This document discusses how CFOs in Asia-Pacific countries are facing new challenges in making decisions due to increased data from various sources. While CFO roles have expanded beyond finance into strategic operations, many CFOs feel constrained by inaccurate or outdated data from silos across their organizations. They recognize a need for real-time decisions but report their decision-making speed has slowed. CFOs see opportunities in new data sources like social media but lack tools to integrate diverse data. They seek technology solutions but find current offerings lacking. CFOs expect to rely more on IT expertise and analytics but have received limited training.
The corporate CFO was once confined to financial gatekeeping and oversight. But for some time now CFOs have been taking on wider and more strategic corporate responsibilities. Today’s CFO needs to partner with the CEO on strategic leadership of a company through budgeting and planning, while taking on greater responsibilities in daily operations and even functions such as enterprise content management. Indeed, CFOs are making more decisions in real-time in areas new to them, and they are relying on volumes of new information.
This report, commissioned by Qlik, finds that having to use so much new information to shape corporate strategy is a double-edged sword. The growth of non-traditional information sources, such as social media and location-based data, offers more potential opportunities for CFOs to generate important insights about their businesses.
Research Study: The Strategic Finance GapSafe Rise
This document summarizes the findings of a research study about the strategic finance gap. It finds that while the role of senior finance professionals is becoming more strategic, they are still bogged down by routine tasks like monthly reporting due to outdated financial management systems. This limits their ability to innovate and provide strategic insights to the business. The document recommends that companies implement modern cloud/SaaS systems to better integrate financial data across departments and locations. This would streamline routine tasks and allow finance professionals to focus more on strategic decision-making.
The State of the CFO - Brainyard ResearchRick Buijserd
166 Chief Financial Officers across 23 different industries participated in Brainyard’s inaugural CFO survey. The goal
of these surveys is to understand CFO perceptions regarding future technology, challenges, concerns, performance
tracking and priorities.
This document discusses a survey of over 350 Asian executives on technology adoption and corporate planning. Some key findings include:
1) For technology decisions, Asian firms consider input from multiple senior executives, especially the CEO and CIO, but the CEO ultimately makes most decisions. External stakeholders like customers and employees also influence technology choices.
2) New technologies are accelerating decision-making and requiring changes to how companies collaborate internally. Around half of respondents said technologies like mobility and analytics improve collaborative decisions and increase pressure to decide more quickly.
3) Technology adoption and business planning are now more closely aligned, with technologies allowing companies to better incorporate customer and other stakeholder views into planning. However, firms must overcome challenges like competing
Federal IT networks are under more pressure than ever before. Do federal managers have the IT services they need to effectively do their jobs? If not, how can agencies bring their IT infrastructure up to speed?
The document summarizes the findings of a survey of 571 CIOs about the current state of their role. It finds that CIOs who have more strategic, business-focused roles fare better than functional CIOs focused mainly on IT operations. Strategic CIOs earn more money, have more job satisfaction, and are better able to address challenges like cybersecurity. While most CIOs say their jobs are challenging, strategic CIOs find their work more rewarding. The survey also shows CIOs are increasingly focusing on security issues due to high-profile data breaches.
The survey of 395 C-level executives from various industries found:
1) Executives have overwhelmingly positive views of big data and its potential, especially for increasing sales, improving efficiency and building customer loyalty.
2) While recognizing big data's potential, three-quarters want a deeper understanding of the underlying technologies. Customer insights and targeting are currently seen as top priorities for big data applications.
3) Lack of understanding of how to apply big data to specific business functions is cited as the top internal obstacle to greater use of big data.
Information Innovation Index 2014 UK Research ResultsHitachi Vantara
The document summarizes the results of a survey of 200 IT decision-makers in UK enterprises. It finds that:
1) Most organizations are not currently mining untapped intelligence from their data, and many feel that outdated IT practices and the way data is stored and managed are limiting their ability to leverage data for business growth.
2) While most see untapped intelligence as having potential to drive growth, few organizations feel they are doing enough to realize this potential through innovation.
3) The vast majority of respondents agree that their organizations are drowning in data but not effectively extracting value from it, showing a need for improved data analytics capabilities.
The corporate CFO was once confined to financial gatekeeping and oversight. But for some time now CFOs have been taking on wider and more strategic corporate responsibilities. Today’s CFO needs to partner with the CEO on strategic leadership of a company through budgeting and planning, while taking on greater responsibilities in daily operations and even functions such as enterprise content management. Indeed, CFOs are making more decisions in real-time in areas new to them, and they are relying on volumes of new information.
