Whether you manage field service operations within the utilities industry or some other large business operation, a mobile computing solution can strengthen your field service capabilities, lower your operating costs and improve customer service.
With mobile devices in hand, field technicians, engineers and supervisors alike discover that information flow increases and costly data entry errors become issues from the past.
The mobile computing market abounds with “cool” devices, but embracing innovative technology alone can easily distract an organization from finding an intelligent mobile solution that will ultimately meet the needs of its users.
In other words, preparing for the technology is every bit as critical as selecting it.
This paper describes the 3 stages recommended for deciding on, and ranking the importance of, available solution options, and how proper planning can improve the total cost of ownership (TCO) of the solution. It also reviews common obstacles that impede deployment and thwart a positive return on investment.
Going Mobile Is Smart
Utility companies are quickly adopting mobile technology to drive efficiencies.
This is because mobile solutions present countless opportunities to improve employee workflow, maximize the quality of data in back end systems and cut paperwork from everyday processes.
Mr. Chris Decubber from EFFRA presented the ActionplanT FoF project. He gave basic information and presented examples of the research area of the project.
(FInES Cluster Meeting, December 2012)
Customer centric digital platform for utilities: Process to valueCapgemini
New digital technologies like smart metering and smart
homes, together with the rise of mobile connectivity and
social media, are playing a major role in transforming
how utilities and customers interact
Carrier network operations centre for a 3G operator in Philippines
The client is operating a telecom service network including wired and wireless network in various markets across the country. The network comprises 2G, 3G, VAS, transmission and IP equipment from over 15 different vendors and of over 100 types of network elements. There were individual monitoring teams for different services and vendors for example. 3 separate teams were monitoring 3G networks at 3 different locations. Some of the operations and maintenance activities were outsourced to vendors, thus resulting in huge operations and management costs and manpower requirements. Since inventory for different vendors and networks were held by individual EMSs, they were not able to correlate alarms and faults within various networks
Going Mobile Is Smart
Utility companies are quickly adopting mobile technology to drive efficiencies.
This is because mobile solutions present countless opportunities to improve employee workflow, maximize the quality of data in back end systems and cut paperwork from everyday processes.
Mr. Chris Decubber from EFFRA presented the ActionplanT FoF project. He gave basic information and presented examples of the research area of the project.
(FInES Cluster Meeting, December 2012)
Customer centric digital platform for utilities: Process to valueCapgemini
New digital technologies like smart metering and smart
homes, together with the rise of mobile connectivity and
social media, are playing a major role in transforming
how utilities and customers interact
Carrier network operations centre for a 3G operator in Philippines
The client is operating a telecom service network including wired and wireless network in various markets across the country. The network comprises 2G, 3G, VAS, transmission and IP equipment from over 15 different vendors and of over 100 types of network elements. There were individual monitoring teams for different services and vendors for example. 3 separate teams were monitoring 3G networks at 3 different locations. Some of the operations and maintenance activities were outsourced to vendors, thus resulting in huge operations and management costs and manpower requirements. Since inventory for different vendors and networks were held by individual EMSs, they were not able to correlate alarms and faults within various networks
Unprecedented performance and scalability demonstrated for meter data management. The benchmark was performed at the IBM Power Systems Benchmark Center in Montpellier, France, on
a single IBM POWER7® system, utilizing 16 cores
Next generation network oss bss market and forecast 2013-2018 - Reports CornerReports Corner
"NGN promises a high quality end-user experience. Telecommunications service providers expect the NGN framework to provide them with tools that would ensure customer loyalty. However, the path towards achieving the ideal NGN is fraught with formidable challenges. The most critical challenge confronting operators is optimizing their OSS and BSS platforms, systems, and processes.
With research beginning in 2007, the report Next Generation Network OSS/BSS Market and Forecast 2013-2018 provides a comprehensive analysis of drivers and issues related to technical and business aspects of OSS/BSS deployments and developments while forecasting their growth over the next five years."
https://www.reportscorner.com/reports/20852/Next-Generation-Network-OSS/BSS-Market-and-Forecast-2013-2018/
Control Your Practice, and Your Future. The lifecycle of information technology is a complex journey. ALN has an established team who stays up-to-date with the latest government regulations surrounding healthcare IT. See how ALN can help you navigate this new path every step of the way.
