Managing innovation in IT Service organizations is extremely challenging. This can be attributed to emergent complexities, diverse nature of projects, speed of obsolescence and changing expectations of global customers, amongst others. A very effective way to manage innovation in Service organizations is to split the complexity into People, Processes, and Technological dimensions.
ONTOLOGY DRIVEN KNOWLEDGE MAP FOR ENHANCING BUSINESS PROCESS REENGINEERINGcseij
It has been a constant human desire to be dissatisfied with the status quo as there is always need to
improve upon the way business is being done. As a result, Business process reengineering is introduced
into organization in order to overcome these challenges of inefficiencies and high running cost. A lot of
problems were encountered during the process of reengineering programmes. One of many factors that are
identified as the possible reason for the failures in most business process reengineering is the lack of giving
much emphasis on the knowledge available within the environment in which the business process is taking
place. In this paper therefore we propose a methodology that addresses this issue through the use
knowledge source map and formal organizational ontology. The organization and business process are
model together to provides most efficient way of utilizing the knowledge in the organization in the event of
business process reengineering.
Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive ...Accenture Insurance
While financial services firms have proven themselves capable of making small changes that increase effectiveness and better manage risk, in today’s competitive environment success hinges on a broader, multi-disciplinary transformation that affects the entire fabric of the industry. “Change fitness”—an organization’s ability to quickly and effectively drive all sorts of change—has become a core competency.
“Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive Landscape In Financial Services” explains how data analytics can reveal strengths and weaknesses within a financial services firm that, when addressed effectively, can improve change fitness and help drive the kind of large scale change that will sustain competitiveness for the long term.
Enterprise Architecture – A Tool for Business Innovation Realization in the E...theijes
Enterprises globally are undergoing business transformation. Organisations and corporate world have been
searching for ways to enhance their businesses in order to be agile and how development in information
technology (IT) can help them achieve this in today’s unstable economic climate. Large-scale changes in the
business affect operations, which in turn impact business systems. Changes in the underlying technology
infrastructure are often needed to enable business transformation. The study carried out shows that architecture
is the key to managing complexity and scale of change in the business. The method used is the integration of the
processes for strategic, business, operations, systems and technology planning in a way that also integrates with
other business and technology governance processes. Enterprise Architecture provides a framework to
describe, manage and align the various elements of an organisation such as business processes, information,
applications and technology and enables to understand the relationships between these elements and their
environment to better facilitate change. This article proposes enterprise architecture (EA) as an effective Tool
to Business Innovation Realization in the Enterprise.
ONTOLOGY DRIVEN KNOWLEDGE MAP FOR ENHANCING BUSINESS PROCESS REENGINEERINGcseij
It has been a constant human desire to be dissatisfied with the status quo as there is always need to
improve upon the way business is being done. As a result, Business process reengineering is introduced
into organization in order to overcome these challenges of inefficiencies and high running cost. A lot of
problems were encountered during the process of reengineering programmes. One of many factors that are
identified as the possible reason for the failures in most business process reengineering is the lack of giving
much emphasis on the knowledge available within the environment in which the business process is taking
place. In this paper therefore we propose a methodology that addresses this issue through the use
knowledge source map and formal organizational ontology. The organization and business process are
model together to provides most efficient way of utilizing the knowledge in the organization in the event of
business process reengineering.
Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive ...Accenture Insurance
While financial services firms have proven themselves capable of making small changes that increase effectiveness and better manage risk, in today’s competitive environment success hinges on a broader, multi-disciplinary transformation that affects the entire fabric of the industry. “Change fitness”—an organization’s ability to quickly and effectively drive all sorts of change—has become a core competency.
“Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive Landscape In Financial Services” explains how data analytics can reveal strengths and weaknesses within a financial services firm that, when addressed effectively, can improve change fitness and help drive the kind of large scale change that will sustain competitiveness for the long term.
