant focus on innovation and transformation has made the company the only one to still remain in the Dow Jones Industrial Index since the original index was established in 1896.
GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: “I took over an industrial company, now it will be known as an analytics company”. GE’s focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime.
GE’s digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation.
While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
Digital Disruption in Asset and Wealth ManagementCapgemini
The groundswell that is today impacting massively retail banking is now impacting all banking businesses. Opportunities offered by new digital technology such as Big data & analytics have not been fully explored yet by Asset & Wealth Management actors, and new technologies are mainly confined to improve shared platforms and reporting flexibility. But the turn might come soon now with the aggressive launches of Fintechs investing all parts of the banking business, including its most exclusive territories.
Asset and Wealth Management might be the next targets, facing the up-rise of new Robo-Advisors quickly gaining market
share on their devoted playground until now.
Traditional Asset and Wealth Managers should anticipate and react, building on their knowledge and assets in order to contain this new trend but this will require that they adapt and probably more globally rethink their business model, to avoid the commoditization of their activity.
The aim of this document is to present how Asset and Wealth Managers can take advantage of the digital revolution / emergence of Fintechs to become more competitive and attract more clients.
Digital Leadership Interview : James Patterson, MVP and Head of Capital One LabsCapgemini
"Creating excellence at small scale is relatively straightforward. Doing so at scale is extremely hard. And that’s where most innovation centers struggle."
Digital Transformation - Effects on the World of Work and EmployeesPeter Vogel
The world of work has undergone some massive changes as a result of the digital transformation. Cloud computing, mobile technologies, social networks, among many other trends, have and continue to transform our personal and professional lives.
What are the effects of this digital revolution on the world of work and on the employees? What do companies have to do in order to cope with this transformation?
Digital Leadership Interview : Claus Von Riegen, VP and Head of BMI at SAPCapgemini
"Disrupt yourself before being disrupted by others. But to make this happen, you have to create a separate team with the explicit mandate to disrupt the business and make it a priority."
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Digital transformation report sweden july 2017Ola Reppling
Digital Transformation Report 2017
@Qvartz and Microsoft have interviewed leading Swedish companies in many industries about Digital Transformation and the practical aspects of it. Understanding the What, Why and How of Digital Transformation. There are many commonalities across industries and between companies, but my key take-away is that there is no silver bullet. You can’t use the cookie cutter and use the same solution over and over again. Each company and situation is different and therefor each company approach needs to be different, both in What, How and timing. This report strengthens my view that Microsoft is in a unique position to support our customers as we continue to invest in both our platform, but more importantly, in our customer relationships.
When we are in a strategic partnership with our customers we can really support them in all stages of the Digital Transformation Maturity Curve. Many of our larger customers have different units/divisions that are in different stages of the maturity curve and Microsoft’s flexible, scalable and versatile platform and way of working allows us to support the customer as needed in throughout the company.
The report also reinforces the validity and importance of Microsoft’s four pillars of Digital Transformation: Engage your customer, Empower your employees, Optimize your operations and Transform your products.
The report will give you a benchmark of where Swedish customers are on their Digital Transformation journey and some insights into the What, Why and How.
The rise of new digital technologies
is one of the most exhilarating challenges facing
companies today. No sector or organization
is immune from the digital phenomenon,
which dictates its own pace and presence in
the management agenda. The question is no
longer when companies need to make digital
a strategic priority – this tipping point is past
– but how to embrace it and turn it to competitive
advantage.
When Digital Disruption Strikes: How Can Incumbents Respond?Capgemini
Digital innovation is shaking the core of every industry and incumbents are struggling to respond. The emergence of startups such as Uber – which disrupt entire sectors with their agile, innovative business models – is worrying traditional incumbents. Venture funding to startups is at historic highs. In just one startup hotspot, Silicon Valley, venture capital investment in the first three quarters of 2014 was around $17 billion, a figure that is only surpassed by the peak of the dotcom era in 2000. In recent research by GE, two-thirds of respondents agreed that businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. What does a successful strategy for responding to disruption look like? How fast have companies responded to digital disruptions? To understand more about how traditional incumbents respond to digital disruption, we conducted research spanning 100+ companies.
Only few organizations wise up to new digital competitors, as they usually come from outside their own sector and are not taken seriously at first. Their allegedly inferior propositions confuse prominent players, who should in fact be the very first to be fully aware of potentially disruptive innovation.