Microsoft Unified Communications - Delivering an End to End Unified Communica...Microsoft Private Cloud
Globalization of today’s workforce and macroeconomic cost pressures are forcing business leaders to rethink how employees communicate, collaborate and innovate.
Organizations are increasingly seeking more efficient, cost effective ways to minimize risk while accelerating business growth through innovation. HP and Microsoft®
business productivity solutions that unify communications
and collaboration can help you reduce costs, mitigate
risk, enhance employee productivity and accelerate
business innovation.
Learn how to define and implement a successful mobile program for better service, improved equipment maintenance, and efficient operations.
Watch the webinar on-demand: http://be.buildingengines.com/Mobility-OnDemand-Webinar-Reg.html
IBM Smarter Business 2012 - 11 trender för Enterprise Mobile just nuIBM Sverige
Den mobila marknaden har så här långt mest handlat om konsumentappar, men nu ser vi flera trender mot Enterprise Mobile där organisationer önskar erbjuda sina anställda att använda applikationer när de behöver det, med deras egna mobila enheter. Och de vill helst använda de mobila enheter som passer dem själva (BYOD). Dessutom vill organisationer erbjuda sina kunder mobila tjänster och allt det här skapar utmaningar. IBM vill, som ledare inom den här marknaden, hjälpa kunder att ta rätt beslut och göra verklighet av sina visioner. Lyssna på Johannes Eltz från IBM:s huvudkontor prata om IBM:s syn på Enterprise Mobile, de 11 tydligaste trenderna.
Talare: Johannes Eltz, Business Development Executive Mobile, IBM
Besök http://smarterbusiness.se för mer information.
This year’s spotlight on how wealth management firms look to scalable business models to drive
profitable growth and bolster client relationships also has significant resonance for RBC Wealth
Management as we continue to execute our strategy for global growth.
Digital Leadership: An interview with Angela AhrendtsCapgemini
From in-store iPads and streaming media to its strong back-end infrastructure, Burberry has become a forerunner in adopting digital technologies to connect its channels, creating a new, rich brand experience for consumers. The digital transformation of this 156-year-old British icon began six years ago when fashion-industry veteran Angela Ahrendts, became Chief Executive Officer. Although she did not have an IT background, Angela has tenaciously led a digital transformation that has established the company as probably the most digital luxury brand in the world.
Simply Business Cloud, asserts that:
- Businesses like the Cloud because it delivers
- A new Cloud benchmark has evolved
- Businesses are taking a step-by-step adoption approach to Cloud maturity
- Cloud is now the default for powering new business solutions
Unprecedented performance and scalability demonstrated for meter data management. The benchmark was performed at the IBM Power Systems Benchmark Center in Montpellier, France, on
a single IBM POWER7® system, utilizing 16 cores
Next generation network oss bss market and forecast 2013-2018 - Reports CornerReports Corner
"NGN promises a high quality end-user experience. Telecommunications service providers expect the NGN framework to provide them with tools that would ensure customer loyalty. However, the path towards achieving the ideal NGN is fraught with formidable challenges. The most critical challenge confronting operators is optimizing their OSS and BSS platforms, systems, and processes.
With research beginning in 2007, the report Next Generation Network OSS/BSS Market and Forecast 2013-2018 provides a comprehensive analysis of drivers and issues related to technical and business aspects of OSS/BSS deployments and developments while forecasting their growth over the next five years."
https://www.reportscorner.com/reports/20852/Next-Generation-Network-OSS/BSS-Market-and-Forecast-2013-2018/
Control Your Practice, and Your Future. The lifecycle of information technology is a complex journey. ALN has an established team who stays up-to-date with the latest government regulations surrounding healthcare IT. See how ALN can help you navigate this new path every step of the way.
