This document summarizes the key ideas from the book "Service Orient or Be Doomed! How Service Orientation Will Change Your Business". It discusses how adopting a service-oriented approach can help businesses become more flexible and agile to meet changing needs. The book argues that separating business and technology is no longer possible, and that future business success depends on developing a shared understanding between business and IT through principles like loose coupling, standardization, and iterative development. It also outlines the roles of enterprise architects and cross-functional teams in driving a successful shift to service-oriented operations.
Where is enterprise architecture in healthcareJon Cohn
Integration, interoperability, data quality, process automation analytics -- these ideas are simple to describe but can be quite hard to execute in today's business environments. The road to building information-driven businesses far from well-paved.
Where is enterprise architecture in healthcareJon Cohn
Integration, interoperability, data quality, process automation analytics -- these ideas are simple to describe but can be quite hard to execute in today's business environments. The road to building information-driven businesses far from well-paved.
The Big Three tech trends—mobility, cloud computing and the
Internet of Things—show that the world is truly going digital. As a
result, organizations need to begin operating at the speed of digital, especially if the business is to take advantage of real-time, alwayson connections within a data-rich environment.
Mobility in particular is at the heart of the digital customer
experience, with users increasingly spending more time with their
devices. And the mobile theme of always-on, always-available further increases the need for organizations to embrace truly agile approaches to development, expanding the definition of becoming quicker and more adaptive. Mobility also relies on an ecosystem of applications and systems to deliver desired, compelling customer experiences. It requires that front-end mobile apps as well as other applications in the ecosystem move at lightning speed.
What does the future hold for BI, CRM, ERP and enterprise software in 2015? IT experts discuss which enterprise software trends will have the greatest impact on IT organizations in the coming year
A service catalog (or catalogue), is an organized and curated collection of any and all business and information technology related services that can be performed by, for, or within an enterprise.
In this White Paper we provide some insights into the differences between Live-Wireframe applications authoring and programming using traditional tools.
All organizations are now looking to the cloud as a possible model for enterprise IT delivery. Zero -capex, pay-per-use and radical scalability become the incentives. But there are risks too, with communication and data security, enterprise standards, compliance and service consistency all causes for concern.
This condensed document summarizes Getronics thinking and position on enterprise cloud adoption.
Business and technical requirements of software as-a-service implications in ...ijfcstjournal
Software
-
as
-
a
-
Service (SaaS) is a viable option for some companies bearing their business processes.
There is a considerable adoption rate, with companies already using more than two services for over
two
years. However, while some companies have plans to put more bu
siness processes supported by these
services in the near future, others do not know if they will. They have several concerns regarding t
he
software providers’ service level. These concerns are
mainly technical and functional issues, service
availability an
d payment models.
There are major changes compared to the traditional software that have
implications on how the software is developed and made
available to the users. The existing research
addresses specific aspects and few studies give a broader view of the implications of SaaS for anyon
e who
develops and provides software, and also for those who consumes it as an end user. What are the real
n
eeds of the Portuguese market? What fears and what is being done to mitigate them? Where should we
focus our attention related to the SaaS offering in order to create more value? Thus, to analyze the
se
questions four exploratory case studiesare used to ass
ess the possible implications of SaaS on software
developers or software providers based in Portugal and also on end
-
users.
This article appears in the context of a realistic and deep research that includes the involvement o
f
managers, leaders and decisio
n makers of Portuguese companies, to realize what actually constitutes a
problem in SaaS and what effectively companies would like to have available in this offer. The resul
ts of
this study reveal that SaaS effectively constitutes a very interesting and so
lid solution for the development
of Portuguese companies, however there is a lack for greater efforts particularly in terms of custom
ization
for each customer (tenant) and integration with the back
-
end on
-
premise applications
http://www.bizsum.com - Gatorade has conquered all its rivals and has ruled the sport-drink industry since its creation more than 40 years ago. If you need proof of this, all you have to do is visit any sporting event in the country. You will see Gatorade whether you are watching amateurs or pros. You will spot numerous athletes carrying them around in their colorful bottles or lining up to grab a cup from bright orange coolers. Simply put, Gatorade is the sports drink of choice and it is everywhere.
