The document discusses a project between Stedin Meetbedrijf, a Dutch utility company responsible for gas and electricity meters, and Oracle to simplify work order management. Stedin was rolling out smart meters to 2 million customers by 2013 and needed to improve processes to handle the increased volume and types of work orders. The project implemented Oracle BPM to help structure work order processes, provide insights into process performance, and allow processes to be monitored and optimized on an ongoing basis. This provided benefits like better control over work, more efficient operations, and improved customer satisfaction for Stedin.
Oow 2011, Simplifying Work Order Management in the utility market with Oracle...Leon Smiers
Stedin operates in the Dutch Energy market and is responsible for the handling of all metering in the industry and houses.
Due to new regulations around Smart metering the number of metering replacements increase with a factor 10-100 the coming years. Up until two years ago work management for changing meter is mostly done by hand, and very error prone. The DSL system will be responsible for the work order management. This presentation describes Stedin, the project case, how it was implemented by Capgemini with Oracle BPM, and what the lessons learned were.
Introduction to Business Process Management SuiteAppian
Business Process Management Suite (BPMS) is a software platform that supports a process management discipline so one can design, execute, manage, and optimize processes for continuous performance improvement. This presentation and companion video on YouTube provide an overview of core BPMS components, key roles, and benefits for automating processes using a BPM Suite. Learn how to select and prioritize BPM projects for a successful implementation.
Visit our sponsor's website for additional free resources and whitepapers: http://www.appian.com/
Eliminate latency between engineering and manufacturing to drive lean holistically. Drive engineer intent to the shop floor with 3D images. Speed is a competitive advantage
This informative presentation on integration of PLM and ERP comes to you from Barry-Wehmiller International resources (BWIR), global services & solutions partner to SolidWorks Enterprise PDM, This was made at SolidWorks World 2010 in specific context to integration of various ERP systems to Enterprise PDM . This presentation covers:
1. Role of PDM & ERP in Product Lifecycle
2. Need for integration between PDM/PLM and ERP
3. Understanding Industry-specific demands
4. SolidWorks Enterprise PDM and ERP integration
5. Case Study 1 : SolidWorks EPDM – Infor XA Integration
6. Case Study 2 : SolidWorks EPDM – SAP Integration
The Future of BPM: Tips, Trends & Customer Pain PointsBonitasoft
Learn why many organizations are choosing BPM, and how BPM is driving changes within these organizations.
Through a special partnership with blogger and CTO, Steve Hamby, you will learn about the recent trends that has propelled the growth of BPM, and about the common problems BPM users run into.
Oow 2011, Simplifying Work Order Management in the utility market with Oracle...Leon Smiers
Stedin operates in the Dutch Energy market and is responsible for the handling of all metering in the industry and houses.
Due to new regulations around Smart metering the number of metering replacements increase with a factor 10-100 the coming years. Up until two years ago work management for changing meter is mostly done by hand, and very error prone. The DSL system will be responsible for the work order management. This presentation describes Stedin, the project case, how it was implemented by Capgemini with Oracle BPM, and what the lessons learned were.
Introduction to Business Process Management SuiteAppian
Business Process Management Suite (BPMS) is a software platform that supports a process management discipline so one can design, execute, manage, and optimize processes for continuous performance improvement. This presentation and companion video on YouTube provide an overview of core BPMS components, key roles, and benefits for automating processes using a BPM Suite. Learn how to select and prioritize BPM projects for a successful implementation.
Visit our sponsor's website for additional free resources and whitepapers: http://www.appian.com/
Eliminate latency between engineering and manufacturing to drive lean holistically. Drive engineer intent to the shop floor with 3D images. Speed is a competitive advantage
This informative presentation on integration of PLM and ERP comes to you from Barry-Wehmiller International resources (BWIR), global services & solutions partner to SolidWorks Enterprise PDM, This was made at SolidWorks World 2010 in specific context to integration of various ERP systems to Enterprise PDM . This presentation covers:
1. Role of PDM & ERP in Product Lifecycle
2. Need for integration between PDM/PLM and ERP
3. Understanding Industry-specific demands
4. SolidWorks Enterprise PDM and ERP integration
5. Case Study 1 : SolidWorks EPDM – Infor XA Integration
6. Case Study 2 : SolidWorks EPDM – SAP Integration
The Future of BPM: Tips, Trends & Customer Pain PointsBonitasoft
Learn why many organizations are choosing BPM, and how BPM is driving changes within these organizations.
Through a special partnership with blogger and CTO, Steve Hamby, you will learn about the recent trends that has propelled the growth of BPM, and about the common problems BPM users run into.