Microsoft Unified Communications - Delivering an End to End Unified Communica...Microsoft Private Cloud
Globalization of today’s workforce and macroeconomic cost pressures are forcing business leaders to rethink how employees communicate, collaborate and innovate.
Organizations are increasingly seeking more efficient, cost effective ways to minimize risk while accelerating business growth through innovation. HP and Microsoft®
business productivity solutions that unify communications
and collaboration can help you reduce costs, mitigate
risk, enhance employee productivity and accelerate
business innovation.
Learn how to define and implement a successful mobile program for better service, improved equipment maintenance, and efficient operations.
Watch the webinar on-demand: http://be.buildingengines.com/Mobility-OnDemand-Webinar-Reg.html
IBM Smarter Business 2012 - 11 trender för Enterprise Mobile just nuIBM Sverige
Den mobila marknaden har så här långt mest handlat om konsumentappar, men nu ser vi flera trender mot Enterprise Mobile där organisationer önskar erbjuda sina anställda att använda applikationer när de behöver det, med deras egna mobila enheter. Och de vill helst använda de mobila enheter som passer dem själva (BYOD). Dessutom vill organisationer erbjuda sina kunder mobila tjänster och allt det här skapar utmaningar. IBM vill, som ledare inom den här marknaden, hjälpa kunder att ta rätt beslut och göra verklighet av sina visioner. Lyssna på Johannes Eltz från IBM:s huvudkontor prata om IBM:s syn på Enterprise Mobile, de 11 tydligaste trenderna.
Talare: Johannes Eltz, Business Development Executive Mobile, IBM
Besök http://smarterbusiness.se för mer information.
This year’s spotlight on how wealth management firms look to scalable business models to drive
profitable growth and bolster client relationships also has significant resonance for RBC Wealth
Management as we continue to execute our strategy for global growth.
Digital Leadership: An interview with Angela AhrendtsCapgemini
From in-store iPads and streaming media to its strong back-end infrastructure, Burberry has become a forerunner in adopting digital technologies to connect its channels, creating a new, rich brand experience for consumers. The digital transformation of this 156-year-old British icon began six years ago when fashion-industry veteran Angela Ahrendts, became Chief Executive Officer. Although she did not have an IT background, Angela has tenaciously led a digital transformation that has established the company as probably the most digital luxury brand in the world.
Simply Business Cloud, asserts that:
- Businesses like the Cloud because it delivers
- A new Cloud benchmark has evolved
- Businesses are taking a step-by-step adoption approach to Cloud maturity
- Cloud is now the default for powering new business solutions
Stewarding Data : Why Financial Services Firms Need a Chief Data OfficierCapgemini
The C-suite could soon start to feel a little crowded, with Chief Digital Officers, Chief Innovation Officers, Chief Risk Officers
and Chief Data Officers joining the more established functional leaders. To avoid C-suite proliferation, companies need to
decide whether to elevate a new functional role to “chief” based on the strategic importance of the issue for the organization and its sector. For example, in many organizations, marketing will be so essential to performance that few would deny the need for a CMO. In financial services, data has become so mission-critical that the role of Chief Data Officer is simply essential.
Tax is a crucial revenue stream for administrations across the world.
While many agencies have already established processes for compliance and enforcement, a combination of avoidance and error is still costing governments billions.
Detection and Prevention measures provide the key to tackling these challenges
Gone are the days when it was enough to build solutions that handled one specific problem. Organizations must work from a new, contemporary baseline to build out their mobile strategy.
An appropriate Enterprise Mobility Strategy is one that is holistic in nature, meaning that it includes the business and technology as well as governance aspects of mobility.
We lay out a comprehensive set of criteria so that you can establish and manage a complete mobile strategy.
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
Why Utilities Need to Re-energize their Customer ExperienceCapgemini
Utilities are under pressure to rebuild customer trust, create superlative customer experience and manage their operations effectively. Delivering the customer promise is relatively straightforward. Delivering it profitably is a bigger challenge.
Customers demand personalized, relevant content, seamlessly delivered via multiple channels in new ways. And they want it faster. For companies, recognizing the combination of the power of customers with digital technologies is not only fundamental to the way we deliver customer experience, but also to changing the way we do business, and getting those crucial two steps ahead of the competition.