The Big Three tech trends—mobility, cloud computing and the
Internet of Things—show that the world is truly going digital. As a
result, organizations need to begin operating at the speed of digital, especially if the business is to take advantage of real-time, alwayson connections within a data-rich environment.
Mobility in particular is at the heart of the digital customer
experience, with users increasingly spending more time with their
devices. And the mobile theme of always-on, always-available further increases the need for organizations to embrace truly agile approaches to development, expanding the definition of becoming quicker and more adaptive. Mobility also relies on an ecosystem of applications and systems to deliver desired, compelling customer experiences. It requires that front-end mobile apps as well as other applications in the ecosystem move at lightning speed.
What does the future hold for BI, CRM, ERP and enterprise software in 2015? IT experts discuss which enterprise software trends will have the greatest impact on IT organizations in the coming year
A service catalog (or catalogue), is an organized and curated collection of any and all business and information technology related services that can be performed by, for, or within an enterprise.
In this White Paper we provide some insights into the differences between Live-Wireframe applications authoring and programming using traditional tools.
All organizations are now looking to the cloud as a possible model for enterprise IT delivery. Zero -capex, pay-per-use and radical scalability become the incentives. But there are risks too, with communication and data security, enterprise standards, compliance and service consistency all causes for concern.
This condensed document summarizes Getronics thinking and position on enterprise cloud adoption.
Business and technical requirements of software as-a-service implications in ...ijfcstjournal
Software
-
as
-
a
-
Service (SaaS) is a viable option for some companies bearing their business processes.
There is a considerable adoption rate, with companies already using more than two services for over
two
years. However, while some companies have plans to put more bu
siness processes supported by these
services in the near future, others do not know if they will. They have several concerns regarding t
he
software providers’ service level. These concerns are
mainly technical and functional issues, service
availability an
d payment models.
There are major changes compared to the traditional software that have
implications on how the software is developed and made
available to the users. The existing research
addresses specific aspects and few studies give a broader view of the implications of SaaS for anyon
e who
develops and provides software, and also for those who consumes it as an end user. What are the real
n
eeds of the Portuguese market? What fears and what is being done to mitigate them? Where should we
focus our attention related to the SaaS offering in order to create more value? Thus, to analyze the
se
questions four exploratory case studiesare used to ass
ess the possible implications of SaaS on software
developers or software providers based in Portugal and also on end
-
users.
This article appears in the context of a realistic and deep research that includes the involvement o
f
managers, leaders and decisio
n makers of Portuguese companies, to realize what actually constitutes a
problem in SaaS and what effectively companies would like to have available in this offer. The resul
ts of
this study reveal that SaaS effectively constitutes a very interesting and so
lid solution for the development
of Portuguese companies, however there is a lack for greater efforts particularly in terms of custom
ization
for each customer (tenant) and integration with the back
-
end on
-
premise applications
http://www.bizsum.com - Gatorade has conquered all its rivals and has ruled the sport-drink industry since its creation more than 40 years ago. If you need proof of this, all you have to do is visit any sporting event in the country. You will see Gatorade whether you are watching amateurs or pros. You will spot numerous athletes carrying them around in their colorful bottles or lining up to grab a cup from bright orange coolers. Simply put, Gatorade is the sports drink of choice and it is everywhere.
The ability to readily change and optimize business processes is the key to organizational competitiveness and growth. Organizational agility can be compromised when supporting IT assets can not flexibly respond to changing business needs. Unlocking IT resources from their application silos and marking their functionality broadly available across the organization promotes business process optimization and organizational agility.
De nombreuses définitions existent au sujet du Cloud Computing et les fournisseurs les cadrent selon une perspective technique, faisant passer le concept à un mot à la mode (Buzz word) égarant ainsi les décideurs, hommes d'affaires et leur laissant une idée confuse de son importance concurrentielle pour l'entreprise.