Customer was using a combination of mainframe and server-based CM systems. This was adopted to manage product configuration during the development, production and aftermarket segments. These proprietary CM systems were costly to maintain in terms of hardware, software and IT support. Few issues that they faced :
The CM systems were extremely costly to maintain
A lot of effort was required to keep the various CM databases (bills of material) in sync resulting in decrease in productivity
Increased time-to-market in terms of product development
The Solution Proposed
Teamcenter software was suggested as the PLM digital enterprise backbone for the new system. Reasons for these were :
Tight integration between NX and Teamcenter
Teamcenter could be readily integrated with SAP system
Enables product configuration data to seamlessly update supply and manufacturing applications
Optimize the processes and reduce the production time
The Panso Solution
The key objective for the client was to have a tight integration between CAD and CM across its various global sites in a most cost-effective manner. For this very purpose, Panso developed TC-SAP Gateway solution for the seamless integration of the SAP Business Suite with Teamcenter. This provided an intelligent solution for company-wide consistent data and optimized processes that fulfills even the most sophisticated requirements. The solution integrated additional enterprise applications and extended Teamcenter-SAP ERP landscape even further!
Key Highlights of the solutions:
Immediate access to graphical and textual product data.
Teamcenter manages entire information regarding the configuration changes
Increases productivity by automating the entire process between engineering and supply base
Notifications sent automatically to systems that creates the electronic assembly instructions for the mechanics.
Enables validation by engineering department to a change in an assembly and the information flows immediately to SAP
Standardization in the Context of PLM and ERP Processes
Standard and purchased parts in NX, Teamcenter and SAP ERP environments
Test case on basis of implemented customer scenarios
Mr. Chris Decubber from EFFRA presented the role his association, gave an overview of its activities and outlined the future directions envisioned.
(FInES Cluster Meeting, December 2012)
There are many situations where the Process Portal cannot be proposed to end users, e.g. : some process participants should see only a subset of the BPM capabilities, other users need an unified UI that bring together existing web application and the BPM human services. In this session you will learn a technique to embed process portal capabilities in an existing web application, without sacrificing the power of coach view. Using a web 2.0 approach, you will learn how to start a new process instance, show the task list, work on a task (embedding the coach navigation).
2009 11-04 mm (carson, california - csu-dh) bpm introductionMike Marin
“Business Process Management – An Introduction”. Introductory presentation given by Mike Marin to Computer Science students at California State University Dominguez Hills in 2009.
BPM Model Preserving Strategy vs. Model Transforming StrategyKeith Swenson
This presentation was given at the 2009 Process.gov conference in Washinton DC on June 19, and covers the concept of how different BPM products differ based on how they handle the process models.
Enable process visbility: The Value Proposition for SAP customers IBM WebSphereIndia
This presentation was given by Joe Kaczmarek, Worldwide Sales Leader, IBM Business Process Management and Operational Decision Managemnt.
It was presented during Impact 2012 in Mumbai on the 1st of June, 2012.
Oow 2011, Simplifying Work Order Management in the utility market with Oracle...Capgemini
Stedin operates in the Dutch Energy market and is responsible for the handling of all metering in the industry and houses.
Due to new regulations around Smart metering the number of metering replacements increase with a factor 10-100 the coming years. Up until two years ago work management for changing meter is mostly done by hand, and very error prone. The DSL system will be responsible for the work order management. This presentation describes Stedin, the project case, how it was implemented by Capgemini with Oracle BPM, and what the lessons learned were.
Oracle soa and e2.0 partner community forum bpm léon smiers shareLeon Smiers
Oracle SOA & Enterprise2.0 Partner Community Forum, presentation by Léon Smiers on Capgemini view on (Oracle) BPM and cases based upon Oracle BPM technology.
Customer was using a combination of mainframe and server-based CM systems. This was adopted to manage product configuration during the development, production and aftermarket segments. These proprietary CM systems were costly to maintain in terms of hardware, software and IT support. Few issues that they faced :
The CM systems were extremely costly to maintain
A lot of effort was required to keep the various CM databases (bills of material) in sync resulting in decrease in productivity
Increased time-to-market in terms of product development
The Solution Proposed
Teamcenter software was suggested as the PLM digital enterprise backbone for the new system. Reasons for these were :
Tight integration between NX and Teamcenter
Teamcenter could be readily integrated with SAP system
Enables product configuration data to seamlessly update supply and manufacturing applications
Optimize the processes and reduce the production time
The Panso Solution
The key objective for the client was to have a tight integration between CAD and CM across its various global sites in a most cost-effective manner. For this very purpose, Panso developed TC-SAP Gateway solution for the seamless integration of the SAP Business Suite with Teamcenter. This provided an intelligent solution for company-wide consistent data and optimized processes that fulfills even the most sophisticated requirements. The solution integrated additional enterprise applications and extended Teamcenter-SAP ERP landscape even further!
