The document summarizes the decline of traditional infrastructure outsourcing models and the rise of next generation outsourcing providers. Specifically:
- Traditional outsourcing is declining due to dissatisfaction with rigid contracts and finger-pointing between vendors. New customers expect more flexibility and agility from providers.
- Next generation providers are adapting to new technologies and customer expectations by offering flexible, pay-per-use models focused on business value over strict service level agreements.
- A case study example shows how one IT provider delivered a mobile solution that improved a manufacturing client's productivity and customer satisfaction through real-time invoice processing.
Property & Casualty Commercial Lines Underwriting: The New PlaybookCognizant
P&C commercial lines carriers are experiencing a global transformation that will compel them to reexamine their operating models, implement direct-to-consumer strategies, reengineer their processes and technologies, and achieve and sustain profitable growth in the age of digital.
Scaling Up Smart Meter Operations: Challenges and the Way Forward for UK Ener...Cognizant
With smart meters being implemented at a rapid pace, energy utilities need to be prepared to make the best use of this opportunity. Here's a guide to possible shortfalls in the journey, and to the technical, operational and organizational capabilities utilities need to thrive in the digital smart metering era.
North American Utility Sparks Up its Complaint Handling SystemCognizant
Electric utility's new complaint handling system reduces resolution times, increases staff productivity, boosts customer satisfaction and improves regulatory compliance.
Equipping IT to Deliver Faster, More Flexible Service ManagementCognizant
IT must apply new strategies and tools to the service management function, in order to address fundamental changes in how end-users consume technology and services. Here's how IT can increase service delivery speeds and user satisfaction, while delivering greater business value.
This thought-piece discusses how established companies can manage the duality dilemma triggered by the coexistence of new digital offerings and legacy products, and provides expert insights into how a common set of core capabilities can accelerate the digital transformation journey ahead.
How Insurers Can Harness Artificial IntelligenceCognizant
Once science fiction, artificial intelligence now holds vast potential for insurers interested in reinventing their business models and transforming customer experience.
By delving deeply into customer experience, business process design and operating model change, organizations can more effectively move from 'doing' digital to 'being’ digital.
Shared Services: How Digital Can Accelerate the Leap to Value-Added Different...Cognizant
Shared services centers must embrace social, mobile, analytics, cloud and intelligent process automation techniques to navigate three critical shifts that can turbocharge innovation and reinforce market differentiation.
Property & Casualty Commercial Lines Underwriting: The New PlaybookCognizant
P&C commercial lines carriers are experiencing a global transformation that will compel them to reexamine their operating models, implement direct-to-consumer strategies, reengineer their processes and technologies, and achieve and sustain profitable growth in the age of digital.
Scaling Up Smart Meter Operations: Challenges and the Way Forward for UK Ener...Cognizant
With smart meters being implemented at a rapid pace, energy utilities need to be prepared to make the best use of this opportunity. Here's a guide to possible shortfalls in the journey, and to the technical, operational and organizational capabilities utilities need to thrive in the digital smart metering era.
North American Utility Sparks Up its Complaint Handling SystemCognizant
Electric utility's new complaint handling system reduces resolution times, increases staff productivity, boosts customer satisfaction and improves regulatory compliance.
Equipping IT to Deliver Faster, More Flexible Service ManagementCognizant
IT must apply new strategies and tools to the service management function, in order to address fundamental changes in how end-users consume technology and services. Here's how IT can increase service delivery speeds and user satisfaction, while delivering greater business value.
This thought-piece discusses how established companies can manage the duality dilemma triggered by the coexistence of new digital offerings and legacy products, and provides expert insights into how a common set of core capabilities can accelerate the digital transformation journey ahead.
How Insurers Can Harness Artificial IntelligenceCognizant
Once science fiction, artificial intelligence now holds vast potential for insurers interested in reinventing their business models and transforming customer experience.
By delving deeply into customer experience, business process design and operating model change, organizations can more effectively move from 'doing' digital to 'being’ digital.
Shared Services: How Digital Can Accelerate the Leap to Value-Added Different...Cognizant
Shared services centers must embrace social, mobile, analytics, cloud and intelligent process automation techniques to navigate three critical shifts that can turbocharge innovation and reinforce market differentiation.
Digital Game-Changers for the Communication Service Provider IndustryCognizant
By monetizing data, refining their processes, boosting their technological maturity and proactively responding to subscribers' ever-changing needs and preferences, CSPs can improve their competitive standing vs. non-traditional competitors.
