Manufacturing and the data conundrum: Too much? Too little? Or just right?, commissioned by Wipro, examines how manufacturers are using integrated data collection and analysis to improve production throughput, reduce costs and improve quality. The research is based on a survey of 50 C-suite executives from manufacturers in North America and Western Europe.
The survey shows that just 42% of respondents have what they consider to be a well-defined data-management strategy. However, 62% are not sure they have been able to keep up with the large volumes of data they collect, as it comes from too many sources and in a variety of formats and speeds.
The report also finds that while over 90% of manufacturers collect data from monitoring production processes, less than half have in place predictive data analytics, and less than 40% use data analysis to find solutions to production problems.
Digital platforms and services stimulate economic growth and development. Countries are looking to the “internet economy” to provide new market opportunities and help achieve the UN’s Sustainable Development Goals (SDGs) such as promoting economic growth and sustainable industralisation, a process often relying on an increase in online access rates and smartphone penetration.
For more details, please visit: https://eiuperspectives.economist.com/technology-innovation/digital-platforms-and-services-development-opportunity-asean?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Manufacturing and the data conundrum: Too much? Too little? Or just right?, commissioned by Wipro, examines how manufacturers are using integrated data collection and analysis to improve production throughput, reduce costs and improve quality. The research is based on a survey of 50 C-suite executives from manufacturers in North America and Western Europe.
The survey shows that just 42% of respondents have what they consider to be a well-defined data-management strategy. However, 62% are not sure they have been able to keep up with the large volumes of data they collect, as it comes from too many sources and in a variety of formats and speeds.
The report also finds that while over 90% of manufacturers collect data from monitoring production processes, less than half have in place predictive data analytics, and less than 40% use data analysis to find solutions to production problems.
Digital platforms and services stimulate economic growth and development. Countries are looking to the “internet economy” to provide new market opportunities and help achieve the UN’s Sustainable Development Goals (SDGs) such as promoting economic growth and sustainable industralisation, a process often relying on an increase in online access rates and smartphone penetration.
For more details, please visit: https://eiuperspectives.economist.com/technology-innovation/digital-platforms-and-services-development-opportunity-asean?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Enable Oauth2.0 with Sentinet API Management (Massimo Crippa @ BTUG Event)Codit
Find here the slides of the presentation on Sentinet, given by Massimo Crippa (Codit) on the BTUG Event of 13th of October 2015.
Sentinet has recently introduced the support for the OAuth and OpenID Connect protocols.
In this presentation you will see the supported authentication flows, how to secure a regular BizTalk SOAP and REST service with OAuth 2.0 and how to call an OAuth-protected API from BizTalk with no coding or any changes in the existing application.
Case Study - Microsemi Uses Microsoft Dynamics AX to Reduce Costs and Improve...Armanino LLP
Microsemi, a semiconductor company, selected Microsoft Dynamics AX to reduce spending on IT resources and improve efficiency by combining disparate systems.
CIO insights and trends: Preparing for what's next
CIOs rarely have time to rest. There’s always something evolving – from technology innovation and new business practices to emerging security threats and cost pressures – any one of which can have a significant impact on information technology (IT) and the entire business. To help CIOs keep pace with the latest developments and trends, we offer a mix of innovative thinking and practical advice for CIOs – all designed to help you turn new developments in the IT landscape into more value for your business.
For more information, visit: http://www2.deloitte.com/us/en/pages/technology/articles/chief-information-officer-cio-insights.html?id=us:2sm:3ss:cioforum:awa:cliexp:041217
HEALTHCARE, THE CLOUD, AND ITS SECURITYSilverlineCRM
Originally presented at the Connecting Michigan for Health conference organized by the Michigan Health Information Network (MiHIN), this presentation talked through the benefits and use cases of leveraging cloud in Healthcare, as well as the realities of cloud security.
Learn how Accenture is applying the New with Oracle technologies now based on the five key trends presented in this report.
https://www.accenture.com/technologyvisionoracle
WUD2010 Sophia 03 - A. Andres Del Valle (Accenture Labs) : Technology design ...Use Age
WUD (World Usability Day 2010 à Sophia Antipolis organisé par Use Age)
Partie 03 - A. Andres Del Valle (Accenture Labs) : "Technology design for usability in everyday life"
Plus d'infos en: http://www.use-age.org/journee-mondiale-de-l-utilisabilite/wud-2010
Our Industry X.0 demonstrations at Hannover Messe 2019 will showcase a five-step journey showing how our IX0 framework enables the transformation of entire industries, brought to life by real industry examples. Learn more.
Accenture's Technology Vision 2021 details emerging technology trends that will help companies get back on track & build their future post COVID-19. Read more.