In this presentation find out how Utilities are using digital to reshape their business performance 'outside-in', from increasing customer and employee intimacy, managing cost-to-serve and importantly accelerating revenue and profitability growth.
First presented at European Utility Week 2014 by Capgemini's Philippe Vié and Maggie Buggie.
5 Essential Steps for Successful Application Modernization StrategyJohnAdams514191
Explore the 5 Essential Steps for Successful Application Modernization Strategy in our latest blog post. We guide you through the process of modernizing your applications, from comprehensive assessment and planning to defining clear objectives and prioritizing applications. Discover various modernization approaches, learn best practices for execution and implementation, and understand the importance of continuous testing, monitoring, and improvement. This insightful guide is designed to help businesses enhance performance, user experience, and security in today's competitive digital landscape.
Read the full blog here in the link above.
Creating a mobile enterprise application business case.DMI
Enterprise mobility is one of the most exciting opportunities within the workplace these days because of all the change management opportunities it provides organizations. There is a real paradigm shift occurring in terms of how organizations are looking at their business processes and how they can change – really CHANGE – them with mobile enterprise applications.
This 3 part series will guide you and your enterprise through:
1. Developing an actionable mobile enterprise application
strategy
2. Creating a mobile enterprise application business case
3. Choosing the right Mobile Enterprise Application Platform
(MEAP) partner
Strategic imperative digital transformation in capital projectsEndeavor Management
Radical changes to megaproject delivery will bring first adopters a distinct competitive edge, while writing the epitaph of those who stay stuck in legacy ineffective practices. Whether you are an operating asset owner or an EPC, you are confronted with reinventing the core of your capital projects delivery through digital solutions. Such strategic transformation requires holistic change that focuses not only on installation of a new software application, but also on people and work processes to achieve a sustained, culturally intrinsic result from new technology .
According to the Yankee Group 38% of American workers are already part of the mobile workforce, and that number is going to grow exponentially. Creating strategies to enable the mobile workforce is critical to enabling productivity of the modern workforce. Organizations need systems, processes, and managers who can manage the growing mobile workforce effectively. The webinar will discuss important factors in creating a mobile strategy
After completing this presentation, attendees will leave with a thorough understanding of:
Aligning mobile strategy with organizational strategy
Key triggers that drive a mobile strategy
How to get started on developing your mobile strategy
Measuring and driving ROI from a mobile strategy
Kick-Starting Digital Transformation: Four IT StrategiesCognizant
For IT organizations, digital transformation can be an especially daunting task. Keeping up with and managing ever-evolving technologies and applications entails four essential components that help accelerate time to market, minimize project risk; automate and handle thousands of requirements, enrich collaboration and manage costs.
The Digital Transformation Lifecycle contains a set of phases in which each phase is interconnected with the before phase. It gives a highly useful sequence of phases and instructions Digital Transformation performer, executant.
Netmagic solutions, leading IT Managed service provider with Data centers & Cloud Computing in India fulfills your entire IT infrastructure requirements: from collocation services to dedicated hosting, diaster recovery & data Storage solutions.
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
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
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Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
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
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
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A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
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
How world-class product teams are winning in the AI era by CEO and Founder, P...
Smart Grid Operational Services: Selecting the Right Mobile Solution
1. Utilities the way we see it
Smart Grid Operational Services
Selecting the Right Mobile Solution
Steps and Considerations for ultimately meet the needs of its users.
