The document discusses the shift to the connected economy, where value is created through technology-enabled connections between people, machines, and organizations. It finds that only 18% of surveyed organizations have significantly adopted connected economy business models, while over half recognize significant revenue is threatened by digital disruption. Connected economy leaders have realized stronger revenue growth and earn more from new products compared to laggards. Leaders also demonstrate greater senior leadership involvement in digital initiatives, cross-functional collaboration, skills development, and dedicated digital transition teams.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
CIO Insights from the Global C-suite StudyCasey Lucas
Moving from the back office to the front lines - CIO insights from the Global C-suite Study
CIOs tell us that their place in the organizational pyramid has changed in the past five years. Many of them command more respect and possess more authority than before and they are working more closely with their C-suite colleagues.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
CIO Insights from the Global C-suite StudyCasey Lucas
Moving from the back office to the front lines - CIO insights from the Global C-suite Study
CIOs tell us that their place in the organizational pyramid has changed in the past five years. Many of them command more respect and possess more authority than before and they are working more closely with their C-suite colleagues.
Going Digital: General Electric and its Digital TransformationCapgemini
How can a company that is over a century old transform itself to thrive in a digital economy?
For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of “Building, powering, moving and curing the world. Not just imagining. Doing.” This constant focus on innovation and transformation has made the company the only one to still remain in the Dow Jones Industrial Index since the original index was established in 1896.
GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: “I took over an industrial company, now it will be known as an analytics company”. GE’s focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime.
GE’s digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation.
While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
As the rise in sophisticated digital technologies drives an exponential change in online customer behaviour, the need for businesses to embrace digital transformation has never been greater.
Digital transformation-of-business-harvard-business-reviewJerry Chen
Business value of Strategy for enterprise organizations
A Harvard Business Review report - The Digital Transformation of Business – demonstrates how leading organizations are getting creative with cloud, mobile, social and big data. Understand how 537 enterprise executives are using megatrend technologies to drive transformational impact for their business, their customers and their employees.
Delivering on the Promise of Digital TransformationBMC Software
IT is at the center of the digital revolution. Working with business leaders to execute a digital transformation strategy that capitalizes on cloud computing, big data, social networking and smart devices is critical for success. For more information, visit www.bmc.com
Only few organizations wise up to new digital competitors, as they usually come from outside their own sector and are not taken seriously at first. Their allegedly inferior propositions confuse prominent players, who should in fact be the very first to be fully aware of potentially disruptive innovation.
To swing into action rapidly, existing organizations would be well advised to properly analyze anything resembling digital competition. Evidently, there are clear patterns behind the startup success marking a new techno-economic reality. Ecosystems, APIs, and platforms characterize this New Normal where customers have more freedom of choice and better service at lower costs.
These successful disruptors are called two-sided market players, also known as multi-sided platform players. Companies like Uber and Airbnb are getting all the media attention, however there are over 9000 players (and counting) active in almost every industry.
The new VINT report explores the new digital competition and presents:
A analysis of the success factors of disruption
10 design principles of the new digital competition like Unbundle your organization processes, APIs first. Access over ownership and Building trust with social systems
The need for every business to develop a API-strategy
An appeal to the CIO and the IT department to use a leading digital approach and map out an offensive technological route.
When Digital Disruption Strikes: How Can Incumbents Respond?Capgemini
Digital innovation is shaking the core of every industry and incumbents are struggling to respond. The emergence of startups such as Uber – which disrupt entire sectors with their agile, innovative business models – is worrying traditional incumbents. Venture funding to startups is at historic highs. In just one startup hotspot, Silicon Valley, venture capital investment in the first three quarters of 2014 was around $17 billion, a figure that is only surpassed by the peak of the dotcom era in 2000. In recent research by GE, two-thirds of respondents agreed that businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. What does a successful strategy for responding to disruption look like? How fast have companies responded to digital disruptions? To understand more about how traditional incumbents respond to digital disruption, we conducted research spanning 100+ companies.
Going Digital: General Electric and its Digital TransformationCapgemini
How can a company that is over a century old transform itself to thrive in a digital economy?
For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of “Building, powering, moving and curing the world. Not just imagining. Doing.” This constant focus on innovation and transformation has made the company the only one to still remain in the Dow Jones Industrial Index since the original index was established in 1896.
GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: “I took over an industrial company, now it will be known as an analytics company”. GE’s focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime.
GE’s digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation.
While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
As the rise in sophisticated digital technologies drives an exponential change in online customer behaviour, the need for businesses to embrace digital transformation has never been greater.
Digital transformation-of-business-harvard-business-reviewJerry Chen
Business value of Strategy for enterprise organizations
A Harvard Business Review report - The Digital Transformation of Business – demonstrates how leading organizations are getting creative with cloud, mobile, social and big data. Understand how 537 enterprise executives are using megatrend technologies to drive transformational impact for their business, their customers and their employees.
Delivering on the Promise of Digital TransformationBMC Software
IT is at the center of the digital revolution. Working with business leaders to execute a digital transformation strategy that capitalizes on cloud computing, big data, social networking and smart devices is critical for success. For more information, visit www.bmc.com
Only few organizations wise up to new digital competitors, as they usually come from outside their own sector and are not taken seriously at first. Their allegedly inferior propositions confuse prominent players, who should in fact be the very first to be fully aware of potentially disruptive innovation.
To swing into action rapidly, existing organizations would be well advised to properly analyze anything resembling digital competition. Evidently, there are clear patterns behind the startup success marking a new techno-economic reality. Ecosystems, APIs, and platforms characterize this New Normal where customers have more freedom of choice and better service at lower costs.