Enable Oauth2.0 with Sentinet API Management (Massimo Crippa @ BTUG Event)Codit
Find here the slides of the presentation on Sentinet, given by Massimo Crippa (Codit) on the BTUG Event of 13th of October 2015.
Sentinet has recently introduced the support for the OAuth and OpenID Connect protocols.
In this presentation you will see the supported authentication flows, how to secure a regular BizTalk SOAP and REST service with OAuth 2.0 and how to call an OAuth-protected API from BizTalk with no coding or any changes in the existing application.
Case Study - Microsemi Uses Microsoft Dynamics AX to Reduce Costs and Improve...Armanino LLP
Microsemi, a semiconductor company, selected Microsoft Dynamics AX to reduce spending on IT resources and improve efficiency by combining disparate systems.
CIO insights and trends: Preparing for what's next
CIOs rarely have time to rest. There’s always something evolving – from technology innovation and new business practices to emerging security threats and cost pressures – any one of which can have a significant impact on information technology (IT) and the entire business. To help CIOs keep pace with the latest developments and trends, we offer a mix of innovative thinking and practical advice for CIOs – all designed to help you turn new developments in the IT landscape into more value for your business.
For more information, visit: http://www2.deloitte.com/us/en/pages/technology/articles/chief-information-officer-cio-insights.html?id=us:2sm:3ss:cioforum:awa:cliexp:041217
HEALTHCARE, THE CLOUD, AND ITS SECURITYSilverlineCRM
Originally presented at the Connecting Michigan for Health conference organized by the Michigan Health Information Network (MiHIN), this presentation talked through the benefits and use cases of leveraging cloud in Healthcare, as well as the realities of cloud security.
Learn how Accenture is applying the New with Oracle technologies now based on the five key trends presented in this report.
https://www.accenture.com/technologyvisionoracle
WUD2010 Sophia 03 - A. Andres Del Valle (Accenture Labs) : Technology design ...Use Age
WUD (World Usability Day 2010 à Sophia Antipolis organisé par Use Age)
Partie 03 - A. Andres Del Valle (Accenture Labs) : "Technology design for usability in everyday life"
Plus d'infos en: http://www.use-age.org/journee-mondiale-de-l-utilisabilite/wud-2010
Our Industry X.0 demonstrations at Hannover Messe 2019 will showcase a five-step journey showing how our IX0 framework enables the transformation of entire industries, brought to life by real industry examples. Learn more.
Accenture's Technology Vision 2021 details emerging technology trends that will help companies get back on track & build their future post COVID-19. Read more.
Modern Prospecting Techniques for Connecting with Prospects (from Sales Hacke...HubSpot
Sales is a difficult world to be in because buyers aren't putting up with salespeople anymore. Instead of helping and building relationships, sales reps are still focused on closing prospects - even when they aren't ready to buy! So buyers ignore them. Because of that, even great sales reps would be lucky to get on the phone with someone.
While buyers have evolved and become more sophisticated, sales reps and training programs have been slow to adapt to that change.
Learn actionable modern prospecting techniques you can apply immediately from two best selling authors and sales experts: Max Altschuler CEO of Sales Hacker, and Mark Roberge CRO of HubSpot.
Why People Block Ads (And What It Means for Marketers and Advertisers) [New R...HubSpot
HubSpot Research shares new data on why people use ad blockers and what marketers and advertisers need to do to keep people from blocking out ads completely. Hint: it's stop using interruptive and annoying ads.
What actions can leaders take to confirm their digital investments deliver and sustain value? The practices and performance of global companies, drawn from the experience of nearly 2,000 business and technology executives.
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.
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
There are lots of really good ideas in the digital space from omni-channel experiences to legacy modernization, xTech start-ups and mobile first. No shortage of ideas that are pitched and funded. At the same time there is a wide dispersion of companies on the digital maturity curve. Not for lack of funding, but for lack of execution.
White paper 07 Digital strategy - publication Anderson MacGyverGerard Wijers
Technologie en data zijn essentiële onderdelen van je strategie. De onvermijdelijke fusie van bedrijfsstrategie en IT-strategie bepalen het succes van organisaties in de digitale wereld. Wij introduceren een 2x2 model die helpt bij het bepalen van de strategische focus van jouw digitale ambitie. Ieder kwadrant is voorzien van handvaten van hoe je succesvol kunt zijn en van aansprekende voorbeelden. Ontdek de mogelijkheden om succesvol te zijn in de digitale wereld.