Ce livre blanc interactif a pour intention d'expliquer le concept du "Cloud Computing", la définition du concept et les technologies principales sur lesquelles le Cloud Computing est fondé.
Il vous présentera les contraintes et les facteurs de l'environnement d'aujourd'hui qui peuvent motiver l'adoption réussie du Cloud Computing dans la stratégie d‘une entreprise.
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
An IT-as-a-Service Handbook: 10 Key Steps on the Journey to ITaaS EMC
Transforming your IT operation to an IT-as-a-Service model—that leaves behind many of the traditional IT practices to embrace a new customer-driven service delivery process—offers plenty of benefits as well as challenges. This white paper offers ten key steps that will help guide your organization’s journey in fully leveraging cloud computing and creating a more agile and relevant IT operation. They are based on EMC’s experience in its own ITaaS journey.
IT Service Management (ITSM) Model for Business & IT AlignementRick Lemieux
Today’s multi-faceted business world demands that Information Technology provide its services in the context of a fully integrated corporate strategic model. This transformation becomes possible when IT evolves from its technological heritage into a Business Technical Organization, or an “internal service provider.” This paper describes how the itSM Solutions reference model integrates five widely used service management domains to create a powerful model to guide IT in its journey into the business leadership circle.
The new digital era and the promise of complete machine to machine transformation isn't a mystery, but does require mastery of some "easier said than done" IT CPMO practices. IT executives, consultants, and change agents will benefit from using these CPMO transformation strategies
Platforms and Microservices - Is There a Middle Ground for Engineers and Tech...Dialexa
Your technology strategy is the key to executing successful digital transformation. But if you talk to engineers and strategists, there are opposing views on the best way to leverage technology.
While engineers might push for a pure microservices architecture, strategists may take a step back and consider the long-term implications of that decision on the enterprise. Is there a middle ground?
Our own VP of Engineering, Samer Fallouh, and Head of Technology Strategy, Russell Villemez, discussed this topic to see if there was some middle ground to drive innovation more effectively.
Full write-up: https://by.dialexa.com/platforms-and-microservices-is-there-a-middle-ground-for-engineers-and-tech-strategists
Communication and collaboration in the Enterprise 2.0 worldHuddleHQ
This white paper examines what Enterprise 2.0 is, how it impacts organizations across the globe and why IT departments and business users should gain an understanding of it to help better enable business collaboration. As well as providing real-world examples of how businesses use Enterprise 2.0 collaboration tools and services, this white paper provides advice on how to make the leap and introduce a new stream of work methodologies and cloud collaboration into your organization.
Can low-code overturn this wisdom? Is it possible to simplify the solutions to complex integration problems with better tools? In other words, the right low-code integration
tools – tools like OutSystems Integration
Builder – combine the best of automation
and low-code simplicity, where the software
automatically creates and updates integrations
when possible, while facilitating human
integration actions via low-code
when necessary.
Are you searching for a partner to help you navigate Microsoft Dynamics 365 for your financial and operational needs in the USA? Look no further! We offer expertise as a Microsoft Dynamics 365 Finance & Operations Partner, providing comprehensive solutions and implementation services.
In Fantastic, author Alan Austin-Smith attempts to answer the age old question of why some people are consistently more successful than others. Having studied many successful people, Austin-Smith presents the Fantastic Theory, a presentation of the seven characteristics that all fantastic people have. In order to be fantastic, people must stand out above the rest who are merely good enough by adopting the seven characteristics. These characteristics are known as “the other stuff” and are the secret of successful people. Austin-Smith stresses throughout the book that simply reading and learning is not enough; people must take action in order to move in the direction of their dreams. Being good is not enough; to be successful people must strive to be fantastic at what they do.