To swing into action rapidly, existing organizations would be well advised to properly analyze anything resembling digital competition. Evidently, there are clear patterns behind the startup success marking a new techno-economic reality. Ecosystems, APIs, and platforms characterize this New Normal where customers have more freedom of choice and better service at lower costs.
These successful disruptors are called two-sided market players, also known as multi-sided platform players. Companies like Uber and Airbnb are getting all the media attention, however there are over 9000 players (and counting) active in almost every industry.
The new VINT report explores the new digital competition and presents:
A analysis of the success factors of disruption
10 design principles of the new digital competition like Unbundle your organization processes, APIs first. Access over ownership and Building trust with social systems
The need for every business to develop a API-strategy
An appeal to the CIO and the IT department to use a leading digital approach and map out an offensive technological route.
Nike: From Separate Digital Initiatives to Firm-Level TransformationCapgemini
Capgemini Consulting and the MIT Center for Digital Business.
Nike is the world's leading designer, marketer and distributor of athletic footwear, apparel, equipment and accessories for a wide range of sports and fitness activities.
Nike has traditionally built its business through a combination of strong innovative products, intensive brand-building through multiple media, and efficient operational processes. As the possibilities of new digital media emerged, Nike was fast to capitalize in all three areas.
Running head WEEK 3 ASSIGNMENT 1 1WEEK 3 ASSIGMENT 12We.docxrtodd599
Running head: WEEK 3 ASSIGNMENT 1
1
WEEK 3 ASSIGMENT 1
2
Week 3 Assignment 1
Strayer University
BUS499 Business Administration Capstone
Dr. Grizzell
01/20/2019
April Monk
Introduction
The Nike company is a giant multinational company whose mission is to produce and market footwear together with other accessories. Additionally, the company offers services and sells other equipment. the company is affected by both external and internal factors. Given that the company is a leading supplier in athletic apparel and footwear, it records huge revenues. The company was listed in 2018 as number 89 in the Fortune 500 category of giant companies in the United States. The list is based on how much revenue a corporation makes. Nike is the most expensive sportswear company with a net worth of approximately $29.6 billion as at 2018.the corporation supplies sportswear worldwide. additionally, the company has embraced technology which ensures that it maintains its sales. The company has more than 74,400 employees worldwide. Although the company makes huge profits, application of industrial-based model and resource-based model can increase returns to above average. The company’s vision and mission contribute to its success (Nike, 2010).
Globalization
Change in global trends has hugely affected the Nike Corporation. The company has opened a total of 45 offices all over the world excluding offices located in the United States. The company has spread it tentacles to other continents becoming a member of almost all sport events. Nike products are distributed through the contracted shops spread all over the world. In total, the company has 700 shops outside United States. Globalization has expanded the company’s net worth by increasing sales. This ensures that the company is able to compete with other similar sportswear firms. The company is able to reach its customers all over the world due to its marketing designs. Nike has embraced globalization as a marketing strategy and this ensures that its products reach all potential customers. additionally, the company has entered into marketing agreements with global marketing companies such as Amazon and Sweatshops. Globalization has also affected the way this company undertakes its advertisement campaign. The company has now embraced global trends of advertisement such as celebrities and international athletic teams. The company has also entered into official contracts with major leagues such as the National Basketball Association (NBA) to become their official uniform supplier.
Technology
Nike has incorporated new technology in its production process. The company applies new and innovative technology in manufacturing, marketing and customer services. The company was among the first global corporations to adopt marketing using the internet, managing its operations and communications via email technology and applying advanced communication technologies such as Broadcast. Application of such technologies in marketing.
This presentation contains an overview about things to keep in mind when trying to build a community. As one of the first slides already states: you cannot create a community, it is already there. However you can help the community better in several ways. Therefore a model of the different phases of a member in a community is used. Based on this model several actions are defined which a community manager could take to help the community. The last few slides contain an overview of several well known social media cases.
Erdinç Saçan schreef voor het Fontys collega een boek over Inclusieve Artificial Intelligence. Vragen waar in het boek over wordt nagedacht zijn onderandere: “Kunnen we algoritmen inzetten voor het algemene belang, om zo discriminatie en ongelijkheid te bestrijden?” & “Algoritmes nemen steeds meer beslissingen voor ons. Hoe zorgen we ervoor dat dit op een inclusieve manier gebeurt?”