Technologie en data zijn essentiële onderdelen van je strategie. De onvermijdelijke fusie van bedrijfsstrategie en IT-strategie bepalen het succes van organisaties in de digitale wereld. In ons white paper introduceren we een 2x2 model die helpt bij het bepalen van de strategische focus van jouw digitale ambitie. Focus je op het digitaliseren van producten & processen, op slimme integratie, op ultieme klantconnectie of ga je voor een eco-systeem met bijbehorende platformbenadering? Ieder kwadrant is voorzien van handvaten van hoe je succesvol kunt zijn en van aansprekende voorbeelden. Ontdek de mogelijkheden om succesvol te zijn in de digitale wereld. Bekijk ons white paper en laat je inspireren: www.andersonmacgyver.com/publicaties
White paper #07: Digital strategy - building your company's vision and journey towards being digital
Wil je weten hoe dit model toegepast kan worden als onderdeel van het bepalen van je digitale strategie? Neem contact met ons op, we vertellen er graag meer over.
Leaders spend billions on digital transformation. How to keep up?N-iX
Digital disruption is like a giant white shark hunting businesses in the deep waters of the global economy. Industry leaders respond with digital transformation initiatives and we can learn a lot from their examples..
Innovation labs. and processes are being setup to help with exploration and prototyping of emerging technologies but where are companies investing? And what approaches are driving results? This research brief provides a synopsis of a recent survey of business and technology leaders to uncover which emerging technologies they are investing in and the different results that proactive versus reactive companies are reporting from their innovation efforts.
Organizational Change Management: A Make or Break Capability for Digital SuccessCognizant
To realize the full benefits of digital transformation programs, businesses must manage the impact of digital change on their operational structure, culture and employees.
Curated an great dialogue with the AITP San Diego organization in May 2015 on the importance of DevOps to all organizations taking the Digital Enterprise journey.
Internet of Things Index 2017. Excellent Report from IBM and The Economist Intelligence unit about the use of IOT nowadays, it´s main trends, problems and debate contents. Is really IOT going to change all in the next years?
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.
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.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
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
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
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.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
1. A decade of digital
Keeping pace with
transformation
2017 Global Digital IQ®
Survey: 10th anniversary edition
2. 22017 Global Digital IQ®
Survey
Looking back to look forward
The world was a simpler place when PwC first set out to measure
Digital IQ 10 years ago.
“Digital” was just another name for “IT.” The CIO was not generally regarded
as a strategic leader. And although huge shifts were occurring in the ways
technology and information were used—think Web 2.0 and startups like
YouTube and LinkedIn—this innovation had yet to find its way into the
enterprise. There, putting technology to work to improve productivity was
a relatively straightforward, and siloed, job. And the lack of IT and business
alignment was a common refrain.
A decade later, the scope and scale of digital-driven change has grown
immensely, and organizations of all types have spent a lot of time and money
to keep up. CEOs have embraced digital as part of their mandate. Enterprises
have also (nearly) closed the gap between the IT and business sides of the
house. Today, you’d be hard-pressed to find a modern organization that
doesn’t see technology as integral to business strategy as well as operations.
22017 Global Digital IQ®
Survey
3. 32017 Global Digital IQ®
Survey
Yet despite these notable advances, in some ways company leaders are no better
equipped to handle the changes coming their way than they were in 2007. In
fact, Digital IQ—the measurement of an organization’s abilities to harness and
profit from technology—has actually declined since we began asking executives
to self-assess their own organizations. Enterprises aren’t so much falling behind
as struggling to keep up with accelerating standards. And looking ahead, it is
clear most are not ready for what comes next—and after that—as technologies
continue to combine and advance, and new ways of doing business go from
inception to disruption seemingly overnight.
How, then, can company leaders be expected to consistently unlock value from
digital investments in a rapidly advancing world? The answer is at once simple
and infinitely complex: Focus on the human experience. That entails rethinking
how you define and deliver digital initiatives, considering employee and customer
interactions at every step of the way, investing in creating a culture of technology
innovation and adoption, and much more.
Focus on the human experience:
Rethink how you define and deliver
digital initiatives, consider employee
and customer interactions at every
step of the way, invest in creating
a culture of tech innovation and
adoption, and much more.
4. 42017 Global Digital IQ®
Survey
In the most basic sense, people have been the missing variable in the digital
transformation equation. Instead of the prior decade’s obsession with business-
IT alignment, enterprises must now pursue a more balanced approach to digital
transformation that’s equal parts business, experience, and technology.
What we’ve learned, in our own work with clients and by analyzing a
decade’s worth of data, is that focusing on the human experience can raise
an organization’s Digital IQ. And we know it will only become more critical as
emerging technologies like artificial intelligence (AI) and the internet of things (IoT)
define the next decade of digital and fundamentally change the way man and
machine work together.
Unlike so many aspects of technological change, how you shape the human
experience is something that’s in your control. You have the power to create a
flexible, sustainable approach to innovation in an era of constant transformation.