Inside Apple by Adam Lashinsky explores the inner workings of Apple and how its founder, the late Steve Jobs, returned from exile to transform a floundering computer company into an unrivaled producer of products that inspire near-religious devotion from fans. Jobs’s management style resulted in a commitment to exceptionally high standards, an intense focus on minute points of design, and the tight control of Apple’s image. The company’s obsession with secrecy means that pre-release product information is kept from most employees with the same rigidity as it is kept from the public. In addition to analyzing Jobs’s management techniques, Lashinsky examines the capabilities of Apple’s most promising senior executives, as much speculation has risen concerning Jobs’s replacement and how the company will proceed without him.
IN THIS SUMMARY
Michael Dunne is an American businessman with over 20 years of experience working in China in the automotive industry, initially as an industry consultant and more recently as an investment advisor. In American Wheels, Chinese Roads, he puts his experience to work, telling the story of General Motors’ early years in China. He explains the rules of the road for doing business in China, providing colorful examples and anecdotes from Chrysler Jeep as well as GM. Dunne describes the importance of luck and licenses, the central role of joint ventures, and the enormous power of China’s city governments, which function almost like sovereign countries.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/american-wheels-chinese-roads
Most business executives and managers approach problem solving using a method whose end result is excessive data collection, analysis paralysis, and solutions that cause more problems than they solve. One temporary fix after another is all too common in organizations, with true resolution being the exception rather than the norm. Research indicates that about 92 percent of the population approaches problem solving in a manner that yields the aforementioned results, so what are the other eight percent doing right? In Smart Questions, Gerald Nadler and William Chandon reveal that those most adept at creating lasting solutions are people who ignore what they have been taught about planning, designing, and creating solutions in favor of a holistic approach that is based on asking different types of questions. Rooted in the core concepts of these leading solution creators, the Smart Questions Approach is a repeatable methodology others can emulate to reach breakthrough solutions in their organizations.
IN THIS SUMMARY
The earth today suffers from many problems ranging from climate change, insufficient food, dwindling energy resources, biodiversity, and poverty. Although the vast majority of human action is based on competition, many of the challenges faced by society could be solved through cooperation. In Co-opportunity, John Grant describes different cooperative solutions to sustainability problems. He focuses on five “bottlenecks” to sustainability, including representative democracy, how people define the “good life,” the relationship between buyers and sellers, the current free market model, and using return on investment as a measure of productivity. Through case studies of different people and organizations, Grant illustrates how social innovators can implement cooperative solutions.
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IN THIS SUMMARY
In today’s business world, organizations are constantly challenged to “do more with less.” Companies must determine how to translate employee motivation into better performance at the individual, team, and organization-wide levels. Research conducted seven years ago by Mark Royal and Tom Agnew at Hay Group revealed that workplace barriers are a major but often overlooked threat to employee engagement. The resulting frustration decreases employee engagement. The authors wrote The Enemy of Engagement to help managers address this problem. To illustrate their concepts, they employ the fictional Bernette Financial case study as a foundation to defining workplace frustration and its negative effects on organizations, as well as to describe how to identify its root causes, and discuss how to promote higher levels of employee enablement and improve company performance.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/enemy-engagement
IN THIS SUMMARY
Networking events make many people uncomfortable. In Smart Networking, author Liz Lynch confesses to feeling so small and overwhelmed at her first networking event that she only lasted five minutes. But Lynch did not give up, and today she has built two businesses through networking. She writes that people who network do not need to be extroverts or manipulate others, and they do not need to network all the time. Lynch contends that networking is not about doing more but rather about being strategic. What people must do is be themselves and network smart.
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http://www.bizsum.com/summaries/smart-networking
IN THIS SUMMARY
In Brains on Fire, Robbin Phillips, Greg Cordell, Geno Church, and Spike Jones relate how their marketing agency has de-emphasized the use of campaigns and instead fosters the growth of word-of-mouth movements to build customer loyalty for a brand. They recommend that brand managers should focus on creating movements that tap into the passions of customers and inspire them. Researchers have shown a strong correlation between a company’s success and the degree to which the company is engaged with its customers. The authors believe “closeness” to customers is a signal of corporate health and profitability.