Three Engagement Models for Embracing Digital in Life SciencesCognizant
Life sciences organizations must weigh their options for digital transformation. Here's an evaluative guide, with pros and cons and selection criteria, to three engagement models where digital innovation is either IT-centric, business-centric or managed by a 'new entity'.
How Semantic Analytics Delivers Faster, Easier Business InsightsCognizant
Facing vast and increasing amounts of data, business users need analytic capabilities to handle the volume and derive meaningful insights based on expert knowledge. Semantic analytics applies metadata and metaknowledge principles to extract actionable answers to complex business questions and detect previously unknown patterns.
Right Cloud Mindset: Survey Results Hospitality | Accentureaccenture
Looking two years ahead: Functional objectives along with technology related challenges and top five areas of investment for hospitality companies. Learn more: https://accntu.re/3uB9LL1
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
Increasing Business Productivity in Connected Enterprises and an Always-On Di...Cognizant
To remain competitive, businesses must enhance productivity through a connected enterprise set of solutions. We offer a roadmap and set of tools for insuring that Gen-Now workers obtain the stateless, limitless and boundaryless computing that they need and expect in an always-on digital business world.
The new and improved Construction Lead Generation - The Definitive Guide will share the results of our most recent national survey on construction lead generation. Importantly, the guide details the current state of the top two construction lead services: Dodge Data & Analytics, and ConstructConnect. Next, the guide identifies several other construction lead services that tend to specialize in regions, type of construction project or service offerings. Finally, other types of lead sources are identified and categorized by Traditional, Internet, and Social Media.
In recent years, Capital market players have had to adapt to changing macroeconomics, challenging growth environment and increasing regulatory burden. The advances of digital technology have presented threat as well opportunities for traditional players. This article presents high level analysis of various business models and explores potential instances of a truly digital operating model.
Volvo Cars Corporation: Shifting from a B2B to a “B2B+B2C” Business ModelCapgemini
Volvo is undertaking a deep transformation in its business model leveraging four digital technologies: mobility, social media, analytics and smart embedded devices. The intent is to develop a more direct relationship with the end-customer without disrupting the relationship dealers have with their customers.
A Portfolio Strategy To Execute Digital TransformationCapgemini
Senior Executives in pretty much all industries have now elevated digital transformation to the top of their strategic agenda. And they’re right to do so. The risk of falling behind the curve is so great that senior leaders are not debating whether digital technologies will affect their competitive position, but rather how to conduct an effective digital transformation and how fast it can be done.
However, an organization’s determination to get on the front foot with a bold digital strategy often falters when it comes up against the multi-dimensional complexity of the questions it faces and the risks it must manage. Should we prioritize short-term improvements at the expense of potentially larger strategic shifts? How fast will our industry be disrupted: months, years, or even decades? What level of risk are we willing to take on innovative new business models? Can we deliver our digital strategy in house or do we need to partner?
In the first edition of Connections, we talk about the Trends you can expect in the BPO industry and the Allsec-Kronos Partnership. We also discuss the impending possibility of RPA in your Accounts Payable process.
Building a Code Halo Economy for InsuranceCognizant
By finding meaning in the digital data that accumulates around people, processes, organizations and things, insurers can simultaneously reinvent how they operate and reshape their customers' experience.
The 10 Most Innovative Retail Solution Providers, 2020.Merry D'souza
This latest issue - The 10 Most Innovative Retail Solution Providers, 2020 explores the importance of retail with technology & companies that are striking to implement the best in serving the needs of the customers.
As technology demands on logistics services providers (LSPs) become more intense, organizations are seeking to integrate or consolidate their third-part logistics (3PL) providers' solutions for tasks such as warehousing, inventory management, shipment management, cross-docking, order management, bar coding, analytics and far more. We offer a roadmap for selecting whether to make such a transition in logistics systems via a big bang or phased/pilot approach.
Traditional outsourcing is dead! What should your new ICT partner look like?Eduserv
Andrew Hawkins, who leads our Government business, spoke at Civil Service Live about how SMEs are addressing IT challenges and working with government to provide an alternative to traditional ICT providers.
Sourcing na nuvem em relação ao outsourcing tradicional 6 diferençasAlfredo Saad
No mundo cloud, a definição da estratégia de sourcing, assim como sua implementação, mostra características diversas em relação às observadas no caso do outsourcing tradicional.
O entendimento dessas diferenças e seu adequado tratamento são fatores determinantes para o sucesso da implantação da alternativa cloud na organização.
Deve ser lembrado que as atividades de sourcing, dentre as quais se destacam a seleção do(s) provedor(es), a negociação do contrato e sua governança, se constituem num importante componente em tais implantações.