This report, commissioned by Qlik, finds that having to use so much new information to shape corporate strategy is a double-edged sword. The growth of non-traditional information sources, such as social media and location-based data, offers more potential opportunities for CFOs to generate important insights about their businesses.
Research Study: The Strategic Finance GapSafe Rise
This document summarizes the findings of a research study about the strategic finance gap. It finds that while the role of senior finance professionals is becoming more strategic, they are still bogged down by routine tasks like monthly reporting due to outdated financial management systems. This limits their ability to innovate and provide strategic insights to the business. The document recommends that companies implement modern cloud/SaaS systems to better integrate financial data across departments and locations. This would streamline routine tasks and allow finance professionals to focus more on strategic decision-making.
The State of the CFO - Brainyard ResearchRick Buijserd
166 Chief Financial Officers across 23 different industries participated in Brainyard’s inaugural CFO survey. The goal
of these surveys is to understand CFO perceptions regarding future technology, challenges, concerns, performance
tracking and priorities.
This document discusses a survey of over 350 Asian executives on technology adoption and corporate planning. Some key findings include:
1) For technology decisions, Asian firms consider input from multiple senior executives, especially the CEO and CIO, but the CEO ultimately makes most decisions. External stakeholders like customers and employees also influence technology choices.
2) New technologies are accelerating decision-making and requiring changes to how companies collaborate internally. Around half of respondents said technologies like mobility and analytics improve collaborative decisions and increase pressure to decide more quickly.
3) Technology adoption and business planning are now more closely aligned, with technologies allowing companies to better incorporate customer and other stakeholder views into planning. However, firms must overcome challenges like competing
Federal IT networks are under more pressure than ever before. Do federal managers have the IT services they need to effectively do their jobs? If not, how can agencies bring their IT infrastructure up to speed?
The document summarizes the findings of a survey of 571 CIOs about the current state of their role. It finds that CIOs who have more strategic, business-focused roles fare better than functional CIOs focused mainly on IT operations. Strategic CIOs earn more money, have more job satisfaction, and are better able to address challenges like cybersecurity. While most CIOs say their jobs are challenging, strategic CIOs find their work more rewarding. The survey also shows CIOs are increasingly focusing on security issues due to high-profile data breaches.
The survey of 395 C-level executives from various industries found:
1) Executives have overwhelmingly positive views of big data and its potential, especially for increasing sales, improving efficiency and building customer loyalty.
2) While recognizing big data's potential, three-quarters want a deeper understanding of the underlying technologies. Customer insights and targeting are currently seen as top priorities for big data applications.
3) Lack of understanding of how to apply big data to specific business functions is cited as the top internal obstacle to greater use of big data.
Information Innovation Index 2014 UK Research ResultsHitachi Vantara
The document summarizes the results of a survey of 200 IT decision-makers in UK enterprises. It finds that:
1) Most organizations are not currently mining untapped intelligence from their data, and many feel that outdated IT practices and the way data is stored and managed are limiting their ability to leverage data for business growth.
2) While most see untapped intelligence as having potential to drive growth, few organizations feel they are doing enough to realize this potential through innovation.
3) The vast majority of respondents agree that their organizations are drowning in data but not effectively extracting value from it, showing a need for improved data analytics capabilities.
A Customer Centricity Paradox; Whitepaper by AcxiomVivastream
The survey found two key paradoxes around customer centricity: 1) While most marketers assessed their capabilities as high, few could successfully measure results at the customer level. 2) Many said they focused on building customer insights, but this did not align with their companies' investment strategies. Additionally, the survey showed most marketers struggle with integrating customer data across online and offline sources and measuring success at the individual customer level. However, marketers remain committed to improving customer centricity and see top companies as role models for enabling personalized experiences through aligned strategies and capabilities.
Federal agencies’ mission scope is evolving and
expanding on a daily basis, while their budgets remain stagnant, regulations keep them perennially
understaffed, and new technologies necessitate unique and in-demand skill sets. As a result, agencies are
increasingly turning to three forms of outsourcing—contract personnel, shared services, and business process
outsourcing (BPO)—to help close this widening capabilities gap.
Reach the Edge of the Joint Information EnvironmentGov BizCouncil
To better understand how Department of Defense employees perceive the benefits of and challenges to the Joint Information Environment and mobility, Government Business Council and Verizon Wireless undertook an in-depth research study of over 300 senior DoD employees.