Key Highlights of the solutions:
Immediate access to graphical and textual product data.
Teamcenter manages entire information regarding the configuration changes
Increases productivity by automating the entire process between engineering and supply base
Notifications sent automatically to systems that creates the electronic assembly instructions for the mechanics.
Enables validation by engineering department to a change in an assembly and the information flows immediately to SAP
Standardization in the Context of PLM and ERP Processes
Standard and purchased parts in NX, Teamcenter and SAP ERP environments
Test case on basis of implemented customer scenarios
Mr. Chris Decubber from EFFRA presented the role his association, gave an overview of its activities and outlined the future directions envisioned.
(FInES Cluster Meeting, December 2012)
There are many situations where the Process Portal cannot be proposed to end users, e.g. : some process participants should see only a subset of the BPM capabilities, other users need an unified UI that bring together existing web application and the BPM human services. In this session you will learn a technique to embed process portal capabilities in an existing web application, without sacrificing the power of coach view. Using a web 2.0 approach, you will learn how to start a new process instance, show the task list, work on a task (embedding the coach navigation).
2009 11-04 mm (carson, california - csu-dh) bpm introductionMike Marin
“Business Process Management – An Introduction”. Introductory presentation given by Mike Marin to Computer Science students at California State University Dominguez Hills in 2009.
BPM Model Preserving Strategy vs. Model Transforming StrategyKeith Swenson
This presentation was given at the 2009 Process.gov conference in Washinton DC on June 19, and covers the concept of how different BPM products differ based on how they handle the process models.
Enable process visbility: The Value Proposition for SAP customers IBM WebSphereIndia
This presentation was given by Joe Kaczmarek, Worldwide Sales Leader, IBM Business Process Management and Operational Decision Managemnt.
It was presented during Impact 2012 in Mumbai on the 1st of June, 2012.
Oow 2011, Simplifying Work Order Management in the utility market with Oracle...Capgemini
Stedin operates in the Dutch Energy market and is responsible for the handling of all metering in the industry and houses.
Due to new regulations around Smart metering the number of metering replacements increase with a factor 10-100 the coming years. Up until two years ago work management for changing meter is mostly done by hand, and very error prone. The DSL system will be responsible for the work order management. This presentation describes Stedin, the project case, how it was implemented by Capgemini with Oracle BPM, and what the lessons learned were.
Oracle soa and e2.0 partner community forum bpm léon smiers shareLeon Smiers
Oracle SOA & Enterprise2.0 Partner Community Forum, presentation by Léon Smiers on Capgemini view on (Oracle) BPM and cases based upon Oracle BPM technology.
This presentation gives an executive overview of what is Business Process Management and explains why any successful company in the 21st Century organization will use BPM.
The presentation is divided into 3 parts: introduction of the process (BPM), process digitalization and the process platform (BPMS) and we end with the example of the Microsoft BPM platform. Architect. Mr. Pinto is an expert on Business Process Management, Machine-2-Machine communications and Complex Adaptive Systems, which are disciplines he combines in his designs to build cognitive-event-driven information systems.
Contact us at www.m2msysonline.com and see how we can help you significantly improve efficiency and effectiveness.
Operational Process Analytics - Why traditional analytics and monitoring are ...Elmar Weber
A talk from the Activiti Global User Day 2015 in Paris. It covers the topic of operational intelligence. Why it is an important topic, specifically for Business Process Management, why current BPM vendors don't cover it and the typical reaction to use Business Intelligence methods are not enough. I then go into how Cupenya is solving this and how easy it is to get started with the Open Source Activiti Process engine with one line of code to provide real-time and predictive, operational analytics to business users.
Final groupassignmentpresentation g4_mode1_2012Bryan Johnson
This report provides a study into the existing information system and operational structure of MC Design & Contracting. It aims to provide an understanding of the relevance and overall effectiveness of its current information system and the company‟s operational structure in line with its strategic objectives and corporate vision. With that in mind this report will identify shortcomings and expansion possibilities within the existing system so as to suggest possible interventions.
Applying a BPM Approach to Three Similar but Distinct Business Environmentsjamieraut
This session uses a case to explain the application of a reusable Business Process Management BPM approach to differing business environments. The BPM solution, which was created by CSC Consulting, has been and continues to be successfully applied to the lending processes at a major financial services company. The methodology has been applied to two divisions of the company — Commercial (middle market) and Private Client Services — in two parallel initiatives: Credit Process Redesign (CPR) and Lending Process Redesign (LPR). The same model is also currently being applied to a third group focusing on large, complex real estate loans. All three business environments are highly diverse, including multiple accounting and documentation systems and reporting tools, and numerous technical infrastructure systems. The presentation will describe how the reusable BPM process has been applied to develop differing business, technology, and implementation solutions. The speakers will also discuss how the methodology can be applied to new business models.