That is the deeper meaning of Digital IQ in the next decade.
52% In our last
survey it was
67%, and
before that
66%.
of companies
rate their
Digital IQ as
strong.
Source: PwC, Global Digital IQ®
Surveys
Bases: 2,216 (2016), 1,988 (2015), 1,393 (2014)
5. 52017 Global Digital IQ®
Survey 5
Digital IQ’s link to financial
performance
Our analysis of data from the 2,216 business and technology
executives we surveyed in late 2016 points to a connection
between organizations that have more comprehensive digital
strategies and those that achieve stronger financial performance.
The top performers in our survey—those reporting revenue growth
and profit margin increases above 5% for the past three years and
expected revenue growth of at least 5% for the next three years—
tend to have broader definitions of digital, encompassing customer-
facing technology activities and going beyond technology and into
an organizational mindset. Just 16% of top performers say digital
is synonymous with IT (the most basic description), compared with
30% of other companies.
These top performers also have a better understanding of the
human experience that surrounds digital technology (82%, vs.
69% of other companies). They are more likely to resource digital
projects with cross-functional teams of business, technology,
and user experience specialists (74%, vs. 65%), and to use agile
methodologies for the majority of non-software projects (22%, vs.
7%). More of them say creating better customer experiences is a
top expectation from digital investments.
Top performers prioritize innovation and emerging technology.
They are higher on most measures of innovation, including
dedicated innovation teams (59%, vs. 42%). Three-quarters of
them (75% vs. 61% of others) say their innovation process includes
identification and commercialization of digital products, and well
over half regularly build prototypes to explore new business ideas
that involve emerging technologies.
2017 Global Digital IQ®
Survey
6. 62017 Global Digital IQ®
Survey 6
2007–2017: A decade of Digital IQ
Digital progress is fairly consistent.
In 2007, the average Digital IQ was similar across industries. The same
largely holds true today, with some exceptions (agribusiness and mining
have fallen behind).
Yesterday’s technology investments are today’s building blocks.
Data mining and analysis, search technologies, service-oriented architecture,
and virtual collaboration were top-of-mind technologies in 2007. Attention
shifted to mobile technologies, data security, and cloud in the intervening
years. Today, emerging technologies like the internet of things and artificial
intelligence are seen as the next big things, and other next-generation tools
are at their heels.
CEOs have become champions for digital.
Just 33% of the executives in our 2007 survey said their CEO was
a champion for digital; that number climbed through the years to reach
68% today.
The CIO has earned a seat at the table.
A mere 40% of executives said the CIO was significantly involved in
strategic planning in 2007; today the CIO has strong relationships with other
senior leaders and often oversees digital strategy and investments. With
the growing importance of digital, the CIO is also joined by new roles like
the chief digital officer or chief data officer, whose roles also focus on the
strategic use of technology.
Attention to the human experience indicates superior strategy.
In 2007, a focus on the customer experience correlated with high strategic
Digital IQ. Respondents that focus on creating better customer experiences
today also report better digital strategies—and stronger financial performance.
2017 Global Digital IQ®
Survey
7. 72017 Global Digital IQ®
Survey
Why Digital IQ is a moving target
Companies have done a lot to prepare themselves to profit from
technology change since we began the Digital IQ program in
2007. The CIO role has grown in stature, organizational charts
have sprouted new positions dedicated to innovation, significant
investments have been made in technology, and entire business
models have been transformed.
72017 Global Digital IQ®
Survey
8. 82017 Global Digital IQ®
Survey
Yet most organizations still are not ready for the latest round of technological
advance, or the one that comes next—a reality acknowledged by respondents to
our latest global survey. The confidence in their organizations’ digital abilities is at
an all-time low: Just over half rate their Digital IQ as strong or very strong (a score
of 70% or greater), down from two-thirds of executives in 2014 and 2015.
“Digital refers to all technology
innovation-related activities.”
“Digital is synonymous with IT.”
“Digital refers to all customer-facing
technology activities.”
“Digital refers to all the investments we are
making to integrate technology into all parts
of our business.”
“Digital goes beyond technology alone to reflect
a mindset that embraces constant innovation,
flat decision-making, and the integration of
technology into all phases of the business.”
“Digital refers to all data and analytics
activities.”
32%
29%
14%
14%
6%
5%
The changing definition of digital
How does your organization define digital?
Source: PwC, 2017 Global Digital IQ®
Survey
Base: 2,216
9. 92017 Global Digital IQ®
Survey
What accounts for this disparity between effort and outcomes? Start with the
fact that Digital IQ is not measured against a static scale but instead tracks
organizational preparedness in a fast-evolving environment. So while companies
are smarter about technology adoption than they were previously, the questions
keep getting harder.