Discutiremos a seguir 6 características diferenciais da atividade de sourcing em ambos os casos
Digital Game-Changers for the Communication Service Provider IndustryCognizant
By monetizing data, refining their processes, boosting their technological maturity and proactively responding to subscribers' ever-changing needs and preferences, CSPs can improve their competitive standing vs. non-traditional competitors.
Three Engagement Models for Embracing Digital in Life SciencesCognizant
Life sciences organizations must weigh their options for digital transformation. Here's an evaluative guide, with pros and cons and selection criteria, to three engagement models where digital innovation is either IT-centric, business-centric or managed by a 'new entity'.
How Semantic Analytics Delivers Faster, Easier Business InsightsCognizant
Facing vast and increasing amounts of data, business users need analytic capabilities to handle the volume and derive meaningful insights based on expert knowledge. Semantic analytics applies metadata and metaknowledge principles to extract actionable answers to complex business questions and detect previously unknown patterns.
Right Cloud Mindset: Survey Results Hospitality | Accentureaccenture
Looking two years ahead: Functional objectives along with technology related challenges and top five areas of investment for hospitality companies. Learn more: https://accntu.re/3uB9LL1
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
Increasing Business Productivity in Connected Enterprises and an Always-On Di...Cognizant
To remain competitive, businesses must enhance productivity through a connected enterprise set of solutions. We offer a roadmap and set of tools for insuring that Gen-Now workers obtain the stateless, limitless and boundaryless computing that they need and expect in an always-on digital business world.
The new and improved Construction Lead Generation - The Definitive Guide will share the results of our most recent national survey on construction lead generation. Importantly, the guide details the current state of the top two construction lead services: Dodge Data & Analytics, and ConstructConnect. Next, the guide identifies several other construction lead services that tend to specialize in regions, type of construction project or service offerings. Finally, other types of lead sources are identified and categorized by Traditional, Internet, and Social Media.
In recent years, Capital market players have had to adapt to changing macroeconomics, challenging growth environment and increasing regulatory burden. The advances of digital technology have presented threat as well opportunities for traditional players. This article presents high level analysis of various business models and explores potential instances of a truly digital operating model.
Volvo Cars Corporation: Shifting from a B2B to a “B2B+B2C” Business ModelCapgemini
Volvo is undertaking a deep transformation in its business model leveraging four digital technologies: mobility, social media, analytics and smart embedded devices. The intent is to develop a more direct relationship with the end-customer without disrupting the relationship dealers have with their customers.
A Portfolio Strategy To Execute Digital TransformationCapgemini
Senior Executives in pretty much all industries have now elevated digital transformation to the top of their strategic agenda. And they’re right to do so. The risk of falling behind the curve is so great that senior leaders are not debating whether digital technologies will affect their competitive position, but rather how to conduct an effective digital transformation and how fast it can be done.
However, an organization’s determination to get on the front foot with a bold digital strategy often falters when it comes up against the multi-dimensional complexity of the questions it faces and the risks it must manage. Should we prioritize short-term improvements at the expense of potentially larger strategic shifts? How fast will our industry be disrupted: months, years, or even decades? What level of risk are we willing to take on innovative new business models? Can we deliver our digital strategy in house or do we need to partner?
In the first edition of Connections, we talk about the Trends you can expect in the BPO industry and the Allsec-Kronos Partnership. We also discuss the impending possibility of RPA in your Accounts Payable process.
Building a Code Halo Economy for InsuranceCognizant
By finding meaning in the digital data that accumulates around people, processes, organizations and things, insurers can simultaneously reinvent how they operate and reshape their customers' experience.
The 10 Most Innovative Retail Solution Providers, 2020.Merry D'souza
This latest issue - The 10 Most Innovative Retail Solution Providers, 2020 explores the importance of retail with technology & companies that are striking to implement the best in serving the needs of the customers.
As technology demands on logistics services providers (LSPs) become more intense, organizations are seeking to integrate or consolidate their third-part logistics (3PL) providers' solutions for tasks such as warehousing, inventory management, shipment management, cross-docking, order management, bar coding, analytics and far more. We offer a roadmap for selecting whether to make such a transition in logistics systems via a big bang or phased/pilot approach.
Traditional outsourcing is dead! What should your new ICT partner look like?Eduserv
Andrew Hawkins, who leads our Government business, spoke at Civil Service Live about how SMEs are addressing IT challenges and working with government to provide an alternative to traditional ICT providers.
Sourcing na nuvem em relação ao outsourcing tradicional 6 diferençasAlfredo Saad
No mundo cloud, a definição da estratégia de sourcing, assim como sua implementação, mostra características diversas em relação às observadas no caso do outsourcing tradicional.