Themabrochure robotisering gerformeerde bond - prof.dr. m.j. de vriesRick Bouter
In de nieuwste themabrochure van de Gereformeerde Bond, getiteld Robotisering, gaat prof. dr. M.J. de Vries in op de voordelen maar ook de gevaren van het inzetten van robots. Voor welke morele keuzes komen we te staan? Moeten robots bijvoorbeeld ook in de zorg worden gebruikt, om zo de werkdruk van het zorgpersoneel te verlichten? In de Bijbel komen robots uiteraard niet voor, maar kunnen we in Gods Woord handvatten vinden om met deze technologie goed om te gaan?
Internet of things and the metamorphosis of objects - rick bouter , gérald ...Rick Bouter
Where in prior times technique was referring to: “a method of accomplishing a desired aim”,
today we speak more of technology. Technology has long been presented as a set of
techniques; today it has become more than a method to accomplish a desired aim. From now
on, we live in ‘the age of makers’. In times when there are more people with mobile phone
access than toothbrushes, everyone has the ability to start up a million euro business from
behind the kitchen table.
Technology does not only affect business any longer; it also affects culture, politics, society
and every element we value in life. Maybe most important of all, it affects the human race as
we know it today. For the reason technology will impact the way we have lived for ages, it is
legitimate to ask whether there is an intersection where humans and objects will find a
mutually beneficial coexistence, or whether one of these entities will rule over the other, or
whether there will be an alliance between the human race and some sort of technology that
represents a global connected world brain.
Will technology be, like in prior times, a collection of methods to accomplishing a desired
aim, or will the human race be enslaved by technology and ruled by the artificial intelligence
embedded in it?
Trend 1: CITIZEN AI
Raising AI to Benefit Business and Society
Trend 2 EXTENDED REALITY
The End of Distance
Trend 3 DATA VERACITY
The Importance of Trust
Trend 4 FRICTIONLESS BUSINESS
Built to Partner at Scale
Trend 5 INTERNET OF THINKING
Creating Intelligent Distributed Systems
Ai - Artificial Intelligence predictions-2018-report - PWCRick Bouter
Here’s some actionable advice on artificial intelligence (AI), that you can
use today: If someone says they know exactly what AI will look like and
do in 10 years, smile politely, then change the subject or walk away.
Internet of things rapport sogeti - vi nt - rick bouterRick Bouter
Internet of Things for business: from sick(care) to health(care) final thesis Rick Bouter Sogeti VInT (Vision inspiration new technology) verkenning instituut nieuwe technologie
Telegram open network ton will be a third generationRick Bouter
Telegram Open Network (TON) will be a “third generation” blockchain with more efficient transaction and scaling capabilities than current solutions like Bitcoin and Ethereum.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
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.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
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/
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.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
• What is SAP Fiori and why it matters to you
• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
• How SAP Fiori elements accelerates application development
• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
• How SAP Fiori paves the way for using AI in SAP apps
The Metaverse and AI: how can decision-makers harness the Metaverse for their...Jen Stirrup
The Metaverse is popularized in science fiction, and now it is becoming closer to being a part of our daily lives through the use of social media and shopping companies. How can businesses survive in a world where Artificial Intelligence is becoming the present as well as the future of technology, and how does the Metaverse fit into business strategy when futurist ideas are developing into reality at accelerated rates? How do we do this when our data isn't up to scratch? How can we move towards success with our data so we are set up for the Metaverse when it arrives?
How can you help your company evolve, adapt, and succeed using Artificial Intelligence and the Metaverse to stay ahead of the competition? What are the potential issues, complications, and benefits that these technologies could bring to us and our organizations? In this session, Jen Stirrup will explain how to start thinking about these technologies as an organisation.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...
Nike from separate digital initiatives to firm-level transformation - capgemini consulting - digital transformation
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A major research initiative at the MIT Sloan School of Management
Nike: From Separate Digital Initiatives
to Firm-Level Transformation
2. Nike is the world’s leading
designer, marketer and distributor
of athletic footwear, apparel,
equipment and accessories for a
wide range of sports and fitness
activities. It is headquartered in
Beaverton, Oregon, and employs
about 34,000 people around the
world. Founded in January 1964
as “Blue Ribbon Sports,” the
company created the Nike brand
name and the Swoosh trademark
in 1971. Nike complemented
its organic growth by acquiring
sport apparel companies such as
Converse in 2003 and Umbro in
2007. As a major global brand,
Nike has paid attention to
emerging digital technologies
and innovations such as mobility,
social media, analytics, and smart-products
since the late 1990s.