These successful disruptors are called two-sided market players, also known as multi-sided platform players. Companies like Uber and Airbnb are getting all the media attention, however there are over 9000 players (and counting) active in almost every industry.
The new VINT report explores the new digital competition and presents:
A analysis of the success factors of disruption
10 design principles of the new digital competition like Unbundle your organization processes, APIs first. Access over ownership and Building trust with social systems
The need for every business to develop a API-strategy
An appeal to the CIO and the IT department to use a leading digital approach and map out an offensive technological route.
When Digital Disruption Strikes: How Can Incumbents Respond?Capgemini
Digital innovation is shaking the core of every industry and incumbents are struggling to respond. The emergence of startups such as Uber – which disrupt entire sectors with their agile, innovative business models – is worrying traditional incumbents. Venture funding to startups is at historic highs. In just one startup hotspot, Silicon Valley, venture capital investment in the first three quarters of 2014 was around $17 billion, a figure that is only surpassed by the peak of the dotcom era in 2000. In recent research by GE, two-thirds of respondents agreed that businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. What does a successful strategy for responding to disruption look like? How fast have companies responded to digital disruptions? To understand more about how traditional incumbents respond to digital disruption, we conducted research spanning 100+ companies.
Combining content analytics and activity tracking to mine user interests and ...Andrii Vozniuk
The paper was presented at UMAP PALE 2016: goo.gl/5cJsSK
Finding relevant content is one of the core activities of users interacting with a content repository, be it knowledge workers using an organizational knowledge management system at a workplace or self-regulated learners collaborating in a learning environment. Due to the number of content items stored in such repositories potentially reaching millions or more, and quickly increasing, for the user it can be challenging to find relevant content by browsing or relying on the available search engine. In this paper, we propose to address the problem by providing content and people recommendations based on user interests, enabling relevant knowledge discovery. To build a user interests profile automatically, we propose an approach combining content analytics and activity tracking. We have implemented the recommender system in Graasp, a knowledge management system employed in educational and humanitarian domains. The conducted preliminary evaluation demonstrated an ability of the approach to identify interests relevant to the user and to recommend relevant content.
The Top Eight Best Practices for Deploying XenApp and XenDesktop 7.6eG Innovations
Citrix XenApp and XenDesktop 7.6 are fast becoming the standard platforms for deploying application and desktop virtualization. Based on the new Flexcast Management Architecture (FMA), XenApp and XenDesktop 7.6 provides a unified platform that makes application and desktop delivery fast and easy.
See our recent webinar slides for the Top Eight Best Practices for Deploying Citrix XenApp and XenDesktop 7.6 to learn how to take advantage of all the new Citrix features and enhancements to improve the security, manageability and remote access of your virtual applications and desktops.
VMware Business Agility and the True Economics of Cloud ComputingVMware
New groundbreaking global survey findings demonstrate
the true value of cloud computing to the business. While it is understood in the industry that cloud computing provides clear cost benefits, CIOs are having difficulty getting a true fix on the business value that cloud might offer beyond cost reduction. These survey results reveal a direct link between cloud computing and business agility—how business outcomes are associated with agility, the role of IT for agile companies and the importance of cloud computing to business leaders.
Software Engineering: Designing a Better Experience for Communications, Media...Cognizant
Software makes the world go ‘round, from hyperefficient business operations to users wowed by the newest app interface and digital products. For CMT companies, software development innovation is the key not only to enhancing business agility but to rapidly designing and offering extraordinary experiences and cutting-edge products that will continually satisfy and delight customers.
The power of Cloud - Driving business model innovationIBM Software India
Although businesses today are leveraging the power of Cloud to transform the way they function, they are yet to realize its potential when it comes to driving innovation in the organisation. When utilised effectively, Cloud capabilities offer numerous advantages to drive business innovation. Read through or download the study to find out more.
Serving the long tail white-paper (how to rationalize IT yet produce more apps)Newton Day Uploads
Businesses benefit from having fewer technology tools in their 'enterprise stack'. Yet CIOs still need to encourage innovation and employ software tools as an enabler for growth and cost reduction. This white paper focuses on the role of Situational Applications platforms to reduce the number of technology platforms whilst increasing opportunities to serve the long-tail of applications demands from individuals and communities of users whose needs are unfulfilled by core enterprise platforms.
It Takes an Ecosystem: How Technology Companies Deliver Exceptional ExperiencesCognizant
Experience is evolving into a strategy that reaches across technology companies. We offer guidance on the rise of experience and its role in business modernization, with details on how orgnizations can build the ecosystem to support it.
Increasing Business Productivity in Connected Enterprises and an Always-On Di...Cognizant
To remain competitive, businesses must enhance productivity through a connected enterprise set of solutions. We offer a roadmap and set of tools for insuring that Gen-Now workers obtain the stateless, limitless and boundaryless computing that they need and expect in an always-on digital business world.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
Similar to The ecosystem equation collaboration in the connected economy @harvard biz @ibm systemsla (20)
To keep pace in a rapidly evolving marketplace, organizations must innovate faster than ever.
Companies today are making their services and data available through web APIs to internal and
external developers, creating higher value and new ecosystems. In this paper, we’ll discuss the
transformational effect APIs have had in the marketplace at large, the data they’re capable of
uncovering, and how companies are applying that data to create intelligent APIs to drive business.
Bitcoin: A Peer-to-Peer Electronic Cash System
Satoshi Nakamoto
satoshin@gmx.com
www.bitcoin.org
Abstract.