Powerful new tools continue to crowd into the marketplace, even as organizations
struggle to digest the foundational technologies like cloud, mobile, and analytics
on which next-generation innovations depend. At the same time, “digital” has
evolved from a synonym for IT to a more expansive approach to technology and
its impact on customers, culture, and business outcomes, raising the complexity
and stakes of the game while it is in progress—and diminishing the confidence
of the players along the way.
Why companies struggle to keep pace
Most organizations have not done enough to keep up with the digital revolution.
While technology has become a CEO-level concern (68% say their CEO is
a champion for digital, up from just 33% in 2007) and the CIO has attained
strategic stature, many other senior executives and the functional areas they
lead are not yet fully engaged in the project of digital transformation. Most tasks
related to digital—including digital investment prioritization, innovation, and the
development of new products and services—rest with either the CIO or CEO,
and very few functions outside of IT and operations have a leading role in
emerging technology exploration.
Despite slow progress in developing strategies for digital and exploring new
technologies, executives remain committed to digital as a driver of growth. Nearly
three-quarters (73%) cite revenue growth as a top benefit of their digital initiatives,
followed by increased profits (47%) and reduced costs (40%). Disruption is less
of a focus, despite growing evidence that new technologies and new business
models will continue to remake entire industries.
10. 102017 Global Digital IQ®
Survey
Innovation and emerging technology adoption
A decade of Digital IQ has seen increased awareness of the business value of
new technology adoption, but companies have not adapted quickly enough to
stay ahead of constant change. In some ways, they have regressed, as many
organizations still take a passive approach to seeking out innovation: In 2007,
they most often turned to technology vendors and consulting firms to explore
how to apply emerging technology to their business. Today, despite a profusion
of resources (for example, incubators/startups, crowdsourcing, makers, open
source, university labs), most still rely on old-school voices like industry analysts,
competitive intelligence, and vendors.
Fewer companies today have a team dedicated to exploring emerging technology
than in years past. The rest rely on ad hoc teams or outsourcing, and many (49%)
still determine their adoption of new technologies by evaluating the latest available
tools, rather than proactively exploring new innovations with specific business
needs in mind (40%). And few are focused on how these emerging technologies
change the relationship between man and machine—creating new roles, bringing
new conflicts, and redefining trust.
A decade of Digital IQ has seen
increased awareness of the business
value of new technology adoption,
but companies have not adapted
quickly enough to stay ahead of
constant change.
11. 112017 Global Digital IQ®
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Yet most companies are confident in their approach to new technology
assimilation, and strategies for digital investments are more developed than they
once were. Two-thirds (66%) of companies say they have a single, multiyear
roadmap that includes business and IT processes, up from 54% in 2015. A similar
number say they consistently measure outcomes from innovation efforts. These
behaviors demonstrate again that, by and large, companies are improving their
efforts around digital every year—but that might not be fast enough to keep up
with the next wave of emerging technology.
To what extent do you agree with the following statements
about innovation? (agree/strongly agree)
80%
43%
Innovation talk but few resources
Source: PwC, 2017 Global Digital IQ®
Survey
Base: 2,216
Identifying opportunities
to digitize our
enterprise is a critical part
of our innovation
process.
We have a dedicated
team for digital
innovation.
12. 122017 Global Digital IQ®
Survey 12
The CIO stays in the picture
The chief information officer has become more strategic,
connected, and visible during the past 10 years—and remains
so despite predictions to the contrary. Chief digital officers, for
example, were expected to move from the media and agency
world to the broader corporate scene. Yet despite hype over
this new entrant to the C-suite in the last few years, only 7%
of organizations have a leader with the CDO title—and the vast
majority of organizations do not plan to add the position. Often,
the job of digital leadership still falls to the CIO.
The CIO and CEO are the digital leaders for their organizations
in most respects. Most companies say the CIO and CEO have
near-exclusive control over digital strategy and investments (IT
still commands the biggest share of technology spending—28%
on average), and those roles lead the way in emerging technology
investments and the development of new products and services.
It is helpful, then, that most companies report strong relationships
between the CIO and other top executives.
While the CIO takes on increasing responsibility for digital activities,
the role is becoming more internal-facing. In three years, 49%
expect the CIO to be primarily responsible for leading all internal
efforts, including innovation—up from 43% today. Does this mean
the CIO role will finally yield power to other C-suite executives
and business unit leaders? Perhaps, but the pace of change and
centrality of digital strategy have kept the CIO in the spotlight for
a decade—and that seems unlikely to change in the near future.