O entendimento dessas diferenças e seu adequado tratamento são fatores determinantes para o sucesso da implantação da alternativa cloud na organização.
Deve ser lembrado que as atividades de sourcing, dentre as quais se destacam a seleção do(s) provedor(es), a negociação do contrato e sua governança, se constituem num importante componente em tais implantações.
Discutiremos a seguir 6 características diferenciais da atividade de sourcing em ambos os casos
Sourcing on cloud compared to traditional outsourcing 6 differencesAlfredo Saad
In cloud, the definition of the sourcing strategy, as well as its implementation, shows distinct characteristics as compared with those of traditional outsourcing.
The comprehension of these differences and their appropriate handling are some of the determinant factors that make a cloud implementation project in the organization succeed.
It should be kept in mind that sourcing activities, such as provider(s) selection, contract negotiation and its governance, are important components of such implementation.
Here we will discuss 6 of these differential characteristics of the sourcing activities in both cases.
Previous experience with traditional outsourcing may ease cloud adoptionAlfredo Saad
It may sound surprising to some people that the probability of success in a cloud adoption project can be increased if the buyer organization has had a previous experience in the traditional outsourcing area.
More surprising yet: this may be true even if such previous experience was not completely successful. Which facts support such conclusions?
The pervasiveness of digital technologies is reshaping aftermarket. e-tailing is gnawing away the market for spare parts as more people are buying online, social media is influencing the consumption of aftermarket services and customers are demanding deeper 24*7 experiences. In this article Browne & Mohan consultants showcase the drivers of digital transformation and adoption for aftermarket.
Lessons from Long Tail: Delivering on the Semiconductor Digital Engagement Ma...Infosys
Traditional customer engagement methods and information infrastructures are no longer sufficient. Success in the semiconductor marketplace will belong to those who are prepared for comprehensive digital and social interactions and commerce across the sales and support cycle with traditional and new prospects and customers who are “engineers” by day and “digital consumers” after hours. The industry is realizing the power of Web 2.0 technologies to reach untapped emerging markets of product developers and engineers across the globe, while increasing customer satisfaction, productivity, and profitability.
Discover more on Digital transformation In Utilities : https://www.wns.com/Portals/0/FSx/Documents/Articles/PDFFiles/600/228/The-Digital-Push-to-Enhance-Customer-Experience-in-Utilities-Article-Dec-2019.pdf
Analytics Center of Excellence | Data CoE |Analytics CoE| WNS TriangeRNayak3
WNS Triange, the data CoE and analytics CoE brings together domain experience, delivery capabilities, functional and technology best practices to help achieve excellence.
Cloud computing is now a viable option for businesses seeking to outsource part or all of their IT operations. But in this new era — where the power of the Internet is harnessed for IT tasks — outsourcing to the cloud can be a strategic maneuver, not just a cost-cutting measure.
Fuji Xerox 10 Hottest Trends in Corporate DigitilisationCassandra Powell
In this Slideshare we cover the hottest key market trends that are shaping the future for any organisations actively seeking to achieve better business outcomes through digital transformation.
In this Slideshare, Fuji Xerox covers the hottest trends for any organisations actively seeking to achieve a more efficient business workflow through digitalisation.
Global Service Delivery Market Overview.pdfamolswimarket
Service Delivery Market is estimated to grow from USD 2.86 Billion in 2022 to USD 7.61 Billion by 2033, growing at a CAGR of 28.2%. The concept of global service delivery is becoming more and more important for businesses looking to stay competitive and customer-focused in the quickly changing business landscape.
How big data analytics can optimize the telecom sector GlobalTechCouncil
We are in the era of Big data. Big data is presenting excellent optimizing opportunities to the companies in various sectors. Big data when analyzed well, can provide actionable insights that aids in devising strategies to optimize multiple business processes.
Big data has become an essential part of the telecom industry due to the enormous amount of data being generated by the telecom world. Telecom operators are sitting on gold mines as the smart devices have enabled the telecom operators to gain access to specific information about their customers’ behavior, preferences, movement, etc.
Similar to Reincarnating traditional infrastructure outsourcing (20)
Q2 Highlights:
Revenues grew 19% YonY and 8.2% QonQ
Profit after taxes were up 12.2% YonY and 17.0% QonQ
Order intake of US$ 176 mn, marking the 10th consecutive quarter of sequential increase in order intake
The Board recommends an interim dividend of Rs 10 per share as interim dividend. The record date for this payout will be 5th November 2019.