Successful Deployment In other words, preparing for the
Whether you manage field service technology is every bit as critical
operations within the utilities industry as selecting it.
or some other large business
operation, a mobile computing With a wealth of expertise in helping
solution can strengthen your field organizations across the world deploy
service capabilities, lower your successful mobile solutions,
operating costs and improve customer Capgemini has gained considerable
service. With mobile devices in hand, insight into what to look for when
field technicians, engineers and preparing and planning for a mobile
supervisors alike discover that solution. This paper describes the
information flow increases and costly three stages recommended for
data entry errors become issues from deciding on, and ranking the
the past. importance of, available solution
options, and how proper planning can
The mobile computing market improve the total cost of ownership
abounds with “cool” devices, but (TCO) of the solution. It also reviews
embracing innovative technology common obstacles that impede
alone can easily distract an deployment and thwart a positive
organization from finding an return on investment.
intelligent mobile solution that will
2. Three Stages to Deploying a Mobile Solution
Stage 1a: Create a Business Requirement Plan (BRP)A well-defined BRP
explains clearly and definitively why an organization needs a mobile solution (the
objective); what the mobile solution must do (the requirements), for whom it will
do it (the end user), and when and where (the geography and environment).
Example: Hydro One provides electricity transmission and distribution services to over
1.2 million homes and businesses in Ontar io, Canada. Over 150 field service staff
members are responsible for installing - meters, replacing old ones, and connecting
and disconnecting services. Cumbersome paper based pr ocesses led to constant
problems with data accuracy and timely access to information. Meanwhile, the
company faced increased competition because of recent deregulation.
Hydro One looked to a mobile solution to reduce costs and improve field service
capabilities. It needed to do this to meet increased competition and better service
its customers. The mobile architecture had to be focused on the needs of field
workers, staff whose operating environment includes both the rural and urban
areas of Ontario.
Stage 1b: Set the Objective
Why deploy a mobile solution? Setting the objective is probably the most
important aspect of the entire deployment process. The objective must be clear
The objective maintains the and definable. A sample objective could be, “we want to reduce our field
project focus and ultimately expenses by 10 percent and improve customer response time by 50 percent.”
guides the design and
The objective maintains the project focus and ultimately guides the design and
technical options of the technical options of the mobile solution. The project team will review the
mobile solution. objective throughout the planning period in order to test the relevance of both the
business and technical requirements being requested.
Stage 1c: Determine the Business Requirements
In general, mobile solutions address business requirements by enabling one or
more basic functions: communication, information access, data collection,
updating, transacting, monitoring and locating/tracking. The business processes,
functions that enable the organization to successfully deliver products and/or
services, will be most affected by the addition of mobile technology.
For Hydro One, key business processes included tracking the meter type installed at
its over 1.2 million customers; changing the meter when r equested; scheduling the
service delivery point maintenance; and monitoring the results of work assignments.
These requirements, in turn, had implications for the basic functions of the final mobile
solution, communications, and information.
The project team should be assembled to analyze the business processes that will
benefit most from adding mobile technology. Once each process has been listed,
ask which ones contribute to meeting the objective and why. The answers
determine the business requirements.
Stage 1d: Consult Business Unit Experts
Because each business process is the responsibility of a specific business unit,
members of these units are the best source for accurate, detailed and honest
information about what works, what doesn’t and why. This also is a great way to
2
3. Utilities the way we see it
build ownership in the project with stakeholders who will become users of the
new mobile solution. Gather this information, using methods like interviews,
surveys, questionnaires, and observation, and then arrange according to the
following table. This will be invaluable when presenting the final business
requirements and relating them to the basic mobile solution functions.
How Does it Important
Areas to be
Business Process Contribute to Characteristics,
Improved
Information Flow? Key elements
Data collection,
Currently takes
locating, updating,
Part of customer 5 days, this
Changing meters information
service response frustrates
access,
customers
communication
Stage 1e: Assess Input Against the Objective
The project team now assesses the benefits provided against cost and determines
which processes need to be part of the BRP. With a broader perspective, they are
able to identify which requirements will contribute directly to the objective and
identify potential positive or negative chain effects on other areas of the business.
The BRP is easier to develop when there is a clear understanding of what The BRP is easier to
technologies can deliver. To gain that understanding, now is the time to bring in a
solution expert. This also reduces the time to research the plan. develop when there is a
clear understanding of
Stage 1f: Write the Business Requirement Plan what technologies can
The list of business requirements now forms the basis of the “solution
requirement” -- what should the solution accomplish? These solution deliver.
requirements should be defined in non-technical language under the following
categories. This completes the BRP.
n What is the requirement?