A purely peer-to-peer version of electronic cash would allow online
payments to be sent directly from one party to another without going through a
financial institution. Digital signatures provide part of the solution, but the main
benefits are lost if a trusted third party is still required to prevent double-spending.
We propose a solution to the double-spending problem using a peer-to-peer network.
The network timestamps transactions by hashing them into an ongoing chain of
hash-based proof-of-work, forming a record that cannot be changed without redoing
the proof-of-work. The longest chain not only serves as proof of the sequence of
events witnessed, but proof that it came from the largest pool of CPU power. As
long as a majority of CPU power is controlled by nodes that are not cooperating to
attack the network, they'll generate the longest chain and outpace attackers. The
network itself requires minimal structure. Messages are broadcast on a best effort
basis, and nodes can leave and rejoin the network at will, accepting the longest
proof-of-work chain as proof of what happened while they were gone.
Ibm systems servidor linux power8 de 1u ibm power system s821 lc un servidor ...Diego Alberto Tamayo
Características principales
●●●●Integre dos procesadores IBM® POWER8 en un formato 1U para cargas de trabajo con uso intensivo de computación●●●●Ofrezca densidad para implementaciones de virtualización, base de datos y computación de alto rendimiento (HPC)●●●●Despliegue sistemas de elevada versatilidad para gran diversidad de cargas de trabajo de servidores, que abarcan desde procesamientos de transacciones en línea (OLTP), hosting web y elevado rendimiento de big data.
Foreword
This paper is the result of a research project carried out by Labs
in EVRY Financial Services during the fall of 2015. The content of
this report is the result of a comprehensive study, featuring online
sources, literary works, as well as recordings of financial
conferences such as Consensus 2015 and Fintech Week 2015.
We aim to provide a comprehensive report detailing the
opportunities, challenges and key success factors for financial
institutions looking to leverage the opportunities presented by
blockchain technology.
We hope you enjoy this study and that it helps give you greater
understanding.
Investment Interest in Blockchain
• Blockchain has the potential to reduce infrastructure
cost by up to $20 billion a year.
• P2P money Transfer across international borders -
segment worth $500 B.
• Anderseen Horowitz ( VC firm) has invested over USD
$100 million into Blockchain technology
• All time Public/VC investment into Blockchain startups -
$894 million.
• Over 4000 active fintech startups in the NY arena and
investment in the sector tripling last year to $12 billion.
“Over the past two decades, the Internet has
revolutionized many aspects of business and
society... Yet the basic mechanics of how people
and organizations execute transactions… have
not been updated for the 21st century. Blockchain
could bring to those processes the openness and
efficiency we have come to expect
in the Internet Era.”
—Arvind Krishna
Senior VP, IBM Research
Blockchain rewires financial markets
How IBM can help
As one of the world’s leading research organizations, and one of the world’s top contributors to open source projects, IBM is committed to fostering the collaborative effort required to transform how people, governments and businesses transact and interact.
IBM provides clients the consulting and systems integration capabilities to design and rapidly adopt distributed ledgers, digital identity and blockchain solutions. IBM helps clients leverage the global scale, business domain expertise, and deep cloud integration experience required for the application
of these technologies. Learn more at ibm.com/blockchain
Ibm elastic storage server moderno sistema de almacenamiento definido por s...Diego Alberto Tamayo
Características principales
●●●●Aumente su productividad compartiendo datos entre distintas cargas de trabajo con un grupo de almacenamiento unificado para cargas de trabajo de archivos, objetos y Hadoop●●●●Aumente la escala y/o el r endimiento en bloques de construcción modulares con balanceo automatico de carga de trabajo●●●●Reconstruya discos con fallos con la tecnología Declustered Array redundante de discos independientes (RAID) basada en codificación del borrado desarrollada por IBM®●●●●Aloje múltiples inquilinos, ajuste la asignación de recursos y amplíe la escala a medida que evolucionen sus necesidades●●●●Utilice un sistema integrado construido sobre software para servidores IBM Power e IBM Specturm Scale●●●●Reduzca los tiempos de copia de seguridad y restauración utilizando un objetivo de copia de seguridad de alto rendimiento●●●●Elimine el aumento incontrolado de archivadores y los cuellos de botella habituales en los sistemas de almacenamiento conectados en red (NAS).
Ibm flash system a9000 una solución todo f lash altamente paralela para empre...Diego Alberto Tamayo
Características principales
●● ● ●Benefíciese del rendimiento de una
arquitectura altamente paralela y la
tecnología IBM® FlashCore combinadas
en un sistema innovador
●● ● ●Optimice la gestión económica del
almacenamiento con supresión de
patrones, deduplicación y compresión
●● ● ●Evite problemas de ‘vecinos ruidosos’
con funciones de calidad del servicio
(QoS) que admiten multipropiedad y
cargas de trabajo mixtas
●● ● ●Consiga un rendimiento extremo y
uniformes para satisfacer acuerdos de
nivel de servicio (SLA) para cargas de
trabajo imprevisibles y que hacen un uso
intensivo de los datos
●● ● ●Integre fácilmente con plataformas
VMware, OpenStack, Linux y Microsoft, y
prácticamente con cualquier
infraestructura existente
●● ● ●Simplifique la administración del
almacenamiento con la nueva e
innovadora interfaz de usuario.