Consolidated revenues for the quarter under review grew 19.0% over the same period last year and 8.2% sequentially over the preceding quarter to Rs 1038.5 crore. EBITDA margin for the quarter expanded to 18.3%, up 118 basis points QoQ.
Among verticals, Insurance grew 15.3% QonQ contributing 31.1% of overall revenues, BFS expanded 9.4% QonQ contributing to 16.7% of revenue, and Travel Transport and Hospitality (TTH) was up 5.8% QonQ contributing to 27.8% of revenue. Other segments collectively grew 0.8% QonQ and they now represent 24.4% of overall revenues.
Digital revenues grew by 56% YoY and 18% QoQ, contributing to 38% of the total revenues in the quarter under review. Americas, EMEA, APAC and India contributed 49%, 37%, 10% and 4% of the revenue mix.
Fresh business of US$176mn was secured by the company during the quarter. As a result, the order book executable over the next twelve months has also increased to US$405mn.
“We have delivered robust revenue and margin performance yet again in line with our stated intent to drive robust, predictable and profitable growth for our business. The fundamentals of the business continue to be strong, as reflected in the sustained deal wins and the operating margin threshold that we have established,” said Mr. Sudhir Singh, Chief Executive Officer, NIIT Technologies Ltd.
Acknowledgements:
A TBR Perspective on Transform at the intersect - NIIT Technologies and the near future of Digital and Post-digital Transformation
A special blog by NelsonHall on how NIIT Technologies Delivers Digital Transformation with Capacity & Capability at Speed and Scale
HfS Research PoV on Change the game with verticalized AI: NIIT Technologies’ unique play as a post-digital firm
Q1 Highlights:
Revenues grew 16.7% YoY.
Profit after taxes up 2.0% YoY on reported basis, up 17.3% YoY after adjusting for non-recurring expenses.
Order intake of US$ 175 mn, marking the 9th consecutive quarter of sequential increase in order intake.
The quarter under review had one-time non-recurring expenses of Rs. 235 mn translating to a negative impact of 240 bps. Adjusted for that, the EBITDA margin for the quarter stood at 16.9%, an expansion of 103 basis points YoY, and PAT increased 17.3% YoY to Rs 100.6 crore.
In constant currency terms, BFS expanded 2.8% QoQ contributing to 16.5% of revenue, Travel & Transportation (TT) was up 5.9% QoQ contributing to 28.3% of revenue and Insurance grew 6.6% QoQ contributing 29.1% of overall revenues. Others segments collectively grew 1.5% QoQ and they now represent 27.0% of overall revenues.
Digital revenues grew 46% YoY contributing to 34% of the total revenues. Americas, EMEA, APAC and India contributed 49%, 35%, 11% and 5% of the revenue mix.
The Company secured fresh business of US$175mn during the quarter. The order executable over the next twelve months has also increased to US$395mn.
“We registered a good performance in Q1FY20 and the fundamentals of the business are strong,” said Mr. Sudhir Singh, Chief Executive Officer, NIIT Technologies Ltd.
Acknowledgements:
NIIT Technologies ranked #1 in ‘Business Understanding’ for the second consecutive year in ‘Whitelane’s 2019 UK IT Sourcing Study’.
NIIT Technologies named as a Leader among midsize agile software development service providers, by Forrester Research Inc., an independent research and advisory firm, in their report, The Forrester WaveTM: Midsize Agile Software Development Service Providers, Q2 2019.
NIIT Technologies companies Incessant Technologies and RuleTek received Pega Partner Award 2019 for ‘Excellence in Growth and Delivery’.
FY’19 Key Highlights
• Revenues expand 22.9%
• Operating profit up 28.7%
• Operating margin improved 80 bps to 17.6%
• Net Profits improved by 43.9%
• Cumulative order intake for the year is USD 646 MN. Up 27% over previous year
FY’19 Geo mix
Americas- 49%
EMEA-33%
India-8%
APAC- 10%
FY’19 Industry mix
Insurance- 28.7%
BFS- 16.1%
Travel & Transportation- 26.9%
Leadership Speaks
“FY 19 was one of the most successful years in our firm’s history. Not only did we deliver very significant growth but we also increased operating margin simultaneously. Our strategy of transforming the three industries we serve at their intersection with emerging technologies continues to differentiate and drive growth.”
Mr. Sudhir Singh, Chief Executive Officer, NIIT Technologies Ltd.
“The year was characterized by strong deal momentum. Order intake improved steadily in each quarter with large deal wins and new logo additions. USD 170 m of fresh business was secured during the quarter”.
Mr. Arvind Thakur, Vice Chairman and Managing Director, NIIT Technologies Ltd.
“With strong leadership in place, the platform is set for our next phase of growth”.