Enterprise Architecture – A Tool for Business Innovation Realization in the E...theijes
Enterprises globally are undergoing business transformation. Organisations and corporate world have been
searching for ways to enhance their businesses in order to be agile and how development in information
technology (IT) can help them achieve this in today’s unstable economic climate. Large-scale changes in the
business affect operations, which in turn impact business systems. Changes in the underlying technology
infrastructure are often needed to enable business transformation. The study carried out shows that architecture
is the key to managing complexity and scale of change in the business. The method used is the integration of the
processes for strategic, business, operations, systems and technology planning in a way that also integrates with
other business and technology governance processes. Enterprise Architecture provides a framework to
describe, manage and align the various elements of an organisation such as business processes, information,
applications and technology and enables to understand the relationships between these elements and their
environment to better facilitate change. This article proposes enterprise architecture (EA) as an effective Tool
to Business Innovation Realization in the Enterprise.
Chief Financial Officers should care about Information Worker Productivity because it represents a key area of sub-optimal performance in organizations today and is set to be a rich source of competitive advantage tomorrow. The pathway to achieving substantially higher information worker productivity can only be achieved by tackling the inhibiting factors that exist within the office environment today. It calls for a rethink in many areas; organizational role, design, management behaviours, computing systems and a re-evaluation of the role humans play in the fulfilment of business processes.
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
How to Create an Authoring Infrastructure that Supports 24/7 Global Content D...Emmelyn Wang
McKinsey has published several articles following the need for digital content in Asia.
Internet usage is poised for explosive growth across Asia, driving massive consumer demand for digital content and services. The biggest challenge for businesses hoping to meet this demand is how to make money will while creating low-cost content. Let’s consider how technical communication professionals on this side of the world can contribute to this growing need.
How do we fit in the picture and take part in this conversation?
What value is gained and what lessons can we learn from the high volume of interactivity?
How do we apply TC principles to technologies and organizations poised for growth in
developing countries?
How do you create an authoring infrastructure that supports 24/7 content development?
Juubix 2019 - 2020 Blue Print whitepaperSusanFalola
JUUBIX, Distributed Connected Cloud Based Network for internal and external activities.
This document listed is an authoritative representation that informs our reader’s concisely about the innovation & collaboration issues in today's society and presents the JUUBIX philosophy and solution to solve the problem. We want to help readers understand the issues, how we propose to solve the problems, and to inform potential customers to make a decision. This information presented are copyright protected, and the ownership of content and implementation are reserved rights of JUUBIX LTD.
Computers have transformed our lives; they have changed the way the humans perceive and interact with the world; however, computers do not act by their own, all of them require of commands to work, called software. Creating software requires trained and specialized personnel in the field, such as Managers, which must have skills that allow them to successfully coordinate the development of projects. This research aims to show the abilities that senior management has and which of these are more frequently exhibit in companies that develop automotive embedded software in Mexico, all this in the opinion of the Project Leaders.
The pervasiveness of mobile computing is forcing companies to rethink their business models, reinvent their organizations and rewire their operations in order to reap the benefits and overcome the challenges of enterprise mobility.
IBM's CIO Study: Telecom Industry Executive SummaryIBMTelecom
As part of IBM's Chief Information Officer (CIO) Study, we listened to more than 2,500 CIOs worldwide including 80 CIOs from telecommunications (Telecom) companies. This Executive Summary focuses on findings related to our conversations with Telecommunications CIOs.
E VOLVING STRATEGIC BUSINESS imperatives, trends, and disrupters are driving a seismic shift in the way IT organizations operate. This report-part of a series exploring the merger of business and technology strategies and the reimag- ination of technology's role in the business-aims to address fundamental questions about the future of work in technology
Chief Financial Officers should care about Information Worker Productivity because it represents a key area of sub-optimal performance in organizations today and is set to be a rich source of competitive advantage tomorrow. The pathway to achieving substantially higher information worker productivity can only be achieved by tackling the inhibiting factors that exist within the office environment today. It calls for a rethink in many areas; organizational role, design, management behaviours, computing systems and a re-evaluation of the role humans play in the fulfilment of business processes.