From big data overload to business impactMiguel Garcia
The document summarizes the key findings of a survey of 333 North American C-level executives about their organizations' preparedness to manage big data and leverage it effectively. The following were among the main findings:
- Organizations have seen an 86% average increase in data volume in the last 2 years, especially customer, operations, and sales/marketing data.
- However, 60% of executives rated their organizations as unprepared (C or lower), with 29% giving a D or F. Healthcare executives were least confident.
- Top frustrations included lacking the right systems to gather data and inability to give managers timely access to information.
- 93% of executives believe they are losing an average of
CEOs now expect more from their communications functions in the digital age:
1) CCOs must provide granular, data-driven measurements of corporate reputation across many stakeholder groups and brand attributes.
2) Communications strategies must be prepared for rapid response since issues can emerge quickly via social media.
3) The function has an offensive role in proactively building relationships, not just defense against crises.
4) Active listening to social media and stakeholder opinions informs corporate decision-making.
The document summarizes the findings of a survey about digital transformation priorities and objectives for businesses. The survey found that digital transformation is the top strategic priority for most companies and the pace of change is accelerating. Companies see digital disruption as an opportunity for competitive advantage. Improving the customer experience is the most common customer-focused objective for digital transformation initiatives in 2016. While companies are generally confident in meeting their 2016 objectives, the survey identified that increasing senior leadership sponsorship and oversight is the greatest change needed for many companies to succeed.
The document summarizes the key findings from the 2013 Gartner FEI CFO Technology Study survey. The six main findings are: 1) Most technology deficiencies can be addressed through improved business intelligence and analytics. 2) Business intelligence and applications are the main investment focus, though BI priorities have declined slightly from 2012. 3) CFOs continue prioritizing corporate performance management initiatives despite some declines. 4) CFOs understand emerging technologies like mobile, cloud, social and big data will be important. 5) CFO influence over IT is growing as many IT organizations now report to the CFO. 6) Few IT organizations are seen as truly transformational.
The document reports on a survey and case studies about companies' adoption of cloud applications. The survey included over 600 respondents from various regions and company sizes. Case studies included in-depth interviews with seven companies from various industries that had implemented cloud applications. The case studies found that cloud adoption provided benefits like reducing infrastructure costs, quickly scaling resources, and allowing faster development and implementation of new applications. Key challenges mentioned were overcoming security concerns and demonstrating early financial benefits of cloud.
The document discusses the results of a survey on business priorities and the changing role of IT leadership. Key findings include:
- Over half of respondents said the role of IT leadership has become more strategic in the last 12 months.
- Nearly 70% see IT becoming more centralized in the coming year to manage global operations.
- Top business imperatives center on improving customer responsiveness, reducing costs, and improving business processes.
- Two-thirds rate IT-enabled transformation as important, with priorities including customer responsiveness, reducing costs, and improving business processes.
The document discusses the results of a survey on business priorities and the changing role of IT leadership. Key findings include:
- Over half of respondents said the role of IT leadership has become more strategic in the last 12 months.
- Nearly 70% see IT becoming more centralized in the coming year to manage global operations.
- Top business imperatives center on improving customer responsiveness, reducing costs, and improving business processes.
- Two-thirds rate IT-enabled transformation as important, with most citing improving processes, customer responsiveness, and reducing costs/TCO as the most important areas for IT to enable transformation.
The 2014 Report on the State of Data Backup for SMBs reveals key insights around data backup, security and recovery as a result of a survey conducted during the first quarter of 2014 by Carbonite, Inc. Discover the 5 key themes to improve your SMB’s data backup, security and recovery in 2014 and beyond!
Asset management has always involved data-intensive business models, yet today's practitioners are confronted with a deluge of new information arriving in a variety of different formats.
Accelerating IT Transformation with Data & Analytic s Matt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business*.. With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. Info-Tech has found too often this is done through ad-hoc and informal processes, making improvement hard to measure, and success impossible to define. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
In this session Info-Tech will present how CIOs can overcome these challenges, and forge a new data driven approach to rapidly accelerate decision making, as well as measure the benefits of IT with DATA. Info-Tech will share insights from Info-Tech’s 3 year Stakeholder Satisfaction Study & how IT can enable transformation at unparalleled rates.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
Financial Services Automation: Taking Off the Training WheelsCognizant
Many financial institutions are struggling to move beyond early proofs of concept with process automation, our latest research reveals. To realize the promise of automation, financial institutions need to transcend technological myopia, focus on end-to-end business function innovation, and proactively address security challenges and risk.