Newgen Software Technologies Ltd is Market Leader in ECM & BPM. Among those only 5 companies in the world to feature in Gartner MQ for both BPM & ECM.
Similar to Simplifying Work Order Management in the Utility Market (20)
COVID-19 heightened chronic challenges within the global healthcare industry. It became a catalyst amid fierce competition and tight regulations for health providers and payers to focus on digital health, cybersecurity, patient data transparency, and a variety of customer-centric and operational enhancements. As a result, we found the 2022 trendline pointing to improvements in access and quality of care.
Healthcare challenges such as optimizing the cost of care while simultaneously enabling personalized interventions and consumer-friendly shoppable services are long-standing − but, historically, the industry has been slow to react.
Read our Top Trends 2022 report to examine the lingering ramifications of the pandemic, responses from medical and insurance organizations, and the worldwide impact of ever-changing regulatory standards and mandates.
A combination of factors − the pandemic, catastrophic weather events, evolving policyholder expectations, and insurers’ drive for operational efficiency and future relevance − are sparking P&C industry changes.
In a post-COVID, new-normal environment, the most strategic insurers are building resilient, crisis-proof enterprises poised to take advantage of emerging and future business opportunities. They are leveraging advanced data analytics and novel technologies to assure agility and achieve positive revenue and customer satisfaction outcomes. Competitive advantage will hinge on accelerated digitalization and faster go-to-market. Therefore, win-win partnerships and embedded services with InsurTechs and other ecosystem players are critical.
Read Capgemini’s Top P&C Insurance Trends 2022 for a glimpse at the tactical and strategic initiatives carriers are undertaking to boost customer-centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future-readiness.
This analysis provides an overview of the top trends in the commercial banking sector as they shift to technology high gear to boost client efficiency and battle a volatile, uncertain, competitive, and evolving landscape.
First, it was retail banking. Now, advanced technology is shifting to – and disrupting − the commercial banking space. Many commercial banks, known for paperwork, red tape, and branch dependency, were unprepared to support clients during their post-COVID-19 ramp-up. But now, the digital pivot to new mindsets, partnerships, and processes is in overdrive.
As commercial banks grapple with competition from FinTechs, BigTechs, and alternative lenders, their inability
to fulfill SME demands and pandemic after-shocks necessitates transformative process changes and a move
to experiential, sustainable, and inclusive banking models. We expect banks to strive to meet the demands
of corporate clients and SMEs by digitally transforming critical workflows and improving client experience.
Additionally, incremental process improvements in the middle and back-office that leverage intelligent
automation will keep the competition at bay because engaged clients are loyal.
Adopting newer methods to mine data and moving to as-a-Service models will prepare commercial banks
to flexibly respond to newcomers and find ways to co-exist through effective collaboration. The time has come for commercial banks to put transformation on the fast track as lending losses in wallet and market share could spill over to other functions!
How incumbents react and respond to 2022 trends could determine their relevancy and resiliency in the years ahead.
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
As we slowly move out of the pandemic, financial services firms have learned the criticality of virtual engagement to business resilience. Wealth management firms will need capabilities to cater to new-age clients and deliver new-age services. This report aims to understand and analyze the top trends in the Wealth Management industry this year and beyond.
A year ago, our Top Trends in Wealth Management report emphasized how the pandemic sparked disruption and digital transformation and changing investor attitudes around Environmental, Social, and Corporate Governance (ESG) products. As we begin 2022, many of those trends continue to hold as COVID-19’s wide-reaching effects continue to influence the wealth management industry.
As wealth management (WM) firms supercharge their digital transformation journeys, investments in cybersecurity and human-centered design are becoming critical to building superior digital client experience (CX). Another holdover trend − sustainable investing – is gaining mainstream attention and generating increasingly sophisticated client demands. Data and analytics capabilities will become ever more essential for ESG scoring and personalized customer engagement. As large financial services firms refocus on their wealth management business while new digital players make industry strides, competition is becoming historically intense. Not surprisingly, client experience is the new battleground.
This analysis provides an overview of the top trends in the retail banking sector driven by the competition, digital transformation, and innovation led by retail banks exploring novel ways to create and retain value in evolving landscape.
COVID-19 caught banks off guard and shook legacy mindsets to the core. With 20/20 (2020) hindsight, firms are more aware, digitally resilient, and financially stable as they head into 2022. The trials of the past 18 months forced firms to shore up existing business and consider new models and revenue streams.
Customer-centricity remains at the top of most FS agendas and is a 2022 focal point. Banks will focus on achieving operational excellence as diligently as delivering superior CX. In 2022 and beyond, it will be paramount for FIs to explore and invest in new technologies to remain relevant and resilient.