Adopting digital
technologies
Nike has traditionally built its
business through a combination
of strong innovative products,
intensive brand-building through
multiple media, and efficient
operational processes. As the
possibilities of new digital media
emerged, Nike was fast to
capitalize in all three areas. Until
recently, enterprising business
units pursued digital initiatives
in typical Nike fashion: launching
their own digital efforts to
meet specific needs. Marketing
embraced social media and
the firm started embedding
technology into products. Product
Development embraced digital
design processes and enabled
extensive collaboration across the
supply chain.
Getting closer to always-more-connected
consumers
Nike’s social media strategy was
driven by changes in the way
consumers interact with brands.
Nike’s Global Digital Brand and
Innovation Director Jesse Stollak
explained, “the goal hasn’t
changed since the beginning of
Nike — we want to connect with
athletes to inspire and enable
them to be better. The rise of social
media provides new ways to do
this.” 1 To accompany that shift,
Nike built dozens of social sites
dedicated to specific sports or
products in Facebook and Twitter,
and launched a presence in social
platforms that dominated specific
geographies such as Orkut in
Brazil, Weibo and RenRen in China
and VKontakte in Russia
(see figure 1).
Until recently,
enterprising business
units pursued digital
initiatives in typical Nike
fashion: launching their
own digital efforts to
meet specific needs
Figure 1: Nike’s corporate presence in major social platforms all over the world (date: February 1st, 2012)
Orkut (Brasil) RenRen (China) VKontakte (Russia)
Source: Nike, Capgemini Consulting analysis
2
3. tools instead of pen and paper
to create new products. The
transition did more than improve
the firm’s design capability. It
also supported sustainability
policies and appealed to younger
designers who expected digital
design capabilities. CEO Mark
Parker explained “Materials,
componentry, construction
methods, manufacturing methods,
the whole digital revolution.
Knitting technology that
allows you to make completely
sustainable design and footwear
without any cutting and stitching,
without any archaic manufacturing
processes. We are embedding all
that thinking into the product.”5
Digital technologies have
transformed internal
processes in addition
to consumer-facing
processes
Figure 2: The Nike+ platform leverages multiple components to connect runners to the company and each other
Linking
with
In addition to joining public social
communities, Nike developed its
own social offerings for the runner
community. The Nike+ concept
includes multiple connected
components: a shoe, an Internet
platform, and a device (such as
an iPod, iPhone, GPS watch and
FUELband) that can geo-track a
runner (see figure 2). Runners can
share their performance online
and even receive customized
advice from coaches. Nike+ is also
an opportunity for the firm to
improve its understanding of the
consumer’s needs and tastes.2 A
Wired Magazine article described
Nike’s capabilities as early as 2008,
“With such a huge group, Nike is
learning things we’ve never known
before. In the winter, people in the
US run more often than those in
Europe and Africa, but for shorter
distances. The average duration
of a run worldwide is 35 minutes,
and the most popular Nike+
Powersong, which runners can set
to give them extra motivation, is
‘Pump It’ by the Black Eyed Peas.”3
Runner’s environment Online environment
Source: Nike, Capgemini Consulting analysis
Share
information
Recording and
positioning device
(Phone, watch)
Customers’ online
communities
• Information
• Advices/coaches
• Etc.
Nike online
presence
• Promoting Nike products
• Links to events, websites or
social platforms animated by
Nike (Facebook, Twitter, etc.)
• Sharing running
experience online with
friends (Facebook, Twitter,
Nike’s community)
Connection
Mass-customizing products: a
new model becoming reality
In the early 2000’s, Nike started
selling customized shoes under the
NIKEiD trademark. As technology
improved in the 2010’s, the firm
significantly improved its mass-customization
capabilities. As
with the case of Nike+, NIKEiD’s
social media capabilities play a
dual role: providing consumers an
opportunity to engage with the
product online by sharing designs
and voting on them, and providing
Nike a rich source of consumer
data (see figure 3). By listening
to online conversations, Nike can
identify the most popular designs,
and sense new trends.4
Designing products digitally
Digital technologies have
transformed internal processes
in addition to consumer-facing
processes. One major internal
change was moving from paper-based
to fully digital product
design. In the early 2000’s,
Nike started using 3D design
3
“Connected”
shoe
Portal
4. Source: Nike, Capgemini Consulting analysis
Raising digital
transformation to the
corporate level
Recently, Nike executives
recognized the need to coordinate
and integrate its digital efforts.