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http://www.bizsum.com/summaries/brains-fire
IN THIS SUMMARY
In At the Crossroads, Philip Coltoff examines how not-for-profit organizations can address today’s critical issues in ways that will help redefine their missions and expand their visions. Not-for-profits, because of their size, budgets, and number of employees, are considered the third sector in American life, joined by the for-profit free enterprise system and government. Due to recent social and economical crises, the not-for-profit industry is struggling to provide for its growing number of clients. Coltoff examines the full scope of issues that must be addressed for the not-for-profit industry to grow, meet its obligations, and secure its place in the American social system.
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http://www.bizsum.com/summaries/crossroads
IN THIS SUMMARY
Sales people play an important role in winning revenue for companies. It is in every organization’s best interest to enhance sales performance, especially during challenging economic times. In Turbulent Times Leadership for Sales Managers, Tom Connellan applies his research on high performance to sales teams. He demonstrates how sales managers can improve their sales representatives’ effectiveness by conveying confidence, demanding accountability, and giving supportive feedback.
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http://www.bizsum.com/summaries/turbulent-times-leadership-sales-managers
IN THIS SUMMARY
Across all industries and at all levels of organization there is a shocking epidemic of what Bruce Tulgan labels “undermanagement.” Undermanagement occurs when supervisory relationships between employees and bosses lack the engagement required to maintain the very basics of management: clear expectations, resources, feedback, and fair reward. The result is that both employees and managers are over-worked, stressed out, and not performing at their full potential. In It's Okay to Manage Your Boss, Tulgan challenges employees to take responsibility for their role in every management relationship. He urges employees to manage their own bosses in order to get what they need to succeed in the workplace and accelerate their careers.
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http://www.bizsum.com/summaries/its-okay-manage-your-boss
IN THIS SUMMARY
In No End to War, Walter Laqueur deals with the new elements in contemporary terrorism, why terrorism came so suddenly, and why it is so often and so thoroughly misinterpreted. Terrorism has changed over time and so have the terrorists, their motives, and the causes of terrorism. During the 1990s, a new factor arose that became the most prominent component of world terrorism: Islamic terrorism, especially from al Qa’ida under Osama bin Laden.
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IN THIS SUMMARY
Animal Spirits dissects standard economic theories and demonstrates their failure to account for human emotion, even though emotions have a large impact on the economy. George A. Akerlof and Robert J. Shiller state that there are five key “animal spirits” which influence global economics: confidence, fairness, corruption, money illusion, and storytelling. They begin by explaining each animal spirit in detail, and continue on to apply these animal spirits to historic economic examples and traditional economic theories. Economic depressions, the current financial crisis, unemployment, and inflation are a few of the economic aspects examined within.
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IN THIS SUMMARY
What if a meeting could change your life? In The Art of Convening, authors Craig and Patricia Neal offer a recipe for taking any meeting, gathering, or conversation and making it transformational. It starts with authentic engagement, the phenomenon that occurs when a person truly expresses what is true for them and listens attentively to what is true for others. Authentic engagement creates a feeling of connectedness that leads to better outcomes, no matter the purpose of the meeting. The authors define convening as the art of “holding” people in a safe environment so that authentic engagement can take place. The Art of Convening offers a set of practices and principles laid out in a logical sequence on a convening wheel. By following the points on the wheel, conveners can make any gathering better.
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IN THIS SUMMARY
Many people experience anxiety on the job. This problem affects employees at every level of organizations, from entry-level workers to senior executives. Although workplace anxiety can be debilitating, it does not have to be. In Work Makes Me Nervous, Jonathan Berent and Amy Lemley describe a personal coaching system that conquers this problem. Berent developed the program based on his work with thousands of people. This process is designed to help readers diagnose their symptoms, build a map for change, and create a High Performance Mind.