Find out What Businesses Around the World are Doing to Turn Data into CapitalSuzanne Blackstock
- Businesses are collecting more data than ever from both internal and external sources but many feel unprepared to manage and draw insights from it.
- Close to all executives surveyed plan to invest in technologies like business intelligence tools, industry-specific applications, and expanding analyst teams to improve how they leverage data.
- However, many still face challenges like systems not designed for their industry, lack of timely access to information, and an inability to translate data into meaningful insights.
Business intelligence and analytics solutions can help organizations turn abundant data into actionable insights to make better business decisions. As data increases 650% over the next five years, these solutions can leverage big data to build customer insights, enhance customer experience, and understand customer behaviors. Enfathom helps organizations identify areas for new revenue and performance improvement by delivering data solutions to derive insight from data and achieve transformative business results such as improved customer relationships, profitability, and margins. Enfathom has delivered hundreds of solutions to large companies to improve processes like customer acquisition, reduce reporting redundancy by 70%, and conduct predictive modeling and statistical analysis.
The difficult art of quantifying return on digital investmentsBen Gilchriest
Measuring digital investments is proving to be a challenging task. Many companies have tried to create models that demonstrate the value of digital technologies, such as social media, applying traditional metrics to these. However, it's proving to be difficult to find a credible method.
So how do we make the difficult decision on where to invest in digital; especially when we are under so much pressure to do so much more? Whilst we need some sort of mechanism in place to make informed choices, traditional approaches to ROI are falling short. This paper describes these challenges in more detail (you are not alone, even amongst the world's leading digital companies, the 'Digirati', only 56% create a business case). It also describes three approaches you can take to define a digital business case, and provides perspectives on how to best approach digital investment decisions.
Data and Findings - Accelerating IT Transformation with DATAMatt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business* With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
Radical innovations in technology are increasing the importance of IT in achieving core business objectives, shifting the role of CIOs to be more strategic. Chief Information Officers now operate as business executives first and technology experts second, speaking the language of the business. They are seen as the principal strategists for emerging areas like big data, mobile apps, social media, and online learning. CIOs also target technology budgets towards innovation in analytics, cloud computing, mobile and social technologies.
This document provides an overview of big data including its definition, technology used for processing big data, and new tools like Hadoop. Big data is defined by its volume, velocity and variety. Hadoop is an open-source software framework that allows distributed processing of large data sets across clusters of computers. Examples of using big data include predicting hurricanes, earthquakes, diseases and crimes to help with preparedness and response.
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo prohibirá la mayoría de las importaciones de petróleo ruso a la UE a partir de finales de año. Algunos países como Hungría aún dependen en gran medida del petróleo ruso y podrían obtener una exención temporal al embargo.
El documento describe el surgimiento del movimiento artístico del realismo en Europa en la década de 1840. Se presenta a tres de sus principales exponentes: Courbet en Francia, conocido por obras que retrataban la vida rural y obrera; Millet, quien también se enfocó en la temática campesina; y Daumier, conocido por sus caricaturas políticas y retratos de la vida urbana. El realismo se caracterizó por intentar reflejar la realidad de una manera más directa y comprometida social y políticamente, alejándose
A Customer Centricity Paradox; Whitepaper by AcxiomVivastream
The survey found two key paradoxes around customer centricity: 1) While most marketers assessed their capabilities as high, few could successfully measure results at the customer level. 2) Many said they focused on building customer insights, but this did not align with their companies' investment strategies. Additionally, the survey showed most marketers struggle with integrating customer data across online and offline sources and measuring success at the individual customer level. However, marketers remain committed to improving customer centricity and see top companies as role models for enabling personalized experiences through aligned strategies and capabilities.
Federal agencies’ mission scope is evolving and
expanding on a daily basis, while their budgets remain stagnant, regulations keep them perennially
understaffed, and new technologies necessitate unique and in-demand skill sets. As a result, agencies are
increasingly turning to three forms of outsourcing—contract personnel, shared services, and business process
outsourcing (BPO)—to help close this widening capabilities gap.
Reach the Edge of the Joint Information EnvironmentGov BizCouncil
To better understand how Department of Defense employees perceive the benefits of and challenges to the Joint Information Environment and mobility, Government Business Council and Verizon Wireless undertook an in-depth research study of over 300 senior DoD employees.