IBM Object Storage and Software Defined Solutions - CleversafeDiego Alberto Tamayo
Digital Content Growth
• Continued growth in graphical content creation
• Multi-device and HD/4K/8K make it even more challenging to store and process data
• Time & location shifting: viewing on individual schedule
• Content life-cycle management provides a balance between cost & performance
while maintaining customer experience
• Meta data availability and access
• Digital disruption with Over The Top (OTT) digital only competitors - new business
models
• OTT viewing will grow from representing 3.4% of TV viewing hours in 2013 to
20.4% by 2017 in NA
• 63% stream on-demand media more than weekly
• Security and data protection are big issues.
• File sharing declines with legal on-demand options
• Connection speeds are increasing making new options possible
COLDCHAIN“Bringing high-quality vaccines and refrigerated medicine to patient...Diego Alberto Tamayo
Create a system to track the temperature of vaccine using Smart IoT Edge
devices, Smart IoT cloud Eco Systems, Blockchain and Smart Analytics from
manufacturing to storage to transport to consumption – Reduce Wastage and
Improve distribution and lower Inventory!
Highlights
●● ● ●Complete: combining compute, interconnect,
storage and system software
●● ● ●Modular and Extensible: match the
right combination of components and
configurations to meet your workload
●● ● ●Integrated: racked and tested in
IBM manufacturing to reduce time to
compute
Clients value IBM’s unique strengths in
business process transformation and
hybrid cloud technology
IBM’s approach to hybrid cloud enables clients
to put data to work for better decision making
and competitive advantage
IBM is ideally-positioned to satisfy end-to-end enterprise
requirements for the growing hybrid cloud: infrastructure,
application development, data, security, visibility and control
“Growth and comfort
do not co-exist”1
The world economy continues its transformation as
companies’ global operating footprints evolve based
on new opportunities, challenges and technology.
With growing political uncertainty, as well as new risks
and disruption ushered in by evolving technologies,
companies have to navigate an increasingly complex
international operating environment. This tenth edition
of IBM’s Global Location Trends report outlines the
latest trends in corporate location selection and how
today’s global dynamics influence where companies
locate, expand their businesses and create jobs
around the world.
Learning to trust artificial intelligence systems accountability, compliance ...Diego Alberto Tamayo
It’s not surprising that the
public’s imagination has
been ignited by Artificial
Intelligence since the term
was first coined in 1955.
In the ensuing 60 years,
we have been alternately
captivated by its promise,
wary of its potential for
abuse and frustrated by
its slow development.
Device democracy -Saving the future of the #InternetOfThings @IBMIBV Diego Alberto Tamayo
Transforming businesses as
the Internet of Things expands
As a global electronics company, we understand the
issues facing the high-tech industry and the continuous
transformation required to thrive. Across the industry,
companies are turning their attention from smartphones and
tablets to a new generation of connected devices that will
transform not just the Electronics industry, but many others.
The IBM Global Electronics practice uniquely combines IBM
and partner services, hardware, software and research into
integrated solutions that can help you deliver innovation,
create differentiated customer experiences and optimize
your global operations.
The cognitive advantage insights from early adopters on driving business va...Diego Alberto Tamayo
The cognitive advantage
Cognitive computing is quickly emerging as a transformative technology that enables
organizations to gain business advantage. Also referred to as artificial intelligence (AI), cognitive
technology augments human expertise to unlock new intelligence from vast quantities of data and
to develop deep, predictive insights at scale. This shift to systems that can reason and learn is
especially germane to the bottom line; the cognitive era is here in large part because it makes
practical business sense.
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.
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.
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/
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.
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.
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
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
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.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
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2. SPONSOR PERSPECTIVE
Welcome to the connected economy—a new business
reality in which value is created through technology-
enabled links among people, machines, and organizations.
Across industries, tremendous opportunities are available for
organizations to become connected economy leaders. Implementing
connected business models, products, and processes can help you
significantly increase revenue growth and enhance your competitive
edge. At the same time, a very real downside to falling behind exists:
connected economy laggards risk becoming prey to digital disruptions. Call it the Uber syndrome,
in which a competitor with a completely different business model can put your revenue at risk,
or worse, put you out of business.
What does it take to be a leader in the connected economy? We asked Harvard Business Review
Analytic Services to help uncover the drivers for business change, assess the current preparedness
of organizations, and identify the types of adjustments organizations must make to capitalize on
emerging opportunities.
At IBM, we believe IT leaders play an important role in driving this change, and collaboration with
line of business is key to help architect the future. In fact, this survey confirms that at leading
companies in the connected economy, IT doesn’t just deliver services—it is also involved in
developing and driving the digital strategy.
We also believe IT infrastructure will play a vital role in enabling organizations to become
connected economy leaders. With an IT infrastructure designed for cognitive workloads, you can
act at the speed of thought. It accelerates technology breakthroughs through open architectures
that foster collaborative innovation. Finally, it works with your cloud platforms to extend the value
of your systems and data. Put it all together and instead of observing change unfold, you can seize
the opportunities created by the connected economy.
As you will read in this report, many organizations understand the urgency of embracing the
connected economy. But shockingly, only a fifth of companies are actually ready for it—with
significant amounts of revenue up for grabs. We hope this report sparks new discussions
within your organization between IT and business groups and helps you chart your path in the
connected economy.
For more information about how IT infrastructure can help you lead and grow your organization in
the connected economy, visit ibm.com/IThero.
Paulo Carvao
General Manager, Sales, IBM Systems Hardware
IBM
3. THE ECOSYSTEM EQUATION: COLLABORATION IN THE CONNECTED ECONOMY 1
THE ECOSYSTEM EQUATION:
COLLABORATION IN THE
CONNECTED ECONOMY
EXECUTIVE SUMMARY
In the connected economy, value is created through the technology-enabled links between people,
machines, and organizations. But we are still in the early stages of the shift to the connected econ-
omy (CE). Less than a fifth (18 percent) of the roughly 700 respondents to a new global survey
from Harvard Business Review Analytic Services say they employ CE business models, products,
or processes to a significant extent today.