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This slideshow is prepared by
Samantha Johnson
Online Content & Social Media Manager
Business Book Summaries
IN THIS SUMMARY
As the U.S. Army faces new types of missions and adopts complex technologies, the issue of leadership is more important than ever. In Leadership: The Warrior’s Art, editor and author Christopher Kolenda has gathered nineteen essays which analyze leadership and offer frameworks for better organizational effectiveness. The contributing authors examine leadership using theory, history, and the experiences of seasoned military personnel. The goal of the book is to enhance the education of Army leaders. Readers benefit from a wide range of perspectives on leadership. A common theme that unifies the content is the fact that leaders cannot exist without followers. As a result, a leader’s authority and success lies with the perception of his subordinates.
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IN THIS SUMMARY
Hundred Percenters aspire to achieve the extraordinary, and they give 100% in pursuit of greatness. In Hundred Percenters, Mark Murphy shows leaders how to take average people and unleash their potential. The ideal 100% Leader pushes his or her people to excel and builds a strong emotional connection with them, empowering them to maximize their capacities and experience deep fulfillment. The author’s firm, Leadership IQ, has distilled the critical success factors into a goal-setting methodology called HARD goals, which push people beyond their self-imposed restraints. HARD goals are Heartfelt (they exist to serve something bigger than ourselves), Animated (they are vividly described and presented), Required (they are critical to our continued existence), and Difficult (they will test every one of our limits).
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http://www.bizsum.com/summaries/hundred-percenters
IN THIS SUMMARY
In 30 Days to Social Media Success, Gail Martin reveals how small businesses and solo professionals can take social media from being an overwhelming tool with great potential to a tangible means of reaching top business goals in measurable ways. Her chapter-a-day guide demonstrates how only 30 minutes a day for 30 days is sufficient to launch a successful social media marketing strategy. Social media is most successful when used in conjunction with strong online and offline marketing. Social media sites excel at 1) increasing visibility to clients and prospects, 2) enabling easier and more frequent contact with business contacts, 3) connecting a company with people around the world, 4) improving search engine results, 5) increasing visibility to those who will endorse the business, and 6) building an opt-in list.
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http://www.bizsum.com/summaries/30-days-social-media-success
IN THIS SUMMARY
Economists and business leaders alike are still trying to understand the forces that led to the United States’ current economic woes. Some believe it is a down financial cycle or a recession, but in Aftershock, David Wiedemer, Robert Wiedemer, and Cindy Spitzer detail why they believe that neither explanation is correct. They describe what they have termed a Bubblequake–a popping of the real estate bubble, the private debt bubble, the stock market bubble, and the discretionary spending bubble. More alarming is that the economy is not going back to the way it was before because there are still more economic bubbles waiting to burst.
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http://www.bizsum.com/summaries/aftershock
IN THIS SUMMARY
In The New Social Learning, the authors make the case that the deepest, most enduring impact of social media might be on workforce learning. They show how social media can improve the way companies recruit talent, engage employees, and build a workforce’s capabilities. While social learning is not a replacement for training and employee development, it can accomplish what traditional approaches often cannot. Networks of knowledgeable people can make informed decisions and solve complex problems in ways they could not have dreamed of years ago. Social media has the potential to transform the workplace into an environment where learning is as natural as it is powerful.
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http://www.bizsum.com/summaries/new-social-learning
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Instructions for Submissions thorugh G- Classroom.pptx
Service Orient Or Be Doomed
1.
2. SERVICE ORIENT OR BE DOOMED! How Service Orientation Will Change Your Business AUTHOR: Jason Bloomberg & Ronald Schmelzer PUBLISHER: John Wiley & Sons, Inc. DATE OF PUBLICATION: 2006 258 pages
3.
4. WHY YOU NEED THIS BOOK This book offers a magna carta to CEO’s and small business owners that teaches them to erase the line between business and technology , toward a new service-oriented approach which is a synergy of both.