Where change might occur in the C-suite, however, is in the
attention paid to the human element through the introduction of
more chief experience officers (CXOs) or another C-level executive
focused on experience. Will the CXO join the CIO and CEO in
leading digital, ensuring that the all-important lenses of experience,
technology, and business strategy are equally covered?
2017 Global Digital IQ®
Survey
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Survey 13
Considerations for your business
Define digital through powerful perspectives.
Conduct a strategy session with functional and business unit leaders to
define and expand your organization’s view of digital. Ensure you involve
executives from disciplines across your organization, including business
strategy, creative and design, and innovation and technology. Bringing
together individuals who have different perspectives at the outset of digital
transformation initiatives is one of the hallmarks of PwC’s BXT method.
Together you will develop a shared perspective on digital priorities, backed
up by the leadership and organizational roles needed to drive the effort.
Take stock of your digital technology investments.
With the bulk of technology spending occurring outside of IT, you need
to understand what and where other functions are investing and how each
investment ties back to your digital roadmap. Getting a handle on the full
scope of investments again requires bringing together a diverse group
of stakeholders.
Sustain the digital dialogue.
Once leaders are committed to your strategy, ensure the rest of the
organization is too. People in each function should understand how
technology will be used to change the way they work or deliver value. That
conversation about how digital is changing your business also extends to
your customers and partners. And think about how to use technology—
video, social media, and mobile—to engage in this ongoing conversation.
2017 Global Digital IQ®
Survey
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People power: Why human
experience matters
Creating better human experiences is critical to raising
Digital IQ, yet customers, employees, and culture continue to
get less attention than strategy and technology. This imbalance
has far-reaching effects. It creates problems in the marketplace,
slows the assimilation of emerging technologies, and hinders
the development of organizations that can adapt continuously
and anticipate exponential change.
142017 Global Digital IQ®
Survey
15. 152017 Global Digital IQ®
Survey
What value do you expect from your digital technology
investments? They will enable us to... (top-ranked choice)
Experience is an afterthought
20162015
Grow
revenue
Increase
profits
Achieve
cost savings
Create better
customer
experiences
Innovate our
products
57%
45%
12%12%
7%
4%
10%
25%
5%
2%
Source: PwC, Global Digital IQ®
Surveys
Bases: 2,216 (2016), 1,988 (2015)
Part of the problem could be false confidence. Most individuals like to think
they are sensitive to the people around them, and indeed our 10th anniversary
Digital IQ survey shows that most senior executives—70%—say they focus
on ways new technologies will affect human experiences, including those
of customers and employees.
Yet the details tell another story. The survey also reveals that CEOs and CIOs—
the executives most important to driving digital transformation—are much less
likely to be responsible for customer-facing services and applications than digital
strategy or investments. Perhaps unsurprisingly then, better customer and employee
experiences are secondary goals for digital investments, ranking behind broader
business objectives such as revenue growth and increased profitability. The goal of
creating better customer experiences has declined in importance from just the prior
year: 25% ranked it as the top priority; today, just 10% do.
16. 162017 Global Digital IQ®
Survey 16
The customer experience
dividend
Developing a high-quality user experience for employees and
customers is a critical component of maximizing Digital IQ—and
getting full value from digital investments. Our survey shows that
organizations that focus on creating better customer experiences
through technology tend to have more mature strategies for digital
in a range of areas—and to realize better outcomes.
These customer-centric organizations understand that creating a
high-quality user experience demands specialized skills—another
sign of their focus on human factors. They are more likely to report
more developed employee skills in user experience and human-
centered design (49%, vs. 38%).
Emerging technology exploration is also a focus for customer-
centric organizations; dedicated teams for innovation are more
common (55%, vs. 43%), as is the use of customer advisory groups
to gather ideas (27%, vs. 19%). These organizations also plan to
spend more on augmented reality (32%, vs. 24%) and virtual reality
(19%, vs. 15%) during the next three years, tools that could create
stronger connections with customers as the technologies mature.
Although the survey cannot untangle cause and effect, these
customer-centric organizations tend to report stronger financial
performance and are somewhat more likely to be earning revenue
from digital products and services.
2017 Global Digital IQ®
Survey
17. 172017 Global Digital IQ®
Survey
Another set of findings makes the case for focusing on human experience, both
inside and outside the organization, in the most basic of business terms: Those
companies that pay more attention to people also report superior financial
performance compared with their peers.
Falling short on skills
Digital work takes a toll on employees, from burnout related to constant
connectivity to the fear (and reality) of losing jobs to disruptive new competitors
and automation. But as important as those issues are to morale, turnover, and
performance, the lack of attention to employee needs has even more direct
implications for Digital IQ in the form of a skills gap that puts transformation
efforts at risk. Respondents say skills in their organization lag across a range
of highly important areas, including cybersecurity and privacy, business
development of new technologies, and, yes, user experience and human-
centered design. Worse, skill levels have declined since our last survey,
even as the demands of digital keep advancing.