But what exactly does it mean for a company to be among the CE leaders?
For a global industrial products company, it includes building sensors and software into machines
so they can operate more efficiently; in the process, they’re creating new services-based revenue
streams. For an engineering and construction firm, it means better sharing of more accurate design
information between groups to improve quality and cut time from the process.
Whatever their industry, CE leaders see their world rapidly changing, and they’re determined to be
at the forefront of that change in order to remain relevant and claim their competitive advantage.
Their success is increasingly dependent on participation in broader business ecosystems. Even
followers and laggards recognize the growing importance of tighter connections with organiza-
tions in adjacent industries. However, CE leaders are radically better positioned within their own
business ecosystems—something that could lead to a long-term advantage. The rest are under
pressure to catch up. More than half of all respondents (52 percent) say that a substantial part of
their revenue is under threat from digital disruption. To counter that threat, organizations all over
the world are changing how they operate to become part of the connected economy.
CE leaders are already reaping the rewards of their new connected business models. They have
seen significantly stronger revenue growth over the past two years than their less-connected
rivals—in large part due to their ability to exploit information at speed through their use of hard-
ware, software, and networking technologies. These leaders tend to be in the largest companies
and from financial services, technology, utilities, or consulting sectors.
4. 2 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
What really sets CE leaders apart is the degree to which they recognize the threat from digital
disruption and the value of their IT leadership in bringing them into the connected economy. That
awareness is causing them to make digital initiatives a C-level priority. CE leaders have changed
the relationship between IT and other parts of the business to a model based on collaborative
engagement. They invest more in digital technology, skills, and projects. And they are creating
new digital transition teams while at the same time emphasizing that digital is becoming part of
everyone’s job.
THE SHIFT TO ACONNECTEDECONOMY
It is remarkable to see how organizations are changing what they do and how they do it to com-
pete in the connected economy. What often starts as a realignment of the business around the
customer is leading to the invention of new products and business models. This cascades to
changes in organizational structures, required skills, and more. In fact, as organizations across
industries develop their digital platforms, they are redefining exactly what industry they are in.
For example, when a telecom company provides a platform for mobile financial services in devel-
oping counties, is that telecom, technology, or financial services? Industrial products companies
SOURCE HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, FEBRUARY 2016
N=692
FIGURE 1
CURRENT USE OF CE BUSINESS MODELS
Percentage indicating to what extent their company employs connected-economy business
models or innovations (new products or processes)—where value is created from the
technology-enabled connections between people, machines, or organizations.
ck on pie chart to edit data
18% CE Leaders
TO A SIGNIFICANT EXTENT
56% CE Followers
TO SOME EXTENT
22% CE Laggards
DO NOT USE CE BUSINESS MODELS
4% Don’t Know
What often starts as a realignment of the business around
the customer is leading to the invention of new products and
business models. This cascades to changes in organizational
structures, required skills, and more.
5. THE ECOSYSTEM EQUATION: COLLABORATION IN THE CONNECTED ECONOMY 3
are increasingly shifting to software and services, and home appliance manufacturers are helping
customers manage all aspects of their lives at home.
Of course, we are still in the relatively early stages of this shift. Only 18 percent of respondents
describe their organization as employing CE business models or innovations to a significant
extent—these are the CE leaders. figure 1 Nearly a quarter (22 percent) say their organization has no
CE capabilities—these are the laggards. Over half of respondents (56 percent) have some degree
of CE capabilities. There are significant differences between these three groups—in everything
from their ambitions to their practices to their business results—which we explore in this report.
Another way to look at how far we still have to go to complete the transition to the connected
economy is to compare the importance respondents assign to various aspects of their digital oper-
ations against their performance in those areas. figure 2 Without exception, they know they are not
where they need to be when it comes to:
1. Digitalcustomerexperience—engagingwithcustomersonlineorthroughmobileappsanddevices
2. Digital products—including intelligent, connected machines and devices, digital content, and
insight as a service
3. Digital platform—the technology, processes, data, analytics, skills, and relationships that enable
digital business
FIGURE 2
PERFORMANCE LAGS IMPORTANCE
Respondents indicating how important each of the following is to their organization’s
business performance going forward, and how well they believe their organization is
performing on each. [ON A SCALE OF 1 TO 10]
● IMPORTANCE ● PERFORMANCE
8
5
8
5
8
5
Digital CX Digital products Digital platform
SOURCE HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, FEBRUARY 2016
N=692
6. 4 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
Respondents clearly recognize the importance to their future business results of building a digi-
tal platform, giving it a mean score of 8.4 out of 10. Even laggards give it a 7.7. But laggards have a
lot of work to do to realize that promise, rating their own organization’s performance in building
their digital platform just 4.1 compared with leaders’ 7.0.
A key capability in all areas of the connected economy is the ability to exploit information at speed
through the use of hardware, software, and networking technologies. CE leaders have built them-
selves a huge advantage in this regard, with more than half (55 percent) strongly claiming this
capability compared with only 15 percent of laggards. For a large engineering and construction
company, this has meant investing in infrastructure to interconnect all of its operations to more
efficiently share information—in particular between the engineering and construction groups.
“It’s about efficiency,” said a senior executive at the firm. “We’re asked by our customers all the
time to collapse schedules and reach milestones sooner. We’re investing in technology that allows
us to do that.”