5. IMPEDIMENTS TO AGILITY Here are the key impediments to making business agility happen in today’s companies. Most of these impediments fall into three broad categories: Complexity . Today’s enterprise environment contains many different people, processes, and departments that work in many different, and often conflicting, ways. Inflexibility . Companies tend to fall into the “if it works, don’t screw with it” mode of thinking, which works well when business requirements don’t change but significantly impedes agility when companies are faced with new situations.
6. IMPEDIMENTS TO AGILITY Brittleness . This is the risk of failure and other problems that result from excessive complexity and inflexibility - the company cracks with the slightest of pressure. Many small companies can’t deal with unplanned change because they simply have insufficient resources, they’re operating at their maximum capacity, or their centralized management is simply resistant to change. The challenge for companies both large and small, then, is to develop a culture, infrastructure, and resources that enable them to change on a dime as changing needs emerge.
7. WHY CROSSOVER PROFESSIONALS ARE SO IMPORTANT The reason why we’re taking the time to discuss the issue of business-savvy techies and tech-savvy businesspeople is because the long-term trend in the business world is toward a future where there’s no separation between business and technology in the typical operations of an enterprise. In this vision, all technology is simply a business resource to meet business needs, just like office furniture or human resources or finance. Furthermore, the day-to-day work of businesspeople will become steeped in technology – a trend we’re actually seeing today, with all the phones, Crackberries, and the like that today’s business executive have to carry with them at all times.
8. WHY CROSSOVER PROFESSIONALS ARE SO IMPORTANT It will simply become impossible for businesspeople to run their daily lives without deep immersion in technology, and it will be impossible for the technical part of a business to operate without a strong business mandate. The two are bound to be intertwined .
9. LOOSE COUPLING AND COMMON KNOWLEDGE Contracts between providers and consumers of IT functionality work the same way. Even when the same company (or department) controls the provider and consumer in a particular interaction, it often still makes sense to put only enough detail in the contract to stipulate how systems interact at an arm’s length, without going into detail as to how each party will perform its obligations. Loose coupling results from having contracted interfaces that make it much easier to update how each piece of software works independently of the others , since the contract specifies all the information about how each component must interact with other components. In other words, contracted interfaces provide increased flexibility, without giving out too much insider information.
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12. ENTER SERVICE ORIENTATION There’s no assumption that Services must be on the same system or even in the same country. Rather, the whole idea of Service-oriented integration is to compose Services regardless of their underlying technology. If we can compose Services together in an agile way such that changing business assumptions simply changes the composition, rather than the implementation, we can get away from having to spend money in times of change, let alone during routine maintenance.
13. ENTERPRISE ARCHITECT’S ROLES AND RESPONSIBILITIES What we are looking for is an enterprise architect who is able to merge the worlds of business and IT in order to make Service orientation a reality. Such an architect should be able to perform these functions in the organization: The Great Communicator . An architect can translate ill-defined, abstract, or incomplete business requirements into a set of Service definitions or a model for how to define those Services in spite of ongoing, unpredictable change. The Simplifier . The architect needs to simplify the complicated morass of IT technologies and infrastructure into a set of reusable Services and contracts that define the obligation of IT to meet ongoing, changing business requirements.
14. ENTERPRISE ARCHITECT’S ROLES AND RESPONSIBILITIES The Evolutionist. Architects need to be able to implement technologies and approaches that help them encapsulate changing requirements into metadata as well as maintain the evolving set of Services in the company. Champion of Thrift . They must be able to find ways to reduce the need to invest in unnecessary technology and allow companies to build systems that can evolve with changing needs.
15. ENTERPRISE ARCHITECT’S ROLES AND RESPONSIBILITIES The Pragmatist . Good architects must be more than great communicators, simplifiers, and economic magicians – they must also be able to make realistic, stepwise improvements to the business use of IT. Master of Best Practices . Good architects will have the opportunity to not only define a business’ overall approach to architecture for the years, and perhaps decades, to come, but might even have an impact on the IT industry as a whole.