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
How to Create an Authoring Infrastructure that Supports 24/7 Global Content D...Emmelyn Wang
McKinsey has published several articles following the need for digital content in Asia.
Internet usage is poised for explosive growth across Asia, driving massive consumer demand for digital content and services. The biggest challenge for businesses hoping to meet this demand is how to make money will while creating low-cost content. Let’s consider how technical communication professionals on this side of the world can contribute to this growing need.
How do we fit in the picture and take part in this conversation?
What value is gained and what lessons can we learn from the high volume of interactivity?
How do we apply TC principles to technologies and organizations poised for growth in
developing countries?
How do you create an authoring infrastructure that supports 24/7 content development?
Juubix 2019 - 2020 Blue Print whitepaperSusanFalola
JUUBIX, Distributed Connected Cloud Based Network for internal and external activities.
This document listed is an authoritative representation that informs our reader’s concisely about the innovation & collaboration issues in today's society and presents the JUUBIX philosophy and solution to solve the problem. We want to help readers understand the issues, how we propose to solve the problems, and to inform potential customers to make a decision. This information presented are copyright protected, and the ownership of content and implementation are reserved rights of JUUBIX LTD.
Computers have transformed our lives; they have changed the way the humans perceive and interact with the world; however, computers do not act by their own, all of them require of commands to work, called software. Creating software requires trained and specialized personnel in the field, such as Managers, which must have skills that allow them to successfully coordinate the development of projects. This research aims to show the abilities that senior management has and which of these are more frequently exhibit in companies that develop automotive embedded software in Mexico, all this in the opinion of the Project Leaders.
The pervasiveness of mobile computing is forcing companies to rethink their business models, reinvent their organizations and rewire their operations in order to reap the benefits and overcome the challenges of enterprise mobility.
IBM's CIO Study: Telecom Industry Executive SummaryIBMTelecom
As part of IBM's Chief Information Officer (CIO) Study, we listened to more than 2,500 CIOs worldwide including 80 CIOs from telecommunications (Telecom) companies. This Executive Summary focuses on findings related to our conversations with Telecommunications CIOs.
E VOLVING STRATEGIC BUSINESS imperatives, trends, and disrupters are driving a seismic shift in the way IT organizations operate. This report-part of a series exploring the merger of business and technology strategies and the reimag- ination of technology's role in the business-aims to address fundamental questions about the future of work in technology
Mission statement To help our clients and our people excel. We ar.docxaltheaboyer
Mission statement: To help our clients and our people excel. We are one of the lead business advisory organisations
Vision statement: To be the standard of excellence, first choice of all the most sort after clients and talent
Core values:
1. Commitment to each other
2. Integrity
3. Outstanding value to clients
4. Strength from cultural diversity
Our Aims
· Greater employee relationships and engagement
· Use technology to have a more fluid workplace across country lines and domestic locations
· Increase standard of employee productivity
Aim 1 – greater employee relationships and engagement
· Key objectives – raise the culture of inclusivity, diversity and equality; more in-depth and larger relationships built in the company across departments and levels of management
· Indicative measures of success – Increased diversity profile of staff promoted into senior roles, more cross department collaborations, turnover rates
Aim 2 – create a borderless organisation
· Key objectives – use technology to have a more fluid workplace across country lines and domestic locations, offices in more countries, one interconnected system of telecoms
· Indicative measures of success - more acquisitions and mergers, new markets are entered, more collaboration across cities and continents
Aim 3 – Increase standard of employee productivity
· Key objectives – develop a clear understanding of what high performance is to each department, clear approach to identification and development of talent
· Indicative measures of success - Turnover rates, number of internal promotions
Introduction
There are many trends that are conspiring in the world of work, that will directly affect individuals, organisations and institutions. The different types of trends that are occurring are distribution of population, social changes, service sector increase, technology and more generational diversity in the workplace. We currently live in a world where technology and its applications move at a very fast pace and this can have both adverse and positive impacts on society and the economy. For example, allowing new industries and markets to emerge or causing industries to become obsolete. To thrive in such a world and lead in the markets, individuals and services must innovate equally to maintain pace to prevent replacement in such a market. This is especially true for the service industry, where processes have been streamlined and become more efficient due to technological advancement. The bigger the company, the more impact the ever-changing technological landscape will have on business affairs and Deloitte are a very good example of this.