Corporate culture also seems less than healthy. Even companies with the
necessary skills often cannot put them to use. One-quarter (25%) of respondents
say they use external resources even when they have skilled workers in-house,
because it is too difficult or too slow to work with internal teams; 42% say third
parties are less expensive. This management malaise extends even to our top
performers, those organizations that do well in other measures of Digital IQ.
There are signs that executives are beginning to recognize the relevance of
human experience, even if most are not focused on addressing it in a systematic
way. When asked to identify emerging barriers to getting results from digital
investments, one of the top responses was a lack of skilled teams.
Addressing the full spectrum of human experience remains a serious challenge
for most organizations. Yet challenges also present opportunities, and those
organizations that combine rigorous strategies for technology adoption with
a personal touch will emerge as winners in the digital era.
18. 182017 Global Digital IQ®
Survey
How would you characterize the following obstacles to achieving
expected results from your digital technology initiatives?
What’s stalling digital transformation efforts?
Source: PwC, 2017 Global Digital IQ®
Survey
Base: 2,216
Existing barrier Emerging barrier Not a barrier
24%
39%
37%
19%
42%
38%
22%
37%
41%
21%
21%58%
12%
23%
64%
Lack of properly skilled
teams
Lack of collaboration between
IT and business
Outdated technologiesInflexible or slow
processes
Lack of integration of new and
existing technologies
and data
19. 192017 Global Digital IQ®
Survey 19
Considerations for your business
Create an environment conducive to learning and collaboration.
Rather than encourage people to work in isolation or with only their peer
groups, enable a cross-section of specialists to be in close virtual or physical
proximity to one another. This approach helps you develop a common
working language that facilitates the seamless collaboration and increased
efficiency vital to moving at the speed of technology. When they speak a
common working language, deep specialists across the organization—
lawyers, marketers, designers, programmers—can harness the power of
perspective to get a firmer grasp on what their colleagues are saying and on
what the business is asking for. Cohesive teams of big thinkers and solution
drivers address business issues that are no longer isolated to one discipline
but intertwined across many.
Commit to executive education.
Addressing the skills gap starts at the top. Company leaders must
understand and engage with digital technology to see how it could help
or hurt the business, including how it affects the employee and customer
experiences. Three easy ways to get started: Get hands-on with technology,
become a maker or a mentor to those who are building and experimenting
with emerging technology, and keep learning through online offerings.
Train your workforce.
Now, more than ever, upskilling is needed. This training includes teaching
employees the skills to harness technology, whether that’s a new customer
platform or a new breed of collaborative robot. It also means cross-training
workers to be comfortable and conversant in disciplines outside their own,
as well as in skills that can support innovation and collaboration, such as
agile approaches or design thinking.
2017 Global Digital IQ®
Survey
20. 202017 Global Digital IQ®
Survey
Emerging technology:
Next-generation digital
We began measuring Digital IQ soon after the convergence
of computers and telecommunications started to have real
consequences for business and society. Today, ongoing advances
in computational power and science, mechanical design, and
network infrastructure are spawning a new generation of
technologies that leverage and combine these forces to bring
digital applications deeper into the physical world and further
beyond the industrial age.
202017 Global Digital IQ®
Survey
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This next wave of emerging technologies brings dramatic advances in what
computers can do. It includes what we call the “essential eight”: the IoT and
AI—the foundational elements for the next generation of digital work; robotics,
drones, and 3-D printing—machines that extend the reach of computing power
into the material world; augmented reality (AR) and virtual reality (VR)—which
merge physical and digital realms; and blockchain—a radical new approach to
the basic bookkeeping behind commercial transactions. This group can also be
roughly divided into three subsets, based on primary functions: input (IoT, drones),
processing (AI, blockchain), and output (AR, VR, robotics, 3-D printing).
Despite the promise of these tools—and the risks of falling behind—spending
on emerging technologies is not much greater today, relative to overall digital
technology budgets, than it was 10 years ago. In 2007, the average investment
in emerging technology was 16.8% of technology budgets (we remarked that it
was robust). Today, the share of technology spend is consistent: 17.9%. Business
leaders tell us they are more focused on digital priorities like implementing cloud-
based platforms for workforce automation or investing in digital tools to improve
operational performance, rather than exploring emerging technology. And we
wonder if companies are over the fear of disruption so prevalent in the past few
years. Just 7% of executives say that combatting new industry entrants drove
their digital investments.
Source: PwC, 2017 Global Digital IQ®
Survey
Base: 2,216
73% say they
are investing
in IoT and
54% in AI.