Banking 4.X will arrive in full force in 2022 with platform-supported firms monetizing diverse ecosystem capabilities and aggressively harvesting data to create experiential customer journeys through intelligent and personalized engagements. The new era will compel future-focused banks to finally abandon legacy infrastructure and collaborate with third-party specialists to solidify their best-fit, long-term roles. Increasingly, open platforms will make banks invisible as banking becomes embedded into customer lifestyles. At the same time, banks will shed asset-heavy models and shift to the cloud for greater agility, speed to market, and faster innovation. The shift will act as a precursor to adopting new technologies on the horizon – 5G and Decentralized Finance.
The recent past was filled will extraordinary lessons for financial institutions. Now is the time to act on those learnings and move forward profitably.
While COVID-19 has sparked the demand for life insurance, it has also exposed the operating model vulnerabilities in distribution, servicing, and customer retention. In a post-COVID, new-normal environment, insurers need to enhance their capabilities around advanced data management and focus on seamless and secure data sharing to provide superior CX and hyper-personalized offerings. Accelerated digitalization and faster go-to-market are vital to remaining competitive, and win-win partnerships with ecosystems are critical in the journey.
Read our Top Life Insurance Trends 2022 to explore the tactical and strategic initiatives carriers undertake to acquire competencies around customer centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future readiness.
Property & Casualty Insurance Top Trends 2021Capgemini
The Property & Casualty insurance landscape is evolving quickly with the changing risk landscape, entry of new players, and changing customer expectations. The ripple effects of COVID-19 on the P&C insurance industry and natural disasters such as forest fires have adversely impacted insurance firm books.
In this scenario, to ensure growth and future-readiness, the most strategic insurers strive to be ‘Inventive Insurers’ – assuming a customer-centric approach, deploying intelligent processes, practicing business resilience and go-to-market agility, and embracing an open ecosystem.
Read our Property & Casualty Insurance Top Trends 2021 report to explore the strategies insurers are adapting to remain competitive amidst the evolving business landscape and how they can explore new ways to enhance their profitability.
A combination of factors such as demographic changes, evolving consumer preferences, and desire to become operationally efficient were already spurring changes in the life insurance industry. Enter 2020 – the COVID-19 pandemic is having a significant impact on the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry is adapting to the new normal.
Furthermore, COVID-19 has acted as a catalyst, pushing life insurers to prioritize their efforts on improving customer centricity, developing go-to-market agility, making processes intelligent, building business resilience, and embracing the open ecosystem.
Read our Life Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the changing market dynamics.
The uncertainty of 2020 is setting the global tone for the immediate future in the financial services industry. So it is no surprise banks are laser-focused on business resilience, emphasizing both financial and operational risks. The need to adapt quickly to new normal conditions through virtual customer engagement is clear.
Customer centricity continues to drive commercial banks’ solution designs. And, the pandemic compelled products that deliver immediate client value ‒ quick digital onboarding, seamless lending, and support for small and medium-sized enterprises (SMEs). The onus is now on banks to go to market more quickly, which requires the implementation of intelligent processes and integrating corporates’ enterprise resource planning (ERP) systems with banking workflows.
To achieve go-to-market agility, banks across the globe are investing in and collaborating with FinTechs. Many of these partnerships are focused on boosting digital lending and providing seamless support to anxious small-business clients in need of assurance.
With newfound impetus for FinTech collaboration, commercial banks have picked up their step on the path toward OpenX. COVID-19 made it evident that survival during turbulence is manageable through collaboration with ecosystem players.
Read our Top Trends in Commercial Banking 2021 report to explore the strategies banks are adapting to transform their businesses from a product-led, siloed model to an experiential and agile plan.
When we published the Top Trends in Wealth Management 2020, little did we foresee the pandemic that would sweep through the world and disrupt life as we knew it. Yet, when we reviewed last year’s trends, we found that many still hold and some have taken on even greater relevance. One such trend is sustainable investing, which had begun to gain prominence as investors became more aware of ESG considerations, and firms rolled out more sustainable investing offerings. Another trend that has accelerated in the post-COVID world is the importance of investing in omnichannel capabilities and technologies such as artificial intelligence (AI) to enhance personalization and advisor effectiveness. The pandemic has driven wealth management firms to accelerate their digital transformation journey, with some immediate focus areas being interactive client communications and digital advisor tools.
There is no denying that time is of the essence. Yes, budgets are tight, but the Open X ecosystem offers wealth management firms opportunities to reimagine their operating models and deliver excellent customer experience cost-effectively.