From big data overload to business impactMiguel Garcia
The document summarizes the key findings of a survey of 333 North American C-level executives about their organizations' preparedness to manage big data and leverage it effectively. The following were among the main findings:
- Organizations have seen an 86% average increase in data volume in the last 2 years, especially customer, operations, and sales/marketing data.
- However, 60% of executives rated their organizations as unprepared (C or lower), with 29% giving a D or F. Healthcare executives were least confident.
- Top frustrations included lacking the right systems to gather data and inability to give managers timely access to information.
- 93% of executives believe they are losing an average of
CEOs now expect more from their communications functions in the digital age:
1) CCOs must provide granular, data-driven measurements of corporate reputation across many stakeholder groups and brand attributes.
2) Communications strategies must be prepared for rapid response since issues can emerge quickly via social media.
3) The function has an offensive role in proactively building relationships, not just defense against crises.
4) Active listening to social media and stakeholder opinions informs corporate decision-making.
The document summarizes the findings of a survey about digital transformation priorities and objectives for businesses. The survey found that digital transformation is the top strategic priority for most companies and the pace of change is accelerating. Companies see digital disruption as an opportunity for competitive advantage. Improving the customer experience is the most common customer-focused objective for digital transformation initiatives in 2016. While companies are generally confident in meeting their 2016 objectives, the survey identified that increasing senior leadership sponsorship and oversight is the greatest change needed for many companies to succeed.
The document summarizes the key findings from the 2013 Gartner FEI CFO Technology Study survey. The six main findings are: 1) Most technology deficiencies can be addressed through improved business intelligence and analytics. 2) Business intelligence and applications are the main investment focus, though BI priorities have declined slightly from 2012. 3) CFOs continue prioritizing corporate performance management initiatives despite some declines. 4) CFOs understand emerging technologies like mobile, cloud, social and big data will be important. 5) CFO influence over IT is growing as many IT organizations now report to the CFO. 6) Few IT organizations are seen as truly transformational.
The document reports on a survey and case studies about companies' adoption of cloud applications. The survey included over 600 respondents from various regions and company sizes. Case studies included in-depth interviews with seven companies from various industries that had implemented cloud applications. The case studies found that cloud adoption provided benefits like reducing infrastructure costs, quickly scaling resources, and allowing faster development and implementation of new applications. Key challenges mentioned were overcoming security concerns and demonstrating early financial benefits of cloud.
The document discusses the results of a survey on business priorities and the changing role of IT leadership. Key findings include:
- Over half of respondents said the role of IT leadership has become more strategic in the last 12 months.
- Nearly 70% see IT becoming more centralized in the coming year to manage global operations.
- Top business imperatives center on improving customer responsiveness, reducing costs, and improving business processes.
- Two-thirds rate IT-enabled transformation as important, with priorities including customer responsiveness, reducing costs, and improving business processes.
The document discusses the results of a survey on business priorities and the changing role of IT leadership. Key findings include:
- Over half of respondents said the role of IT leadership has become more strategic in the last 12 months.
- Nearly 70% see IT becoming more centralized in the coming year to manage global operations.
- Top business imperatives center on improving customer responsiveness, reducing costs, and improving business processes.
- Two-thirds rate IT-enabled transformation as important, with most citing improving processes, customer responsiveness, and reducing costs/TCO as the most important areas for IT to enable transformation.
The 2014 Report on the State of Data Backup for SMBs reveals key insights around data backup, security and recovery as a result of a survey conducted during the first quarter of 2014 by Carbonite, Inc. Discover the 5 key themes to improve your SMB’s data backup, security and recovery in 2014 and beyond!
Asset management has always involved data-intensive business models, yet today's practitioners are confronted with a deluge of new information arriving in a variety of different formats.
Accelerating IT Transformation with Data & Analytic s Matt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business*.. With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. Info-Tech has found too often this is done through ad-hoc and informal processes, making improvement hard to measure, and success impossible to define. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
In this session Info-Tech will present how CIOs can overcome these challenges, and forge a new data driven approach to rapidly accelerate decision making, as well as measure the benefits of IT with DATA. Info-Tech will share insights from Info-Tech’s 3 year Stakeholder Satisfaction Study & how IT can enable transformation at unparalleled rates.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
Financial Services Automation: Taking Off the Training WheelsCognizant
Many financial institutions are struggling to move beyond early proofs of concept with process automation, our latest research reveals. To realize the promise of automation, financial institutions need to transcend technological myopia, focus on end-to-end business function innovation, and proactively address security challenges and risk.