We need a solution that makes it easy for our delivery personnel to deliver
products and update customer information into our back office systems
wherever they are.
n What does it need to address?
It needs to happen in real time (in terms of communication); quickly (data
transfer); access information from our legacy database (existing data interface);
and keep connectivity in a rural, mountainous environment (geography and
environment, user specifications).
n Why is this important from a business process point of view?
Our field staff needs portable information because they are constantly in and
out of their vehicles and can make over 30 site visits each day.
n Why is this important from an administrative point of view?
We need to record arrival times, departure times, breaks, etc, in our work
management system
Selecting the Right Mobile Solution 3
4. Stage 2a: Define the Solution Requirement
Solution requirements translate the business requirements into detailed technical
requirements. Because this exercise requires specialized knowledge of numerous
technologies, their compatibilities, capabilities and limitations, many organizations
bring in outside experts to define the solution requirements. Some business
requirements translate directly, but others require a strong understanding of how
these requirements influence solution specifications.
Stage 2b: Consider Key Mobile Solution Elements
A typical mobile solution involves four silos, plus service, support and training,
which occur in all silos. Each needs to be considered when defining technical
requirements:
n Applications & Back End Infrastructure
Each solution silo is n Client Devices
influenced by business n Hardware
requirements, as well as n Connectivity
by specifications of When defining technical requirements, it is important to review the business
companion silos. requirements listed in the BRP. Align business requirements to corresponding
considerations that will influence what technical requirements are needed. Each
solution silo is influenced by business requirements, as well as by specifications of
companion silos. Many business requirements are also influenced by
considerations from more than one element.
Service, support and training require individual consideration as each influences
the total cost of ownership (TCO).
Hydro One knew it needed to be able to easily find locations to save travel and
installation time. The technical requirements of its mobile solution covered all silos.
The device was easy to carry, with a fast processor that could quickly download maps
and applications that provided instant access to customer addr esses and daily work
orders. The screen resolution selected for the device provided quality images so that
staff could easily spot street names and arrows pointing to the next work site.
Considerations that Influence Technical
Business Requirement
Requirements
Easily find locations to save
Need a screen that displays fine detail
travel and installation time
Field staff work on-site all day Needs connectivity even in areas where there
or in trucks are no WWAN or WLAN networks
Make the operators’ jobs Build in business logic with dr op-down menus
easier instead of a keyboard
Applications and back-end Infrastructure: Mobile solution requirements should
begin with application considerations. In particular, consider what elements of the
legacy back end systems need to be integrated and extended to the mobile users
and how this can be accomplished. The chart below details important considerations
4
5. Utilities the way we see it
when making decisions in the application and back end infrastructure silos. A key consideration for
Although separate silos, applications and back end infrastructure should be virtually all organizations is
considered together.
whether to configure an
Key Elements Considerations
“off the shelf” application,
customize one or develop
Functional Operability, Reliability, Information Latency,
an entirely new application.
Requirements Data Sources, Data Volume, Data Format,
Syncing, Integration, Security, User Experience
Extend Existing, Custom Development, Off-
Application Source
the-Shelf
Application
Thin-Client or Thick-Client model
Residence
Cost TCO
Application choices present an array of benefits, drawbacks, trade-offs and
sacrifices. A key consideration for virtually all organizations is whether to
configure an “off the shelf” application, customize one or develop an entirely new
application. Because these choices require a thorough understanding of
technologies and long term business goals, many organizations will seek the
expertise of a solution provider to help them decide on their final architecture.
Client Device and Hardware: Client device and hardware make functions
accessible to mobile users and proper selection is critical. The hardware also
protects the applications and ensures that they are accessible on demand.
Consider the following elements in relation to the BRP and the peripherals that
will be required.
Key Elements Considerations
Ruggedness Ingress Protection (IP) Rating, Drop Rating
Portability, Display, Input Method, Available
Ergonomics
Peripherals, Ease of Use
Processing Power, Memory, Battery Life,
Performance
Convergence (Data & Voice)
Operating System (O/S), Software (3rd Party or
Inclusive), Standard Based & Flexible
Integration
Expansion, Development Tools, Internet and
Email Access
Cost TCO
Identify the important points of influence in relation to the business requirements.