To ensure that the strategies enforced by the company are in line with their goals, the implications that are faced must be identified and addressed both from organisational and individual perspectives. Individuals may face increased use of technology leading to lack of interpersonal skills, reduction in jobs, inequality, ali ...
Impact of Digitalization on Work Culture and Employmentijtsrd
Digitalisation is transforming business landscapes and the world of work, and redefining the boundaries of production, consumption and distribution. This has created tremendous opportunities, as new products, processes and techniques have emerged, but it has also created threats as new ways of employment pose new challenges to employers and employees. The overall consequences on labour markets are, however, still highly uncertain, which is reflected in the wide variation in the outcomes of the existing research. The initial government responses appear to be reactive rather than proactive, and targeted towards mitigating the side effects of digitalisation instead of aiming to reap its potential benefits. This study focuses on the impact of digitalisation on work culture and employment. Traditional businesses and industries as well as new forms of work in the on demand economy are assessed. For both, job creation and destruction, interaction with customers and employees, labour relations in terms of both the organization of work, government responses with a specific focus on labour conditions, taxation and social security are discussed. Dr. Vidhya Rajagopalan "Impact of Digitalization on Work Culture & Employment" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-6 , October 2022, URL: https://www.ijtsrd.com/papers/ijtsrd52015.pdf Paper URL: https://www.ijtsrd.com/management/accounting-and-finance/52015/impact-of-digitalization-on-work-culture-and-employment/dr-vidhya-rajagopalan
A dual management operating system to improve digitalisation and automation o...Hendrik Lourens
It is possible to remove the cultural obstacles in trying to achieve success in Digitalisation, Internet of Things
and automation while improving productivity, employee engagement and managing the risks inherent in
change. We need to create a change platform to do this, not launch another change program. By changing
management paradigms, effort can be focussed where it will deliver outsized returns, and bottom-up
improvement becomes possible. This creates the stability from where implementations can be properly
sequenced and involve internal champions who buy into the change.
Latest news and developments relating to Business, Organisation, Team & Digital Transformation & Change for Q1 2021. Digital Transformation Pocketbook announced for April publishing.
"Electronics Industry CIOs Executive SummaryIBMElectronics
"How can today’s CIO make the biggest impact on behalf of the entire organization? We listened to over 2,500 CIOs worldwide. The
electronics industry was represented, with 128 CIOs from 26
countries."
A paradigmatic shift in it-offshoring industry from cost-centric to caring-ce...R Systems International
Our latest whitepaper that discusses how the traditional cost-centric engagement model, in the IT Offshoring industry, has given way to a more inclusive caring-centric engagement model. This new paradigm shift in the industry promises to deliver more value for organizations, by forging stronger, meaningful and sustainable relationship with customers, employees and all other stakeholders in the offshoring ecosystem.
Over 56 million hours of conversations are spoken a day in call centers worldwide, according to an industry report. If this collected audio data can be aggregated, speech analytics can yield quality insights into customer expectations, preferences and service issues. This whitepaper aims to illustrate basic technologies used in speech analytics, their use cases and how ROI from speech analytics software can be maximized.
IT industry has synergized – Social, Mobile, Analytics and Cloud technologies – to create a very powerful hyper-intelligent software platform that addresses issues of competitive business environment. SMAC stack, apart from representing technologies that are built on business models, re-structures the technological strength to optimize the operation and attain superior growth.
R Systems’ Profile available on Microsoft Public Sector Global Outlook Direct...R Systems International
Microsoft Public Sector Global Outlook Directory 2015 : R Systems’ advertisement is available on Page 31 and our brief corporate profile is available on Page 101
http://digital.tudor-rose.co.uk/public-sector-global-outlook/#31
http://digital.tudor-rose.co.uk/public-sector-global-outlook/#102
R Systems, founded in 1993, is a specialized IT Services & Solutions and IT-enabled Services provider catering to a wide range of global customers. Endowed with some of the industry’s highest quality certifications and standards, including SEI CMMI Level 5, PCMM Level 5, ISO 27001:2005 and ISO 9001:2008.