Mr. Rajendra S Pawar, Chairman, NIIT Technologies Ltd.
Acknowledgements
• Recognized in the Best of The Global Outsourcing 100® list produced by IAOP
• Positioned as a Leader in the NelsonHall NEAT Report for RPA & AI in Banking 2019
Q2 FY19 PAT up 66.3% YoY
Q2 Highlights:
• Revenues up 23.1% YoY and 10.0% QoQ
• Strong improvement in Operating Profits, by 37.2% YoY and 25.1% QoQ
• Operating Margins expand by 186 bps YoY and 217 bps QoQ
• Fresh Order Intake expands to USD 160 Mn
NIIT Technologies delivers robust 145% growth in PAT for FY’16NIIT Technologies
NIIT Technologies Limited, a leading global IT solutions organization, announced its financial results for the year FY15-16 resulting in revenues of `2,682 Crores, operating profits at `473 Crores and net profits at `280 Crores.
4 factors to consider before finalizing a Cargo Management SystemNIIT Technologies
With a gradual increase in the air cargo traffic year on year, most airlines and cargo handling companies are increasingly facing challenges in cargo management. Cargo handling has become extremely complex and unpredictable, involving multiple stakeholders with multi-warehouse operations in a multi-location environment. An efficient cargo management system can enhance service capabilities and significantly improve customer experience, while saving precious time and money, especially at the time when the industry faces an uphill battle to restore competitiveness and increase its share of trade growth.
Unlock value potential from Cargo Management OperationsNIIT Technologies
Cargo Management Systems are beneficial in times where quantity of cargo and burden on infrastructure has increased. The improved cargo turnaround rate, easy integration with system landscapes and partner networks make it an effective solution.
New Distribution Capability benefits and challengesNIIT Technologies
Is NDC (New Distribution Capability) in Airlines a norm or a phenomenon?
Explore the benefits and challenges of New Distribution Capability: goo.gl/K5n5wO
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
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
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.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
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.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
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We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
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.
2. Executive Summary 3
What is Traditional Outsourcing? 4
Effects of Market and Economy on Traditional Outsourcing 4
Next Generation Customers and Service Providers 5
- New Breed of Educated Customers and their Expectations 5
- Next Generation Vendors/Service Providers 5
Our Credentials 6
- Case Study: Manufacturing 6
The Road Ahead 6
CONTENTS
3. MANUFACTURING
SALESSALES
MARKETING
MANUFACTURING
MANUFACTURING
CONSUMPTION
TRAVEL
MARKETING
MARKETING
MARKETING
PROFIT
DELIVERY
FACTORY
PROFIT
PROCUCTION
PRODUCTIONPRODUCTION
PRODUCTIONPRODUCTION
FACTORY
BUSINES
DISTRIBUTION
Executive Summary
Traditional Infrastructure Outsourcing (IO) is on its decline with
increasing levels of dissatisfaction among clients due to its
complex structure, continuous finger-pointing and rigid Service
Level Agreements (SLAs). Many clients, who signed long term
contracts with traditional infrastructure management vendors also
attribute the dissatisfaction to incompetency of incumbent IT
vendors to adapt to dynamic needs; making infrastructure
environment lethargic and rigid.
These reasons driving the decline of traditional IO models are in
turn encouraging clients to shift to and invest more in next
generation service providers that can provide them flexibility and
agility to match the ever changing dynamics of business. A report
from Forrester Research attributes this shift to change in
technologies and innovation. Although traditional IT infrastructure
vendors are adding automation and real-time data analysis
capabilities to their portfolios, clients are still replacing these
vendors at the rate of approximately 40 percent, reflecting
competition from agile competitors and newer service providers.
This paper highlights how and why traditional infrastructure
outsourcing market is shrinking dramatically. It also explains how
the new age vendors can adapt to new technology to provide
benefits to Gen 2.0 clients.
What is Traditional Outsourcing?
In traditional outsourcing, IT outsourcing vendors provide only a
specific service, such as business applications, servers and
storage environments, network and security environment,
operating systems and tools, or databases. A certain number of
vendor employees’ work for a pre-determined number of hours,
per week or month to provide these technical services to the client.
However, they do not help companies decide what else they can
do to achieve business benefits.
The main objective of using traditional IT outsourcing model was
cost optimization and efficiency to manage and build various
heterogeneous components of IT infrastructure. Companies signed
syntactic and semantic agreements generally referred as ‘black
box’ contracts and had full control on vendors providing delivery.
However, reasons like contracting models, loss of control, lack of
flexibility, poor customer-vendor alignment, and every piece of
work being called a change request. This resulted in vendors
pointing fingers at one another when anything went amiss; led to
high levels of dissatisfaction among the companies.