Although digital transformation
was proceeding successfully in
silos, the firm was missing the
synergies between them.
In 2010, Nike created a digital
division called Nike Digital
Sport. The new unit provides
skilled resources, budget,
and coordination across the
enterprise.6 However, executives
had an additional goal: create
a unified consumer experience
4
through synchronized operations.
This enabled the company to
respond to - and even shape
- rapidly-evolving consumer
preferences. Most customer-facing
digital projects are now
led by this unit, which releases
products and services under the
Nike+ brand. Teams of marketers,
designers and IT people work
together to think holistically about
physical and online products and
develop new digital capabilities
and innovations. Innovation
groups investigate new digital
technologies and practices to
identify potential applications
in products and customer
engagement.
This organizational change did not
just enable new digitally-enriched
products to fit customers’ tastes
and needs. The connected
products developed under
the Nike+ umbrella leverage
vast amounts of very accurate
customer data – a key strategic
asset for marketing and product
development in the new and
highly competitive digital world.
Looking to the future, Nike plans
to continuing using technology
to become ever-closer to each of
its customers. “Connecting used
to be, ‘Here’s some product, and
here’s some advertising. We hope
you like it,” said CEO Mark Parker,
“Connecting today is a dialogue.”7
Figure 3: NIKEiD offers many options to design a customized pair of shoes
Choose colors and some materials
for different parts
Add personal information and
share in social media
The connected products
developed under the
Nike+ umbrella leverage
vast amounts of very
accurate customer data
In 2010, Nike created
Nike Digital Sport – a
digital unit providing
skilled resources, budget,
and coordination across
the enterprise
5. 5
Sources
1 http://mashable.com/2011/09/22/nike-social-media/
2 In 2012, Nike+ had over 4 million members, the world’s largest runners’ community. http://jobs.nike.com/oregon/
product-development/sustaining-engineer-digital-sport-jobs
3 Article published in 2008 when Nike+ had 1.2 million members: http://www.wired.com/medtech/health/
magazine/17-07/lbnp_nike?currentPage=all
4 See Nike Digital Privacy Policy at http://help-en-us.nike.com/app/answers/detail/article/
privacy-policy/a_id/16378/p/3897
5 http://www.fastcompany.com/1676902/how-nikes-ceo-shook-shoe-industry
6 Adapted from http://management.fortune.cnn.com/2012/02/13/nike-digital-marketing/
7 http://management.fortune.cnn.com/2012/02/13/nike-digital-marketing/
Authors
George Westerman
Research Scientist in the MIT Center for Digital Business
georgew@MIT.EDU
Mael Tannou
Managing Consultant at Capgemini Consulting
Former Visiting Scientist in the MIT Center for Digital Business
mael.tannou@capgemini.com
6. About Capgemini Consulting
Capgemini Consulting is the global strategy and transformation consulting organization
of the Capgemini Group, specializing in advising and supporting enterprises in significant
transformation, from innovative strategy to execution and with an unstinting focus on
results. With the new digital economy creating significant disruptions and opportunities,
our global team of over 3,600 talented individuals work with leading companies and
governments to master Digital Transformation, drawing on our understanding of the digital
economy and our leadership in business transformation and organizational change.
For more information: http://www.capgemini-consulting.com/
Follow us on Facebook: http://www.facebook.com/capgemini.consulting.global
Follow us on Twitter: @CapgeminiConsul
About the MIT Center for Digital Business
Founded in 1999, the MIT Center for Digital Business (http://digital.mit.edu) joins leading
companies, visionary educators, and some of the best students in the world together in
inventing and understanding the business value made possible by digital technologies.
We are supported entirely by corporate sponsors with whom we work in a dynamic
interchange of ideas, analysis, and reflection intended to solve real problems. The Center
has funded more than 50 faculty and performed more than 75 research projects focused
on understanding the impact of technology on business value, and developing tools and
frameworks our sponsors can use for competitive advantage.
101011010010
101011010010
101011010010
A major research initiative at the MIT Sloan School of Management