Top trends in Payments: 2020 highlighted the payments industry’s flux driven by new trends in technology adoption, innovative solutions, and changing consumer behavior. The pandemic has tested the digital mastery of players, who are already grappling with transition. Non-cash transactions are on a robust growth path, accelerated by increased adoption during COVID-19. Regulators are working to instill trust and address non-cash payments risk amid unparalleled growth as players collaborate to quell uncertainty. Regional initiatives, such as the P27 (Nordics real-time payments system) and the EPI (European Payments Initiative), are gaining traction in response to country-level fragmentation and competition.
Investment in emerging technologies is looked upon as an elixir to mitigate fraud, data-driven offerings are being considered for providing value-added propositions, and distributed ledger technology is in focus for digital currency solutions, efficiency enhancement, and cost gains. New players, such as retailers/merchants, are integrating payments into their value chains while technology giants are upscaling their financial services game by weaving offerings around payments as a center stage. Constrained by budgets, firms consider business models such as Platform-as-a-Service (PaaS) to provide cost-effective and superior customer experience.
A combination of factors, including demographic changes, evolving consumer preferences, and regulatory and compliance mandates, were already spurring change in the health insurance industry. Enter 2020 and the COVID-19 pandemic, which is having sweeping implications for the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry adapts to the new normal.
Furthermore, some changes are here to stay, and it will be prudent for the industry players to be resilient to the market shifts by being agile, improving member centricity, making processes intelligent, and embracing the open ecosystem.
Read our Health Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the external pressures.
The banking industry’s resilience is being tested as banks navigate through a remarkable 2020 filled with uncertainties. The impact of COVID-19 has been about setting the tone for future operational models. Retail banks have shifted focus towards integrated risk management with a more holistic view of operational risks. Adapting to the new normal, banks have prioritized cost transformation while engaging customers virtually. Incumbents sought to be more responsible within fast-changing environmental conditions and ESG remained a critical focus.
To provide more experiential services, banks are leveraging techniques such as segment-of-one to hyper-personalize offerings while aiming to humanize digital channels for increased engagement. Banks are also revamping middle and back offices, going beyond the front end leveraging intelligent processes. Open X is enabling banks to play on their strengths and use the expertise of ecosystem players. Going forward, banks are poised to become an enhanced one-stop shop by providing consumers value-adding FS and non-FS experiences.
To acquire customers in cost-effective manner, retail banks are tapping value-based propositions ‒ such as POS financing and mortgage refinancing. Further, Banking-as-Service provides incumbents a way to provide their high-value offerings to other players. In preparation for the future, banks will be looking to improve their go-to-market agility by leveraging the benefits of cloud. This analysis outlines the top 10 trends in retail banking for 2021.
Explore how Capgemini’s Connected autonomous planning fine-tunes Consumer Products Company’s operations for manufacturing, transport, procurement, and virtually every other aspect of the supply-value network in a touchless, autonomous way.
Financial services is undergoing a paradigm shift that is forcing incumbent retail banks to rethink growth strategies as they struggle to remain relevant. Growing competition from BigTechs, FinTech firms, and challenger banks has added to the complexity created by increasingly stringent regulatory and compliance requirements. Customers now expect a seamless customer journey and personalized offerings because they have become accustomed to top-notch individualized service from GAFA giants Google, Apple, Facebook, and Amazon. The changing ecosystem offers established banks new, unexplored opportunities and encourages a transition beyond traditional products to meet the exacting requirements of today’s customers. Bank collaboration with FinTech and RegTech partners is becoming commonplace. Incumbents are exploring point-of-sale financing and unsecured consumer lending, while they also boost their digital channel competencies to reach a broader customer base. Banks are beginning to accept open APIs and are working with third-party specialists to create an open shared marketplace. Technological advancements such as AI are fueling efforts to evolve customer onboarding and touchpoint processes. Increasingly, banks are turning to design thinking methodology to understand the customer journey, extract deep insights, and develop a more refined user experience across the customer lifecycle.
Our analysis of the top retail banking trends for 2020 offers a glimpse into the fast-changing banking ecosystem and explores the tools and solutions being used to face new-age challenges.
Aspects of the life insurance industry have remained constant for years – and so have premiums. Traditional savings products have taken a huge hit in terms of attractiveness because low interest-rates prevail. Meanwhile, the risk landscape is shifting, and insurers need to align better with the emerging business environment, manage changing customer preferences, and improve operational efficiencies. Within today’s scenario, industry players are undertaking tactical and strategic shifts in attempts to manage unpredictable market dynamics. Insurers must develop alternative products to breathe new life into policies and leverage emerging technologies (artificial intelligence (AI), analytics, and blockchain) to improve efficiency, agility, flexibility, and customer-centricity.
Read Top Trends in Life Insurance: 2020 for a look at the innovative steps future-focused insurers are considering to meet industry challenges and opportunities.