Executives expect
the internet of
things and artifical
intelligence to
bring about the
biggest change.
22. 222017 Global Digital IQ®
Survey
Emerging technologies must compete for attention with yesterday’s game-
changers, such as cloud, mobile, and analytics, which still command sizable
spending and mindshare, and often are necessary precursors to the latest tools.
Concerns about maturity and cost will slow adoption. And here, again, a lack of
attention to the human experience is holding companies back. In particular, the
survey reveals a shortage of relevant skills, which are insufficient to keep up with
investment trends and are quite scarce for many emerging technologies. And
so is a holistic focus on how emerging technology changes the customer or
employee experience.
Meaningful investments are flowing to the IoT and AI, however, and substantial
growth is expected across a broader spectrum of technologies during the next
three years, in both the enterprise and startup communities. Robotics and AR
are the technologies poised for the greatest near-term growth.
The survey reveals a shortage of
relevant skills, which are insufficient
to keep up with investment trends
and are quite scarce for many
emerging technologies.
23. 232017 Global Digital IQ®
Survey
Internet of things
Artificial intelligence
Robotics
3-D printing
Augmented reality
Virtual reality
Drones
Blockchain
Which of the following technologies are you making
substantial investments in? (select all that apply)
73%
Betting on the internet of things and
artificial intelligence
Today In three years
63%
54%
63%
15%
12%
17%
31%
10%
24%
7%
15%
5%
14%
3%
11%
Source: PwC, 2017 Global Digital IQ®
Survey
Base: 2,216
24. 242017 Global Digital IQ®
Survey
Investment levels for different technologies vary greatly by sector and business
model, depending on the needs of particular industries and the strategic goals
and desired outcomes of individual companies. Much of the spending is directed
at technologies perceived as disruptive and those that could lower costs.
Manufacturers are more interested in robotics and 3-D printing, for example,
while financial services firms are eyeing blockchain.
Greater than the sum of its parts
While the potential around these essential eight is considerable, it’s crucial for
organizations to think beyond individual technologies, as well as beyond their
own four walls. Executives need to develop a rigorous approach to emerging
technology, one that includes a formal framework of listening to those on the
bleeding edge, learning the true impact of these technologies, sharing results
from pilot projects, and quickly scaling by implementing them throughout the
enterprise. They also want to think about what role to play in emerging platforms
and ecosystems, such as those arising from the IoT.
We will take a detailed look at how Digital IQ companies are wielding emerging
technology in our forthcoming deep-dive on Next in Tech, coming in March.
Develop a rigorous approach to
emerging technology—establish a
formal listening framework, learn
the true impact of bleeding-edge
technologies, share results from
pilots, and quickly scale throughout
the enterprise.
25. 252017 Global Digital IQ®
Survey
Internet of things
Artificial intelligence
Robotics
3-D printing
Augmented reality
Virtual reality
Drones
Blockchain
In the next five years, which of the following technologies
will be the most disruptive to your...? (select one)
36%
Sizing up disruption
Industry Business models
42%
30%
22%
11%
7%
5%
13%
5%
6%
2%
3%
4%
4%
3%
3%
Source: PwC, 2017 Global Digital IQ®
Survey
Base: 2,216
26. 262017 Global Digital IQ®
Survey 26
Considerations for your business
Make emerging tech a priority.
Your leadership team should view emerging tech as a core competency
of the organization. If emerging technology is considered a side project, it
is unlikely ever to have any lasting impact on the organization as a whole.
Get your C-suite and your board excited about the potential for emerging
technology by showing demos at your next board meeting or encouraging
hands-on homework to experiment with consumer technology like home
automation systems or AI assistants.
Appoint an emerging tech evangelist.
While emerging technology needs broad support, it also needs a single
individual who has ownership over your emerging tech initiatives. At the same
time, the emerging tech leader can’t go it alone. He or she will need to rely on
the expertise of other executives, as your organization thinks about applying
emerging technology to solve business problems. Identify those at all levels
and in all functions who are passionate about different technologies, and
create a team responsible for emerging tech scouting and experimenting.
Focus on the human experience.
As you experiment with emerging technology, don’t shortchange the
customer or employee experience. You can develop a digital product that
leverages AI, for example, but have you sufficiently thought through issues
like whether you’ve created the necessary trust and transparency your
customers and employees need, so your innovation becomes indispensable?
Develop a scouting plan.
Most organizations don’t look broadly enough to identify how and where emerging
technology can make a difference. Beyond analyst reports, white papers,
and technology publications, a proper plan should go much deeper. Look to
underutilized sources, such as engaging with the startup ecosystem, participating
in open source development projects, and joining the maker community.
2017 Global Digital IQ®
Survey