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18. WHO IS THE SOA CHAMPION? However, the SOA champion need not be the person who is driving the overall SOA effort, or even the buyer or the buyer’s boss. Indeed, SOA champions might in fact fill other roles in the organization. The role they play also impacts how they must go about their champion duties: The chief information officer . CIOs have responsibilities on both the business and technology aspects of a company, as well as the power and budget to make things happen. The chief architect . He is either responsible for the overall corporate IT architecture strategy or is the member of the enterprise architecture team who has executive-level responsibility for the overall IT architecture and how it should meet the needs of the business.
19. WHO IS THE SOA CHAMPION? An LOB executive . Business executives have the combination of technical depth and architectural vision to champion SOA. In organizations lucky enough to have such a person, he or she often can derive substantial business value out of the SOA initiative. A senior architect . These individuals must take the role of evangelists, communicating the value of SOA to every audience that will listen. They must be charismatic, thick-skinned, and determined.
20. WHO IS THE SOA CHAMPION? An IT manager . These managers tend to work within a particular department or IT silo, and can drive SOA initiatives from within their group due to their technical expertise. Therefore, such champions must have some sort of political edge: the authority to drive such cross-departmental change, a special advantage due to their communication or technical capabilities, or some other asset or expertise that they can bring to the table and push the SOA initiative to its fruition.
21. BUILDING CROSS-FUNCTIONAL TEAMS IT departments must make a few additional organizational changes to ensure that the new cross-functional teams are effective: Employ an IT-dedicated financial officer . It is probably fair to say that most folks in IT don’t have an adequate understanding of finance and business economics in the first place to understand how their department will positively impact the business. Give architects dotted-line responsibility to the CIO . Architecture is one activity within IT that is not focused on the tactical issues of implementing technology or meeting short term business requirements. Rather, architecture is the practice of dealing with ongoing and unpredictable business change.
22. BUILDING CROSS-FUNCTIONAL TEAMS Implement metrics for each Service . Services represent current and future business requirements. Therefore, companies should measure the effectiveness of a Service by how well it meets the business requirements, instead of evaluating the underlying IT systems that implement that Service. Compensate IT right . It’s important to compensate IT employees on key business metrics, such as financial performance, customer satisfaction, the ability to meet deadlines, the reduction of overall business spending, and quality metrics.
23. BUILDING CROSS-FUNCTIONAL TEAMS Aim for transparency . In order for IT to enable businesses to respond in an agile, flexible fashion, IT must be sufficiently transparent to the business so that it can see where the bottlenecks and opportunities are.
24. FOUR PILLARS OF SERVICE-ORIENTED DEVELOPMENT Specifically, companies must understand four pillars of Service-oriented development: Pillar 1: Interactive Development . Business analysts must work iteratively with business users, both to satisfy the original requirements and to maintain agility as those requirements change. Likewise, developers must continually iterate their code to satisfy ongoing changes to the Service contracts. Pillar 2: Use involvement . The meta-requirement is for a system that responds well to change, and as a result, the requirements definition phase of any Service-oriented project is actually a set of ongoing activities. At no point does design stop and deployment begin. Rather, development is ongoing, as is user involvement.
25. FOUR PILLARS OF SERVICE-ORIENTED DEVELOPMENT Pillar 3: Contract-first development . Business analysts work with users to distill requirements into contracts that then act as marching orders for the developers. Such metadata represent both the requirements and the test plans that analysts can execute to guarantee that Services meet their requirements. Pillar 4: A Service-oriented company should become more efficient, flexible, and agile over time as they squeeze out necessary complexity, redundancy, and costs iteratively over time.
26. WHAT DOES IT ALL MEAN? If other parts of the business can facilitate agility, so too can IT. Agility requires a fundamental change in IT, and that change is on its way. Companies that can negotiate this change successfully will have significant advantages over their lumbering, inflexible competition. Those who can adopt SOA successfully will thrive and flourish, and those that don’t will be doomed.
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