The health insurance industry is evolving and undergoing significant changes. As the risk landscape shifts, insurers are working to improve operational efficiencies, meet evolving customer preferences, and align better with the changing business environment. Accordingly, payers must adapt and align business models and offerings. An incisive tactical approach is required to accommodate members’ needs and related emerging risks — medical, health, and environmental. Advanced technologies such as artificial intelligence, analytics, automation, and connected devices are enabling insurers to manage these changes proactively, partner with members, and help to prevent risks, all the while continuing to fulfill payer responsibilities.
Read Top Trends in Health Insurance: 2020 to learn which strategies insurers are adopting to navigate and align with today’s challenges.
Similar to other financial services domains, payments is evolving into an open ecosystem. The EU’s Payment Services Directive (PSD2) pioneered open banking by encouraging banks and established payments players to securely open the systems to foster competition, innovation, and more customer choices. In tandem with non-cash transaction growth, regulations are driving banks and payments firms to expand their array of payment methods and channels. Governments are encouraging financial inclusion by also promoting the adoption of non-cash payments. Increasingly, merchants and corporates seek to offer alternative payment systems because of widespread popularity among consumers. Alternative payments also enable merchants to provide real-time and cross-border payments to boost business efficiency.
Banks, payment firms, card firms, BigTechs, FinTechs, and other players are continuously developing new technology to cash in on market changes. However, data breaches and fraud continue to hinder innovation as firms devote countless resources each year to address security issues. Many governments are also designing new regulations to reduce ecosystem threats. All these measures are expected to make the current ecosystem much more secure and simple for players as well as customers.
Top Trends in Payments: 2020 explores and analyzes payments ecosystem initiatives and solutions for this year and beyond
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
"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.
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.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
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.
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.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered Quality
Simplifying Work Order Management in the Utility Market
1. Simplifying Work Order management in the utility
market with Oracle BPM
Léon Smiers, Capgemini
Björn Ampting, Stedin
October 4th 2011
2. Agenda
Introduction
Stedin metering company and Smart Metering
The Project Case
Implementation choices with Oracle BPM
Results for the Business & Lessons learned
| Capgemini Technology Services
4. Björn Ampting
Project manager / Consultant
With the company since 2006
Project role: responsible for demand management:
• Ensuring communication between management – end-users – implementation
partners
| Capgemini Technology Services
6. Stedin Meetbedrijf
Stedin Meetbedrijf is responsible for servicing gas and electricity
meters for 2 million customers in the Netherlands. (250
employees)
Main tasks are exchanging & installing meters &
collection of meter readings
Part of Stedin Netbeheer – Grid operator with 3 of the 4 largest
dutch cities, highly urbanized area, including the port of
Rotterdam (1500 employees)
Part of Eneco Holding (5500 employees)
turnover: $ 7 billion
| Capgemini Technology Services
7. Rollout of smart meters
2007: Dutch government decided on obligatory rollout of smart meters
for every household by 2013, starting in 2009
Accurate billing
Meter reading (site visit or by customer) no longer needed
Insight in energy consumption
Saving of energy
More reliable electricity grids
2010: Bill passed to start with rollout on customer demand.
2012: Start of rollout on customer demand
2013: Evaluation of goals
2014: Possible start of complete rollout of smart meters
2020: EU goal: 80% of households smart meter installed
| Capgemini Technology Services
8. Rollout of smart meters
Stedin Meetbedrijf is leader in the Netherlands in the number of
installed smart meters:
Current installed base:
110.000 smart meters using GPRS-technology
| Capgemini Technology Services
10. Business transformation 2006-2014
2006 2014
100.000 site visits per year 600.000+ site visits per year
involving meter exchange involving meter exchange
Majority of the work: Majority of the work:
•Maintenance •Smart meter installation
•Newly built housing •10% done by in-house
•50% done by internal installation department
installation department
| Capgemini Technology Services
12. Project and Oracle
GRIP – Grand rollout improvement program
Two projects within the program:
1 - Workordermanagement (Oracle)
2 - Field force automation
Capgemini was chosen to be the implementation partner for the Oracle
implementation.
| Capgemini Technology Services
15. Process Control in practice
Utility company, Work Order Management
What is needed
• Better control of internal processes
• More efficient and effective operations
• Less failure in the processes
• Higher first time right when visiting customers
| Capgemini Technology Services
16. Utility company Work Order Management
Functionality
CRM
Product
catalogue
Prepare Call Center
Interface
Improved client
satisfaction
Chain
optimization
Planning Execute Tasks
Work
Order
Process
Portal Insight
Process control
Process quality
Functional
CRM exception
Financial
Finish handling
Completion
| Capgemini Technology Services
17. BPM Essentials
Helps in getting control work that needs to be done across applications,
departments and even companies
Helps in structuring work that needs to be done, whether this be automated or
manually.