Effects of Market and Economy
on Traditional Outsourcing
Outsourcing is considered to be an effective way to reduce cost
and improve business agility. According to Gartner, IT outsourcing
market is poised to grow more slowly, reaching $288 billion in
2013, a 2.8 percent increase from 2012. Gartner also predicts a
5.4 percent compound annual growth rate (CAGR) in the global
outsourcing market through 2017.
In general, traditional outsourcing models are under unprecedented
pressure due to the following factors:
Uncertain markets, economic downfall and
changing laws/regulations
In the last five years, financial slowdown, uncertain and unstable
markets, and changing laws/regulations have resulted in lower
business value being delivered by traditional outsourcing models.
Many customers are wary of multi-year contracts amid economic
uncertainty and are facing a number of challenges, such as
unpredictable demand cycles, increased cost pressure, and
uncertain revenue streams to focus on cost savings.
After the economic downturn in 2008, customers forced their
service providers to reduce prices and identify potential savings
3
4. 4
along the entire value chain. Common solutions here are to get in
sync with the dynamic environment, and de-bundle services and
assets to address these market and economic uncertainties.
Changing technology contributing to sluggish
growth
The technology landscape also evolved with the emergence of
new, disruptive technologies such as social media, mobility,
analytics and cloud. The emergence of these technologies shook
the foundations of the IT industry and has changed the way we
connect with each other, and how companies do business, and
deliver products and services.
According to Gartner, traditional IT service offerings still represent a
significant market share. However, steady demand from customers
for these new technologies has resulted in failure of traditional IT
outsourcing approach. Companies now feel encouraged to invest
in the new models.
Change in outsourcing models
While traditional outsourcing contracts are primarily based on fixed
cost models, the current trend is pay-per-use models that allow
companies to scale up and down on demand. Companies using
pay-per-use outsourcing models have changed their focus from
SLAs to achieve key metrics and deliver business value, innovation
and superior customer experience. The changing nature of
outsourcing contracts has also helped companies achieve
transformational change and manage uncertainty; further reducing
operational costs and risks. Companies can now concentrate on
creating new capabilities and comprehensively manage critical
business processes.
The change in customer behavior with special attention on what
the service offers is changing the focus from how it is
implemented. For example, customers in the US are using
pay-per-use models in all walks of life. They pay only for services -
data and call plans – based on their usage and need, and not for
the mobile phones they use. Using pay-per-use models is
beneficial as users can easily adapt to any new technology by just
exchanging their old mobile phones with the new ones, without
changing usage plans.
Next Generation Customers and
Service Providers
New breed of educated customers and their
expectations
The 2008 recession was a wakeup call for the new breed of
educated Gen 2.0 customers. After the 2008 financial downturn,
these customers expected shorter business cycles, 24X7 support,
business linked SLAs, evolving business models spawned by
social media, mobility, analytics and cloud, and consumerization of
IT. They completely rejected inflexible vendors and multi-term
contracts in favor of service providers willing to respond to new
situations and important changes.
Changes in technology and clear customer expectations, thus,
drove service providers used to dealing with the intricacies of
technology to adapt, innovate, and transform the way they manage
IT assets.
Next generation vendors/service providers
While IT service providers face increasing pressures due to the
economic downturn, emergence of new technologies and change
in outsourcing models, customers are also forced to simplify their
business processes and enhance efficiency in this increasingly
competitive market conditions. They continue to look for
strategic/solution partners that can:
• Educate and guide them on how to meet customer needs
• Support them in optimizing operations and business processes.
These Gen 2.0+ IT partners can help customers in achieving far
more value than the value delivered by traditional outsourcing
vendors. Figure 1 highlights the key drivers that encourage
customers to outsource their work to Gen2.0+ partners.
Reduce Business Risk
Improve Agility
Improve Scalability
Improve Flexibility
Resource Accessibility
Reduced Cost
0% 20% 40% 60% 80% 100%
Figure1: Top Priorities/Key Drivers [Source: Gartner]
5. Customers can achieve financial improvements and business
efficiency, and improve agility by using services of these strategic
IT partners.
Our Credentials
Case Study: Manufacturing
Business Scenario
The client is a global company employing more than 80,000
people, with production sites in around 70 countries. The clients
core businesses include manufacture and distribution of cement,
and production, processing and distribution of aggregates
(crushed stone, gravel and sand), ready-mix concrete and asphalt.
The client wanted to increase overall productivity by enabling their
delivery people (truck driver) with an enterprise mobility solution.