There’s a lot at stake. Over half of respondents say that a significant proportion of their company’s
current revenues are under threat from digital disruption (scoring it 3 or more on a 5-point scale),
with 8 percent saying that most of their revenue is under threat. figure 3 For a large Midwestern
U.S. bank, the threat comes in part from what are known as marketplace lenders—peer-to-peer
platforms that match borrowers and lenders online. “People are going to the internet to meet their
capital needs,” said the bank’s corporate secretary and director of investor relations. “We’re going
to have to be part of that or work with that market.” That means either acquiring or developing
the capabilities themselves over the next five years.
Interestingly, CE leaders are nearly four times as likely as laggards and followers to say that most
of their revenue is under threat. One interpretation: it takes significant threat to marshal the orga-
nizational resources (and commitment) necessary to undergo large-scale transformation.
FIGURE 3
ORGANIZATION REVENUES UNDER THREAT FROM DIGITAL DISRUPTION
Percentage rating to what extent current revenue is at risk of digital disruption.
[ON A SCALE OF 1 TO 5, WHERE 1 = INSIGNIFICANT AND 5 = VERY SIGNIFICANT]
SOURCE HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, FEBRUARY 2016
N=692
14
25
29
15
8 9
Insignificant Somewhat
insignificant
Moderately
significant
Somewhat
significant
Very
significant
Don’t
know
7. THE ECOSYSTEM EQUATION: COLLABORATION IN THE CONNECTED ECONOMY 5
But their investment in building a digital platform is paying off, with CE leaders realizing signifi-
cantly stronger growth than the rest over the past two years. figure 4 Almost half of CE leaders (48
percent) have seen double-digit revenue growth while a similar proportion (43 percent) of laggards
have, at best, seen no growth over the same period. And three times as many CE leaders claim
growth of 30 percent or more compared with laggards (18 percent versus 6 percent).
Forsomeorganizations,theconnectedeconomyoffersopportunitiestoaddressnon-digitalthreats—
such as fundamental changes in the market. For example, as energy consumption habits change,
an Asian-based oil and gas company has launched a five-year “non-fuel” strategy that involves
getting closer to customers by leveraging analytics, mobile computing, and the Internet of Things.
Thriving in the connected economy is not just about improving what you’ve got but breaking
new ground. For example, a large European ICT company has developed a mobile financial
services portfolio to generate additional revenue outside of telecom. In fact, CE leaders earn a
much higher percentage of their revenue from products and services introduced over the past
three years. figure 5 Half of these companies say that new products and services account for 20
percent or more of their earnings. Contrast that with laggards, a third of whom say new products
contribute less than 10 percent of revenue, and 10 percent saying that none of their revenue is
from new products. This does not bode well for their long-term prospects.
CE leaders are breaking new ground and earn a much higher
percentage of their revenue from products and services
introduced over the past three years.
FIGURE 4
CONNECTED ECONOMY BUSINESS MODELS PERFORM BETTER
SOURCE HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, FEBRUARY 2016
N=692
43%
48%LEADERS
Growth greater
than 10%
LAGGARDS
Revenue flat
or declining
8. 6 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
3
6
10
13
19
30
17
9
16
12
12
8
31
25
FIGURE 5
CE LEADERS MAKE MORE FROM NEW PRODUCTS
Percentage indicating to what extent their company’s revenue comes from
products/services introduced over the past three years.
None
Less than 10%
10%–19%
20%– 29%
30% or more
Don’t know
41
17
14
18
SOURCE HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, FEBRUARY 2016
N=664
● CE LEADERS ● FOLLOWERS ● LAGGARDS
9. THE ECOSYSTEM EQUATION: COLLABORATION IN THE CONNECTED ECONOMY 7
LEADERSHIP,ENABLERS,ANDINHIBITORS
A lack of leadership is holding many companies back from competing effectively in the connected
economy, according to the survey. A fifth of all respondents cited this as their greatest inhibitor,
and laggards were three times as likely as CE leaders to do so (29 percent versus 10 percent).
CE leaders are much more likely than other companies to:
• Have C-level executives involved in leading digital initiatives
• Dedicate teams to help with various aspects of the transformation
• Break down organizational silos through restructuring and fostering (or imposing, where nec-
essary) cross-functional collaboration
• Invest in a data-centric IT infrastructure needed to build their digital platform
• Recognize the need for new, more advanced skills, and ensure their teams are acquiring or
developing them
• Have a “business innovator” CIO
Senior leadership involvement is crucial, given the profound and multidimensional changes that
have to take place to transition to a connected-economy business model. In fact, senior execu-
tives at CE leader organizations are twice as likely as laggards to take an active and visible role in
the organization’s digital business initiatives. figure 6 This means a lot more than just having the
CEO issue a mandate; this is about strong messaging that is communicated repeatedly across the
company at all levels.
“The key to effective change management is communication,” said the CEO of an industrial pro-
cessing and distribution company that is undergoing significant change in the way it operates and
goes to market. “We talk about it constantly—from the top down, the bottom up, and all around.”
That begins with clearly explaining the purpose of the change, then seeking feedback to make sure
people have understood the message and to see if anything’s been missed. This CEO emphasizes
the importance of reinforcing the message through repetition. “If you announce once and don’t
follow up repeatedly, it will be a one-time wonder and die,” she said. “You have to follow through.”
It’s not the CEO’s job alone to make this happen. Change this big requires all hands on deck, with
the entire C suite (especially the chief information officer), functional leaders, and business unit
heads “extremely involved” at the majority of CE leaders’ companies. figure 7 This is another stark
difference between leaders and laggards.