R Systems iPLM and Software Development Lifecycle Management Services Infogra...R Systems International
R Systems one-stop shop for ISVs seeking Outsourced Product Development through our Integrated Product Lifecycle Management (iPLM) services. iPLM consists of a complete product engineering services which includes product conceptualization, product development, product maintenance & support, and product testing.
We offer a one-stop shop for ISVs seeking Outsourced Product Development through our Integrated Product Lifecycle Management (iPLM) services. iPLM consists of a complete product engineering services which includes product conceptualization, product development, product maintenance & support, and product testing.
R Systems, founded in 1993, is a specialized IT Services & Solutions and IT-enabled Services provider catering to a wide range of global customers. We are endowed with some of the industry’s highest quality certifications and standards, including SEI CMMI Level 5, PCMM Level 5, ISO 27001:2005 and ISO 9001:2008. Our IT services and solutions span five major verticals which include Telecom & Digital Media, Banking & Finance, HealthCare, Manufacturing & Logistics, and Government Services.
In an era of increasing data theft, it is important
for organizations to ensure that the Intellectual
Property related to their offshore outsourced
projects stay safe. Here is a roadmap that can
help you address this concern. Need to protect IP becomes even more critical in offshore outsourcing since it involves sharing a wide array of intellectual assets.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
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.
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.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
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.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
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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.
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A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
DevOps and Testing slides at DASA ConnectKari Kakkonen
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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.
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.
"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.
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.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Mission to Decommission: Importance of Decommissioning Products to Increase E...
Model of Innovation for Organizations in the IT Software Services Industry
1. 1 | P a g e
Model of Innovation for Organizations
in the IT Software Services Industry
WHITEPAPER
Managing innovation in IT Service organizations is extremely challenging.
This can be attributed to emergent complexities, diverse nature of
projects, speed of obsolescence and changing expectations of global
customers, amongst others. A very effective way to manage innovation in
Service organizations is to split the complexity into People, Processes, and
Technological dimensions.
Dr. Asim Chowdhury
2. 2 | P a g e
CONTENTS:
Conten
Introduction................................................................................................. 2
The innovation landscape in the Product and Services industry .................. 3
The People, Process, Technology Triad........................................................ 4
Innovation in People.................................................................................... 4
Innovation in Processes ............................................................................... 6
Innovation in Technology............................................................................. 7
The Innovation Delivery System................................................................... 8
Conclusion ................................................................................................... 9
INTRODUCTION
Innovation has a much broader scope in the Software service industry today. Unlike the
product industry, innovation in the software services industry is intense, continuous, and
varied in scope. Organizations offering IT services have to manage diverse industry domains,
technological obsolescence, and increased customized needs of its diverse set of customers.
Innovation in such a dynamic environment is not easy and requires the deployment of well-
defined innovation methodologies.
Over the years, the need for innovation in the information technology industry has grown in
leaps and bounds. IT Service companies now realize that their leadership is directly
proportional to their ability to handle innovation. In this whitepaper, I propose a workable
model to manage innovation, by splitting it into three distinct areas of People, Processes and
Technology (PPT). Such structured framing can help manage the complexities of innovation
and deliver effective solutions to global customers.
3. 3 | P a g e
THE INNOVATION LANDSCAPE IN THE PRODUCT AND SERVICES INDUSTRY
Over the past one decade, the discourse around innovation has been diverse. Most
technologists perceived innovation as being natural to only product companies. Service
companies, they felt, were less innovation-centered. But, in reality, it is just the reverse.
Innovation is now a cultural phenomenon in the IT industry. Its intensity varies widely
depending on the nature of the industry. In the product industry the road-map of innovation
is staggered (Figure 1), well-defined, and guided towards a definite end. Products lie at the
heart of the existence of product companies. Everything else is less significant.