Find out What Businesses Around the World are Doing to Turn Data into CapitalSuzanne Blackstock
- Businesses are collecting more data than ever from both internal and external sources but many feel unprepared to manage and draw insights from it.
- Close to all executives surveyed plan to invest in technologies like business intelligence tools, industry-specific applications, and expanding analyst teams to improve how they leverage data.
- However, many still face challenges like systems not designed for their industry, lack of timely access to information, and an inability to translate data into meaningful insights.
Business intelligence and analytics solutions can help organizations turn abundant data into actionable insights to make better business decisions. As data increases 650% over the next five years, these solutions can leverage big data to build customer insights, enhance customer experience, and understand customer behaviors. Enfathom helps organizations identify areas for new revenue and performance improvement by delivering data solutions to derive insight from data and achieve transformative business results such as improved customer relationships, profitability, and margins. Enfathom has delivered hundreds of solutions to large companies to improve processes like customer acquisition, reduce reporting redundancy by 70%, and conduct predictive modeling and statistical analysis.
The difficult art of quantifying return on digital investmentsBen Gilchriest
Measuring digital investments is proving to be a challenging task. Many companies have tried to create models that demonstrate the value of digital technologies, such as social media, applying traditional metrics to these. However, it's proving to be difficult to find a credible method.
So how do we make the difficult decision on where to invest in digital; especially when we are under so much pressure to do so much more? Whilst we need some sort of mechanism in place to make informed choices, traditional approaches to ROI are falling short. This paper describes these challenges in more detail (you are not alone, even amongst the world's leading digital companies, the 'Digirati', only 56% create a business case). It also describes three approaches you can take to define a digital business case, and provides perspectives on how to best approach digital investment decisions.
Data and Findings - Accelerating IT Transformation with DATAMatt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business* With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
Radical innovations in technology are increasing the importance of IT in achieving core business objectives, shifting the role of CIOs to be more strategic. Chief Information Officers now operate as business executives first and technology experts second, speaking the language of the business. They are seen as the principal strategists for emerging areas like big data, mobile apps, social media, and online learning. CIOs also target technology budgets towards innovation in analytics, cloud computing, mobile and social technologies.
This document provides an overview of big data including its definition, technology used for processing big data, and new tools like Hadoop. Big data is defined by its volume, velocity and variety. Hadoop is an open-source software framework that allows distributed processing of large data sets across clusters of computers. Examples of using big data include predicting hurricanes, earthquakes, diseases and crimes to help with preparedness and response.
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo prohibirá la mayoría de las importaciones de petróleo ruso a la UE a partir de finales de año. Algunos países como Hungría aún dependen en gran medida del petróleo ruso y podrían obtener una exención temporal al embargo.
El documento describe el surgimiento del movimiento artístico del realismo en Europa en la década de 1840. Se presenta a tres de sus principales exponentes: Courbet en Francia, conocido por obras que retrataban la vida rural y obrera; Millet, quien también se enfocó en la temática campesina; y Daumier, conocido por sus caricaturas políticas y retratos de la vida urbana. El realismo se caracterizó por intentar reflejar la realidad de una manera más directa y comprometida social y políticamente, alejándose
This document contains an image with a title and subtitle, as well as multiple legends. The image and text provide information through a visual design and multiple captions.
El documento describe las reacciones enzimáticas de la conversión del piruvato a acetil-CoA a través de la piruvato deshidrogenasa, y las primeras etapas del ciclo de Krebs, incluyendo la formación de citrato a partir de la condensación de acetil-CoA y oxalacetato catalizada por la citrato sintetasa, y la conversión de citrato a isocitrato por la aconitasa.
Este documento presenta un resumen de ocho unidades sobre la vida en Costa Rica. Cada unidad cubre un tema diferente como conversaciones básicas, escuela, casa, familia, tiempo libre, comida, compras y comunidad. El documento describe varios aspectos de la cultura costarricense incluyendo saludos, clases escolares, estilos de vivienda, deportes populares y transporte. En general, el texto compara y contrasta la vida cotidiana en Costa Rica con la de los Estados Unidos.
Deep-linking for apps and mobile is still in its nascent stage, but there's already a number of platforms working hard to get this technology off the ground. Find out all about them and their different takes and solutions in this guide.