Sixty percent of Fortune 100 companies have digital
transformation teams in place, according to market
research firm IDC, and that number will increase to
80 percent before the end of 2017.
10. 8 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
Digital Transition Teams
A successful practice used by a number of business leaders interviewed for this report is to set
up dedicated teams whose job it is to facilitate the transition. By the end of 2015, 60 percent of
Fortune 100 companies had digital transformation teams in place, according to market research
firm IDC, and IDC expects that to grow to 80 percent by the end of 2017. Such groups take different
forms. At a global home appliance company, the work flows through three different groups, start-
ing with a corporate strategy team that investigates digital and social trends and identifies those
that make sense for the company. That team then works with an innovation group to figure out
which technologies will fit that purpose. Finally, a digital transition team manages the implemen-
tation, including “communicating what the technology is about, how it will help us, and what we
will do with it moving forward,” said the company’s head of strategy and business development.
The industrial processing and distribution company set up a special projects group that is respon-
sible for developing its digital business innovations. That approach can’t scale to the extent needed
by a large global conglomerate pushing for digital transformation in all parts of its business.
Instead, it has a team that works with its various business units around the world to promulgate
a new lean innovation process, meant to cut through the inevitable bureaucracy that evolves in
large organizations over time.
Collaboration and Breaking Silos
At the same time that dedicated teams can provide direction and focused resources, digital solu-
tions often require the expertise and efforts of many different groups. This, along with the need to
move quickly, has led many organizations to adopt a more collaborative cross-functional approach
to new initiatives. For example, one U.S.-based retailer replaced its traditional approach to prod-
uct development—with its linear cycle of idea development, sourcing, marketing, visual design,
and store operations—in favor of getting everyone around the table together at the beginning,
FIGURE 6
CE LEADERS HAVE MORE ACTIVE INVOLVEMENT FROM SENIOR EXECS
Percentage indicating to what extent they agree or disagree with the statement below.
SOURCE HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, FEBRUARY 2016
N=664
● CE LEADERS ● FOLLOWERS ● LAGGARDS
Senior executives have taken an active and visible role in leading our digital business initiatives.
77
55
38
11. THE ECOSYSTEM EQUATION: COLLABORATION IN THE CONNECTED ECONOMY 9
68
53
35
67
42
32
58
57
31
17
33
19
39
16
FIGURE 7
THE ENTIRE C-SUITE IS MORE INVOLVED AT CE LEADERS
Percentage indicating the degree to which the following stakeholders are involved in their
organization’s connected-economy or digital business strategy.
[ON A SCALE FROM 1 TO 10, WHERE 1 IS NOT AT ALL INVOLVED AND 10 IS EXTREMELY INVOLVED]
Chief information officer
C-suite excluding CIO, CTO, CDO
Functional leaders, non-IT
Business unit heads
Chief digital officer
Chief technology officer
53
47
28
28
SOURCE HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, FEBRUARY 2016
● CE LEADERS ● FOLLOWERS ● LAGGARDS
12. 10 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
including IT. “This makes it possible to do things that drive the brand with all the tech bells and
whistles” from the start, said a former executive at the company, who now runs a retail and brand-
ing consultancy. It also lets the company move faster, as different groups can work in parallel.
For such collaboration to work effectively, the relationship between IT and other parts of the
business has to change. At most organizations, the relationship is still described as either “discon-
nected” or one in which IT takes orders and delivers services with little involvement in developing
the digital strategy. The exception is at CE leader companies, where more than half (54 percent)
describe the relationship with IT as engaged and collaborative. figure 8 This contrasts sharply with
the 42 percent of laggards who describe the relationship as disconnected, with IT operating in a
vacuum, and the lines of business going outside of IT to have their digital business needs met.
Still, even the leaders have room for improvement, with more than a quarter (27 percent) viewing
IT as order takers, and another 19 percent being disconnected.
Changing these dynamics requires structural changes within the business. Organizational silos
and lack of collaboration (not just with IT but across the business) was cited as the No. 1 barrier to
competing effectively in the connected economy. figure 9 CE leaders are especially aware of this,
with 39 percent naming it the top inhibitor to success. To address that, a large technology company
that is making a business model shift from selling mostly hardware to offering services began a
major effort last year to break down internal silos, mixing people from different groups on teams
for better integration across the company while disbanding others, according to a business devel-
opment leader there. Similarly, the global ICT company is restructuring to “break down silos and
offer end-to-end solutions” around market themes versus the product portfolio, said the com-
pany’s head of strategic marketing. This includes physically grouping people around customer
solutions. At the same time, “the silo mentality has to do with internal culture and mind-shift
FIGURE 8
CE LEADERS HAVE MUCH HIGHER IT/LINE OF BUSINESS COLLABORATION
Percentage describing the working relationships between the IT department and other
departments/units as follows.
19
25
42
27
40 42
54
36
17
Disconnected Supplier/customer Engaged and collaborative
SOURCE HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, FEBRUARY 2016
N=664
● CE LEADERS ● FOLLOWERS ● LAGGARDS
13. THE ECOSYSTEM EQUATION: COLLABORATION IN THE CONNECTED ECONOMY 11
FIGURE 9
ORGANIZATIONAL SILOS ARE THE NO. 1 BARRIER TO CE
Percentage rating the greatest inhibitor to their organization’s ability to win in the
connected economy.