On the contrary, innovation in IT service companies is continuous (Figure 2) and spreads out
across people, processes and technological dimensions. Here the innovation ecosystem lays
equal importance to people, processes and technology since their existence is dependent on
synergistic function of all three. Service companies function in an unpredictable business
environment and therefore their needs for innovation dependents on a host of factors.
Characteristics of Innovation in IT Services
Employees are more innovation-ready than in product companies
Innovation is continuous and spread across all stages of delivery
Innovation is more agile than in product companies
Figure 1 Figure 2
4. 4 | P a g e
THE PEOPLE, PROCESS, TECHNOLOGY TRIAD
In Service organizations, the triad – people, processes and
technologies (PPT) – together encompass its 3600
innovation
landscape. Therefore, a robust innovation in service
companies can only be realized if innovation is segregated
across people, processes, and technologies. Although
independent, these three dimensions are interdependent.
Every aspect of an IT Service company’s functioning is part of
one or all of these three elements of the triad.
The triad is a balanced way to scale the innovation ecosystem
because any other structure would bring undue focus on
technology and undermine people centricity and processes,
all of which are the lifeline in IT Services.
We shall now explore how innovation rolls out across each of these
dimensions, to empower the value chain of innovation.
INNOVATION IN PEOPLE
People innovation relates to all aspects of workforce management. This involves aligning
resources to organizational goals. Innovation in workforce management is an extremely
challenging enterprise because of the social nature of employees. Employees come with
diverse personality traits, mental orientation and aspirations that make it challenging for
organizations to measure and control them.
There are two distinct aspects of innovation in people management. First, organizations
should be able to measure, track and nurture a motivated workforce; and second, they need
to ensure that the workforce is made innovation-ready. Innovation readiness of the workforce
defines the bandwidth and agility of how far organizations can meet future challenges.
People management is a broad area and it can be broken down into smaller manageable
components such as Retention Strategy, Skills Assessment, Growth Charting, and Aspiration
Mapping etc. Each of these can be further broken down to even more granular elements.
Figure 3
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Figure 4: Some areas in which people innovation can take place
Skills Assessment, for instance, can be sub-divided into knowledge retention, speed of
knowledge assimilation, and so on and so forth.
Every area within people innovation should be dealt with meticulously. Let us take the case of
“Aspiration Mapping”. Here we can start by
mapping the aspiration of individual
employees over a period of time. This
aspiration can relate to personal and
professional goals which can provide us a
distinct understanding of how the potential
of individual employees can be harnessed
optimally. By capturing the aspiration of
people organizations can devise ways to
harness and nurture the entrepreneurial
abilities of individual employees.
On a similar note, organizations can also
measure “Employee Motivation” by tracing
everything that motivates or demotivates
individual employees. This could include
measuring diverse aspects such as their
attendance, their willingness to participate
in organizational activities, their response to cultural events, opinion on infrastructure etc.
The data on people aspects can be stored and retrieved so as to provide a wide array of
analytical data on human resource analytics. These analytics can be devised to be generative
so that the system gets enriched with every new set of data. Such people-related analytics can
be used for developing a deeper understanding of myriad aspects of the organization’s people
competency. These analytics can eventually provide real-time information on ways to manage
new projects and also cater to the dynamic changes in processes and technologies.
People Innovation is intricately linked to Process Innovation. In the next section we shall
explore how process innovation actually rolls out.
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Figure 5: Some areas in which process innovation can take
place
INNOVATION IN PROCESSES
Process innovation is a relatively complex
subject because every stage — right from
people management to technology
engineering — contains processes that are
intricately linked to one another. Every small
change in the services industry, technology or
customer expectations mandates that the
processes be modified.
For process innovation the first step is to
gather the experience on processes from
diverse projects. Once fed into a system the
process-related experiential knowledge can
be derived and fed back into existing
processes, so as to make them efficient. This
is a continuous activity and is ingrained into
the very character of service organizations
willing to stay ahead of the race.