Be able to get insight in work that has been done, learn from it and improve
your current work process.
Be able to change your processes and know where a process change impact
your systems and what people need to do
Shift towards ‘build-to-change’ processes, as opposed to ‘build-to-last’ back-
office applications
Ensure that compliance is maintained during any changes to processes.
Faster time-to-market for innovative solutions
| Capgemini Technology Services
18. The BPM Closed loop & Oracle implementation
BPA Suite
BPM Process Composer
BPM Suite simulation BPM Studio
BPA Suite Simulation
JDeveloper simulation 1.Design
Complex Event Processing
BPM Studio
BPM Process
Composer
5.Optimization 2.Modeling
Meta
Data
Business Catalog
Store
BAM
Unified run-time
Process Cubes
4.Monitoring 3.Execution Enterprise Manager
Enterprise Manager
Workspace
Process Spaces
Process Spaces
| Capgemini Technology Services
18
19. Value of the process information
Tactical level (‘learn & leverage’) Improved client
BI satisfaction
Information about the performance of the processes used to better
tune the operation – in combination with the forecast
Chain
Governance level (‘read & react’) optimization
BAM
Dashboard function, where progress of the process is monitored
>Weeks and exceptions are alerted
Process control
Months
Operational level (‘sense & respond’)
Alerts
Days Direct feedback to the operational employee to approve Process quality
Weeks or disapprove a certain action
< sec
Back-end applications
| Capgemini Technology Services
20. Utility company, Work Order Management
Technical architecture
Governance Security
Presentation Exception
handling ADF Human tasks Company
LDAP
Composition
BPM BAM
Integration OSB
Application CRM Fin Planning Products
Data Work BAM BPM
order Repository
| Capgemini Technology Services
22. Oracle ADF
• To allow modifications on workorders a new application needed to be built
• During design Oracle ADF (Application Development Framework) was
introduced
• ADF proved to be an agile tool to create applications
| Capgemini Technology Services
27. Oracle ADF – Workspace in ADF
• Early into the project we started using BAM
• 2 departments installed televisions
• Insight into the BPM processes for end-users
| Capgemini Technology Services
28. BAM – Example case of immediate benefit
Another department responsible for processing workorders with customers
with extreme usage.
Working for Meetbedrijf was one of the many tasks of this department.
Proces before:
Weekly reports via email to measure performance
=
| Capgemini Technology Services
28
29. BAM – Example case of immediate benefit
| Capgemini Technology Services
29
30. BAM – Example case of immediate benefit
| Capgemini Technology Services
30
31. BAM – Example case of immediate benefit
Main focus was to get the right events + data into the BAM-
database, not to get the flashiest reports possible from the start.
Projectteam challenged end-users to think ahead about future
information requirements
Try to show data/exceptions users can act upon
Amazed about the amount of customizing that can be done by a
knowledgeable user of BAM
| Capgemini Technology Services
31
33. 20
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Oracle BPM - Results
ee
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> 5 dagen
<= 5 dagen
| Capgemini Technology Services
34. Oracle BPM - Results
Functionality across applications, departments, companies
Multiple stakeholder involvement
KPI driven
• Include BAM in an early phase in the project,
• It helps improve end-user acceptance
Use BPM as lean-and-mean layer, keep business functionality contained in
related applications
BPM development is Agile by nature
• Run through BPM Lifecycle multiple times
• End-users/stakeholder involvement is essential
• Start simple
• Learn from results from first releases
| Capgemini Technology Services
36. More information
About Capgemini
With 115,000 people in 40 A deeply multicultural organization,
countries, Capgemini is one of the world's Capgemini has developed its own way of
foremost providers of consulting, working, the Collaborative Business
TM ®
technology and outsourcing services. The Experience , and draws on Rightshore ,
Group reported 2010 global revenues of its worldwide delivery model.
EUR 8.7 billion Learn more about us at:
Together with its clients, Capgemini creates www.capgemini.com.
and delivers business and technology
solutions that fit their needs and drive the
results they want. Rightshore® is a trademark belonging to Capgemini
| Sector, Alliance, Offering
37. More information
Please contact:
•Björn Ampting
bjorn.ampting@stedinmeetbedrijf.nl
•Léon Smiers
leon.smiers@capgemini.com
http://twitter.com/leonsmiers
http://www.nl.capgemini.com/oracleblog/
| Sector, Alliance, Offering
39. Léon Smiers
Solution Architect for Capgemini
Oracle ACE
Over 20 years experience in Oracle Technology
Oracle BPM Thought leader for Capgemini
| Capgemini Technology Services