The mobile solution should enable truck-drivers to deliver material
en-route to the customer, handover a commercial invoice printed
en-route wirelessly on a small Bluetooth printer and allow truck
drivers to collect on-the-spot-payment from the customer.
The client was looking for a technology partner that can provide a
turnkey solution implemented in real-time, vis-à-vis enterprise
SAP system.
Value Delivered
The client partnered with NIIT Technologies to develop a mobile
solution - mINVOICE. The mobile solution enabled truck drivers to
exercise a variety of functionalities using their GPRS enabled
mobile handset. They do not need laptops, desktop computers or
specific application software or internet connectivity to connect to
the enterprise SAP system. Instead, drivers can process and print
invoice on-the-fly in real-time with the handset at the backend and
an application integrated with Enterprise SAP servers in the
front-end. The invoice generated can be printed using a small,
wireless and portable printer that connects to the mobile device
using Bluetooth technology.
The new invoice generated is recorded in SAP for the delivered
quantity. Simultaneously, Stock Transfer Note is also modified in the
SAP system for the quantity delivered. The application also enables
on-the-spot collection of payment by providing retail invoice.
NIIT Technologies’ solution aligned with latest industry trends
provided premier customer experience. The benefits reaped by the
client were:
• Considerable savings on secondary freight as the material is
supplied en-route to the customer
• Marked improvement in bottom-line due to reduced freight costs
• Faster delivery of goods to customer resulting in higher customer
satisfaction.
The Road Ahead
The IT services market is changing and traditional infrastructure
delivery models do not meet the needs of next generation
customers. Service providers need to choose alternative delivery
models that focus on customer priorities and can easily adapt to
new processes. They should also offer flexible and responsive
services aligned to business, and understand customers business
and pain points. Further, to provide business value and adapt to
these alternative delivery models, IT service providers need to
understand sourcing needs of customers and support them in their
business transformational goals. This will help them enter new
markets. Customer’s preferences about service providers and
delivery model should be such that it should help them jointly make
business decisions along with the service provider.
While choosing between available delivery models, customers look
for agility, responsiveness, commitment, and platform, operational,
technology and multi-vendor flexibility. From a technology point of
view, service providers must assist customers in decision making.
They must provide help on IT infrastructure - Labs and Centers of
Competence (CoCs), tools and platforms. Service providers can
also help customers by providing them services that can help them
to stay ahead of the competition.
5
6. D_57_220114
Write to us at marketing@niit-tech.com www.niit-tech.com
NIIT Technologies is a leading IT solutions organization, servicing customers in North America,
Europe, Asia and Australia. It offers services in Application Development and Maintenance,
Enterprise Solutions including Managed Services and Business Process Outsourcing to
organisations in the Financial Services, Travel & Transportation, Manufacturing/Distribution, and
Government sectors. With employees over 8,000 professionals, NIIT Technologies follows global
standards of software development processes.
Over the years the Company has forged extremely rewarding relationships with global majors, a
testimony to mutual commitment and its ability to retain marquee clients, drawing repeat
business from them. NIIT Technologies has been able to scale its interactions with marquee
clients in the BFSI sector, the Travel Transport & Logistics and Manufacturing & Distribution, into
extremely meaningful, multi-year "collaborations.
NIIT Technologies follows global standards of development, which include ISO 9001:2000
Certification, assessment at Level 5 for SEI-CMMi version 1.2 and ISO 27001 information
security management certification. Its data center operations are assessed at the international
ISO 20000 IT management standards.
About NIIT Technologies
NIIT Technologies Limited
2nd
Floor, 47 Mark Lane
London - EC3R 7QQ, U.K.
Ph: +44 20 70020700
Fax: +44 20 70020701
Europe
NIIT Technologies Pte. Limited
31 Kaki Bukit Road 3
#05-13 Techlink
Singapore 417818
Ph: +65 68488300
Fax: +65 68488322
Singapore
India
NIIT Technologies Inc.,
1050 Crown Pointe Parkway
5th
Floor, Atlanta, GA 30338, USA
Ph: +1 770 551 9494
Toll Free: +1 888 454 NIIT
Fax: +1 770 551 9229
Americas
NIIT Technologies Ltd.
Corporate Heights (Tapasya)
Plot No. 5, EFGH, Sector 126
Noida-Greater Noida Expressway
Noida – 201301, U.P., India
Ph: + 91 120 7119100
Fax: + 91 120 7119150
A leading IT solutions organization | 21 locations and 16 countries | 8000 professionals | Level 5 of SEI-CMMi, ver1.2
ISO 27001 certified | Level 5 of People CMM Framework