Process innovation, therefore, is a continuously shifting goalpost. Organizations can devise
systems to measure efficiency of processes w.r.t. their ability to save costs, shorten delivery
cycle, and embrace new developmental changes. The structure of the process system can be
best defined by process experts so as to meet the goals of the organization.
Innovation in processes is intertwined with changes in the technological landscape. In the next
section we look at the dynamics of technological innovation.
Key Aspects of Process Innovation
Requires continuous mapping of processes
Gets enriched with experiential knowledge
Is unique to organizations and is best defined by process experts
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Figure 6: The technological innovation cycle
INNOVATION IN TECHNOLOGY
Technology is the third component that completes the innovation triad. In terms of
significance many experts opine that technology is the most significant element in service
companies since technological changes drives customers to offshore in the first place.
Processes and people innovation, they feel, align themselves with technological innovation.
But this is just a myopic perspective.
In product companies, technological challenges are
well-defined and known beforehand. Service
companies have no such luxury and have to deal with
a plethora of technological challenges as and when
they appear.
Speed is the fundamental cornerstone in
technological innovation. Technological leadership
therefore is vested on the speed at which
technologies are learnt, adopted, implemented and
extended. It is this speed of adoption that
distinguishes ordinary service players from
extraordinary ones.
Like people and processes, the technological roadmap and the possible innovation should be
managed through a very structured system. IT Service players should devise techniques and
systems to scan the technological landscape and prepare a readiness matrix for all current and
future technological challenges. All the collective knowledge gathered through experience and
market intelligence should then be fed into a system. This system, when fed with collective
knowledge, in turn, will help gather rich analytics on the organization’s technological
competency. It will provide ready understanding on the entire technological landscape and
empower organizations to meet emergent challenges in the IT Services space.
Some Techniques of Scanning the Technological Landscape
Map existing projects in the organization
Gather customer’s feedback and insights on competitor’s technology
Technology Seminars and Events
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Figure 6: How the Centralized innovation delivery system works
THE INNOVATION DELIVERY SYSTEM
All the three innovation systems related to People, Processes and Technology finally converge
into a centralized innovation delivery system. This system assimilate knowledge from all the
three systems and delivers Just-In-Time innovation-centric analytical information. This
information helps organizations for new customer projects or to meet the challenges of the
future. In doing so, the system takes into account the distinct complexities of IT services such
as hybrid offshoring and global delivery needs.
How does the innovation delivery system work? The analytics gathered on people, processes
and technologies amalgamate and forms a rich innovation repository. When customers
approach service companies for projects that carry new dimensions and contexts, the
innovation repository serves as a ready reference and provides them with rich analytics on its
innovation in the People, Process, and Technology triad.
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The innovation system can be an emergent artifact, which means that it constantly evolves
with time. The real-time analytical information helps to cut down on time lags and also serves
as a ready reference for sustaining the organization’s engineering excellence, quality
improvements, and swift assimilation and deployment of new knowledge.
Managing such a holistic innovation system requires organizations to invest in specialized and
dedicated teams. Such teams can guarantee the innovative-readiness of organizations and
ensure that the collective knowledge does not go waste; but contributes to the overall growth
of organizational leadership.
CONCLUSION:
Innovation is central to organizations operating in the IT Services space. In an increasingly
competitive marketplace, it is only through innovation that IT Service organizations can stay
afloat, remain significant, and future-ready. However, despite its significance, sustaining
innovation in IT Services is not an easy task. It requires more than just the will to innovate.
Service companies can ensure innovation-readiness by delineating innovation across the
People, Processes and Technology (PPT) triad. Information on each of these areas can be
gathered in respective systems. The knowledge assimilated in these three areas can be
collated in a centralized ‘Innovation Delivery System’. This centralized system can serve as an
engine and provide rich, real-time analytics, to help organizations deliver innovative solutions
to its global customers.
A structured approach to innovation can help organizations to effectively manage the
challenges of technological obsolescence and other emergent project-centric complexities.
Embracing such a holistic innovation framework is a compulsion for organizations today, if
they wish to take on the challenges of tomorrow.