Finance teams are increasingly investing in new technologies and accessing more data sources to provide strategic insights and look ahead. A survey found that companies spending more on technology have more efficient processes and staff spend less time on routine work. While few companies currently have predictive analytics capabilities, half plan to acquire them. Access to integrated and external data sources allows more advanced analysis and modeling. The major trends are greater technology investments and data access to power analytics, freeing up finance for strategic work and enabling look into the future.
The document is a report from the Economist Intelligence Unit that discusses the challenges of building a data-centric culture in organizations. It is based on a global survey of 395 executives. Some key points:
- Building the right organizational culture to realize business value from data analytics is now a priority for companies, as they have already invested in technology and talent.
- CEOs face the challenge of transforming company culture and how data is used. They must implement strategies from the top-down and engage employees.
- Successful data-driven companies are inspired by leaders who communicate a strong vision of how data can help the business and drive values like customer service. Leaders also provide expertise and education to help employees apply data.
Driving A Data-Centric Culture: The Leadership ChallengePlatfora
Embracing data as a corporate asset—and a source of competitive advantage—is not just a “good idea” that companies should consider. Such adoption will help determine the winners and losers across multiple markets and industries in the future.
In the last couple of years, corporate focus has shifted: first, from investing in the right technology and tools; then to acquiring the right talent and skills; and now to building the right organizational culture that can realize the business value of powerful big-data analytic tools.
Most organizations today are still focused on putting in place the right technology and talent, but others have evolved further and are working toward fostering a data-centric corporate culture.
TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...Tata Consultancy Services
Read TCS’ study to know how global finance leaders are utilizing cloud-based systems & data analytics in finance to plug FP&A gaps & achieve sustainable growth.
Views From The C-Suite: Who's Big on Big DataPlatfora
The document summarizes the key findings of a survey of 395 C-level executives on their views and priorities regarding big data. The survey found that executives have an overwhelmingly positive view of big data and its potential, but lack understanding of how to apply it within their own roles and functions. While customer insights are currently the top priority for big data analytics, executives believe that within three years it will be applied more broadly across business processes. The optimal approach is seen as taking an enterprise-wide approach through cross-functional teams rather than leaving big data efforts to individual departments or functions.
Finance's Data Journey: All Roads Lead to a Single Source of TruthAdaptive Insights
The document discusses a survey of 435 chief financial officers about data challenges. The CFOs ranked accurate and timely data as most important. Because data comes from multiple sources and becomes outdated quickly, attaining a single source of truth is difficult. While many CFOs see the benefits of a single source, establishing one presents barriers like legacy systems, data silos, and high costs. Most companies expect a 50% increase in managed data over five years as data volumes continue growing rapidly.
This document summarizes the key findings of the 2022 FP&A Trends Survey. Some of the main findings include:
1) While 76% of FP&A teams feel they deliver strategic value, only 16% consider themselves high performing and 16% struggle to keep up with demands. Too much time (45%) is spent on low-value activities like data management.
2) For FP&A to truly function as strategic advisors, they need to spend more time (currently only 33%) on high-value activities like scenario planning and driving change.
3) Many organizations still struggle with data quality issues, as 31% lack a single trusted data source. However, those using AI/ML were more
Financial planning and analysis (FP&A) functions are at the forefront of guiding organizational performance and supporting the decision-making process. Over the years, the challenges faced by management have required different planning approaches and techniques. Some have stayed and become ‘the norm’, for example driver-based planning. Yet, at the same time, the technological systems that underpin FP&A’s work have been constantly evolving to support faster decision-making, more scenarios and increasing volumes of data.
Making the Leap: Exploring the Push for Cloud AdoptionGov BizCouncil
For a growing number of public and private sector organizations, cloud is the future — a game-changer for mitigating risk, enhancing effectiveness, and initiating new capabilities. To learn more about ongoing progress and challenges associated with cloud adoption, Government Business Council and Salesforce launched an in-depth research study in May 2017.
The document discusses how companies can build a data-driven culture by engaging employees. It argues that becoming data-driven happens in three stages - focusing first on technology, then talent, and most importantly transforming the corporate culture. Two key factors are needed for cultural transformation - strong leadership from the top to establish a vision, and bottom-up employee engagement through training, incentives and making data accessible and relevant to employees' daily work. Companies that are truly data-driven report better performance, innovation, collaboration, and employee satisfaction compared to those that are not.