Next, narrow the choice to two or three and then test and pilot the finalists before
making a decision.
Selecting the Right Mobile Solution 5
6. The word “connectivity” is Connectivity: All mobile users desire robust and effective connectivity
used in place of “wireless architecture. Because numerous options are available, one should look for
connectivity architecture that meets business requirements in the most efficient
network” because not all and cost effective manner.
mobile solutions are
wirelessly connected, The word “connectivity” is used in place of “wireless network” because not all
mobile solutions are wirelessly connected, nor do they need to be. Many solutions
nor do they need to be. meet the business requirements without employing a Wireless Wide Area Network
(WWAN) or Wireless Local Area Network (WLAN). Solutions may also be hybrids
that combine network types and connections.
The project team will be able to align connectivity considerations to business
requirements but look to the solution providers and carriers to align them with
defined technical requirements. Such experts will advise when features such as
interoperability between components are too costly or impossible to include.
Key Elements Considerations
Communication Type, Volume, Bandwidth, Latency, Flexibility,
Requirements Security, Interoperability
Availability, Reliability, Geography, Service
Performance
Level Agreement
Cost TCO
Service, Support and Training: Although not typically viewed as a separate silo,
these elements are required to manage, maintain and operate the solution over its
lifetime. They also can greatly influence the success and the TCO and should not
be overlooked. For large implementations, service, support and training can be
an independent silo for which third party management software and services
are available.
Stage 3: Select the Best Solution
It is now time to apply the solution requirement specification to narrow the
available options and decide which grouping best meets the objective. Agree on a
method to assess the options available. The decision matrix might include
questions such as:
n Which solution requirements meet the specifications and are interoperable with
one another?
n What implications and prerequisites eliminate options right away?
n Are there option conflicts between silos?
Calculating Total Cost of Ownership (TCO)
Finally, examine each solution requirement for its contribution to overall TCO,
defined as all of the possible costs incurred during the lifespan of a solution and
the components involved. TCO analysis adds value to the planning process by
providing perspective of how near term options and decisions affect the
organization over the lifespan of the solution.
6
7. Utilities the way we see it
If the addition of specific features dramatically increases the TCO of a solution, Unlike other mobile
the features should be re-examined to assess their true value to the total solution. solution providers,
TCO is also an extremely relevant exercise when examining individual
components. For example, on the feature level, client devices of different price Capgemini simplifies
points and functions can look similar, even comparable. However, price is not the enterprise wide
only factor to consider. By examining how features and functions perform over the deployments with a
lifespan of the device and comparing those results and associated costs, purchase
price looks very different. Taking a long term view of the solution today can yield leading strategic
substantial savings and add to the overall ROI performance in the future. architecture for one or
more mobile applications
Conclusion
Many successful individuals and businesses around the globe share a common while you concentrate
characteristic. It is the ability to focus on key strengths while identifying and on business processes.
leveraging the insights of others experienced in areas outside of their core
expertise. This wisdom can be applied when implementing a mobile solution. A
business may be expert at delivering a given product or service, but in most
instances, require solution providers when looking for fully integrated mobile
computing solutions.
Deploying “best of breed” solutions help customers become more profitable and
competitive by empowering their workforce to be more effective and productive.
But in preparing for such deployment, it is important to seek advice from mobile
specialists and similar companies that have deployed multiple solutions.
With years of experience and unmatched execution expertise serving over 750
customers, Capgemini helps organizations with mobile workforce who must
streamline workflow and improve productivity. Capgemini delivers quick ROI
by offering rapidly deployable mobile solutions built on 100-percent configurable
mobile architectures.
Capgemini provides the fastest path to mobilize enterprise systems. Unlike other
mobile solution providers, Capgemini simplifies enterprise wide deployments with
a leading strategic architecture for one or more mobile applications while you
concentrate on business processes. Capgemini also sets the standard for adapting
to rapid change.
Selecting the Right Mobile Solution 7