Predictive and prescriptive analytics: Transform the finance function with gr...Grant Thornton LLP
As all businesses continue to collect, store and analyze more data than ever before, they face growing data challenges to support decision-making. Those who can leverage predictive and prescriptive analytics will differentiate themselves in the marketplace and gain a competitive advantage. In this report by Financial Executives Research Foundation Inc. and Grant Thornton LLP, we highlight insights from in-depth interviews with senior-level executives. These organizations use advanced analytics in their businesses to gain significant profit improvements. See more at - http://gt-us.co/1vv2KU9
The COVID-19 pandemic has encouraged many recruitment companies to adapt their talent acquisition processes to new realities. A survey was conducted to know what the talent acquisition function looks like now and what it will look like in the future. Go through this PDF and get an overview of the significant findings of the survey! For talent management solutions and services, visit - https://www.emptrust.com/
For today’s firm, change is constant. The ever-evolving realities of the profession inspired Wolters Kluwer to explore two major questions in our 2014 Accounting Firm Preparedness Survey. First, what trends will have the most significant impact on accounting firms and their clients over the next five years? Second, how well prepared are accountants to take advantage of these trends?
The survey of SSON's global membership identifies 7 key characteristics that are driving the second wave of finance transformation:
1. Knowledge-based teams are becoming more common, with nearly 60% moving in this direction.
2. Data-driven business intelligence is a growing capability, with 3/4 of shared services implementing BI teams to drive insights.
3. Despite potential benefits, only 11% have defined master data management processes, while many are still assessing solutions.
4. Technology priorities include automation, data analytics, and collaboration tools to support mobile workers.
5. While outsourcing remains relevant, most rely primarily on in-house capabilities and analytics.
6. More are leveraging global business services
The document summarizes the key findings of a 2021 survey on the state of data science. It found that:
- The majority of respondents were younger (under 40), male, and highly educated. Most worked in commercial environments in industries like technology, consulting, automotive, and banking.
- The COVID-19 pandemic had varying impacts - some organizations increased investment in data science through hiring and projects, while others decreased budgets and halted growth.
- Data professionals typically work in teams of 6-10 people across a wide range of industries. They spend their time on analysis, modeling, and communicating results to stakeholders.
This document summarizes key findings from a study on data-driven decision making in IT enterprises. Some of the main findings include:
- CEOs may have been too optimistic about their company's performance compared to competitors prior to COVID-19 lockdowns. Middle management was more concerned about customer focus and adjusting to demands.
- More than 80% of tech employees believe they are better than competitors at delivering digital products, but customer service teams report less collaboration and data access than other departments.
- About a third of organizations have over 80% of their data centralized, but data accessibility, not centralization, is related to better decision making. Customer service teams often have less data access.
- C-
In or Out? The shape of IT outsourcing in 2015NashTech
We mined over 15 years of data and insight from the Harvey Nash CIO survey to determine the trends that have influenced IT outsourcing and will inform CIO plans in the next 12 months. Among other questions we looked at are; which is now the bigger challenge for CIOs - skills, savings IT responsiveness? Which industries are outsourcing most? Are some CIOs more likely to outsource than others and how do they make it all work?
The document discusses key trends in data management identified by global research. It finds organizations are increasingly focused on understanding customers as individuals to offer personalized service. However, inaccurate and incomplete data undermines customer experience for many. Experts recommend using data to develop a single view of each customer by linking all available information. This would allow real-time insights and responses tailored to individual customers, improving relationships and sales. Achieving accurate and comprehensive customer data remains a challenge for most organizations.
The document discusses a disconnect between IT executives and staff on data strategy and management. While executives understand data's strategic importance, staff who manage data day-to-day have less business focus. This disconnect can hamper an organization's ability to effectively use data. The document also notes business users are taking more control of data initiatives, potentially sidelining IT. Both executives and staff need better communication to align on strategic and operational data issues.
The document discusses the findings of a survey on big data adoption in Asia-Pacific companies. Some key findings include:
- More than half of firms have made little progress implementing big data strategies, though most believe big data can benefit their business.
- Internal issues, like a lack of data sharing between departments, are the primary barriers to adoption cited by 91% of respondents.
- Communication of big data strategies is poor, with over 40% unaware of their company's strategy or how it impacts them.
- Frontline employees report critical data is often inaccessible, with 80% saying access is important but only 19% able to access needed data.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
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16. While every effort has been taken to verify the accuracy
of this information, The Economist Intelligence Unit
Ltd. cannot accept any responsibility or liability
for reliance by any person on this report or any of
the information, opinions or conclusions set out
in this report.
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