39
31
35
14
13
10
13
10
8
5
20
29
7
4
7
10
7
6
3
2
5
SOURCE HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, FEBRUARY 2016
N=664
● CE LEADERS ● FOLLOWERS ● LAGGARDS
Organizational silos/lack of collaboration across the business
A lack of the right skills
Regulatory constraints
A lack of leadership
A lack of the right technology
A lack of funding
None of the above
14. 12 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
changes,” she said. “Corporations are structured to show divisional growth—we can’t get away
from that—[so we need to] change people’s mindset to allow more openness to cross-functional
teams and delivery.”
This is already working well at a large global conglomerate. “We are quite lean and very aggres-
sive in what we’re trying to do,” said the digital marketing leader of a health care and life sciences
business unit at the company. Units that don’t have the resources they need are able to tap others
for help, and people regularly volunteer for projects outside their own areas. “Collaboration helps
get things done,” he said. He attributes their ability to work this way to the success with which
senior leadership has driven a one-company message, centered on the customer.
Investing in IT Infrastructure and New Skills
No matter how you look at it, making the transition to the connected economy requires invest-
ment—in people, technology, and projects. CE leaders are more likely than the rest to invest appro-
priately and, as a result, to have the technology and people they need. figure 10 Still, more than a
third believe their business is falling short of what is required. Senior business leaders will need
to make the case for increased investment if their organizations are going to compete in the new
CE world. However, making the right investments requires having a clear vision and strategy to
39
54
59
69
42
31
44
53
64
Organization does not sufficiently fund digital business initiatives
We have technology needed to compete in connected economy
We lack people skills needed to compete effectively in connected economy
SOURCE HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, FEBRUARY 2016
N=664
● CE LEADERS ● FOLLOWERS ● LAGGARDS
FIGURE 10
MORE INVESTMENT NEEDED IN DIGITAL INITIATIVES
Percentage agreeing with the following statements.
15. THE ECOSYSTEM EQUATION: COLLABORATION IN THE CONNECTED ECONOMY 13
align to, and many organizations are still in the process of figuring that out. Others are waiting to
gain more visibility into changing conditions—for example, to see how the regulatory environ-
ment in their industry will change. Executives at the Midwestern bank know they’ll be making
significant technology investments over the next five years, but exactly what that looks like will
depend on how regulators address emerging trends like marketplace lending. In fact, respondents
from the financial services industry were almost twice as likely as the average to name regulatory
constraints as their No. 1 barrier at 14 percent.
No company is immune to the need for different and more sophisticated skills. For example, the
large technology company is hiring people who already have experience building software ser-
vices—and then “reskilling and upskilling [existing employees] to learn new ways of working and
thinking,” said the business development leader.
THE FUTURE: POSITIONINGTOWINWITHINECOSYSTEMS
As these obstacles are overcome, the connected economy will become even more connected, with
organizations’ success relying on their participation in a broader business ecosystem, defined as
an interdependent network of organizations and individuals involved in serving a set of custom-
ers. While CE leaders hold this view more strongly than others, even laggards expect their future
business models to be more ecosystem-dependent. figure 11
In a related question, more than half of all respondents (and three-quarters of CE leaders) said their
organization’s success is increasingly tied to relationships with organizations in adjacent indus-
tries. figure 12 Viewed from the customer’s perspective, these ecosystems quickly take shape. Just
think about drivers and the ecosystems of auto manufacturers, insurance companies, and repair
shops needed to support the connected car.
But not all members of an ecosystem will thrive equally. Some organizations will dominate through
their more immediate relationship with the customer and the extent to which they provide the
platform that enables the creation of their ecosystem. Others will become dependent on those
platform providers and may become disintermediated by players who provide a simpler, more
engaging customer experience. Eighty percent of CE leaders are much more likely to see them-
selves as being favorably positioned within their business ecosystem. figure 12 On the flip side,
while over half of laggards recognize their dependence on other organizations, only a third say
they are well-positioned today.
Banks provide a good illustration of how fluid these things can be—whether that’s the Midwestern
bank trying to understand its relationship to marketplace lenders, or the European ICT company
providing services to the unbanked in Africa. In Peru, competing telecom companies created rela-
tionships with financial institutions to provide their own mobile payment platforms. The country’s
banks found themselves with new and unexpected competition for their traditional customers.
In response, the banks joined forces “to develop a common approach to digital money. They
eventually settled on an ‘open loop’ platform” designed by another provider, creating a national
mobile money system within which the banks essentially “share” rather than control their cus-
tomers.1
This is a very different model for banks, and peer-to-peer lending is only one disruptive
force within the industry. At this point, it’s anyone’s guess what impact the blockchain distributed
ledger technology will have on the industry and beyond.
16. 14 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
74
63
53
80
51
35
Organization’s success increasingly tied to relationships with other organizations
in adjacent industries
Organization is favorably positioned within own business ecosystem
SOURCE HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, FEBRUARY 2016
N=664
● CE LEADERS ● FOLLOWERS ● LAGGARDS
FIGURE 12
SUCCESS IS INCREASINGLY TIED TO RELATIONSHIPS WITH OTHER FIRMS
Percentage agreeing with the following statements.
FIGURE 11
CE LEADERS TIE FUTURE SUCCESS TO BUSINESS ECOSYSTEM
Percentage indicating to what extent their company’s success is dependent on the
company’s participation in a broader business ecosystem today and in five years.
[TOP BOX SCORES, 8-10 “EXTREMELY DEPENDENT”]
SOURCE HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, FEBRUARY 2016
TODAY N=167 • IN FIVE YEARS N=397
● CE LEADERS ● FOLLOWERS ● LAGGARDS
46
22
16
76
61
44
Today
In five years
17. THE ECOSYSTEM EQUATION: COLLABORATION IN THE CONNECTED ECONOMY 15
35
53
66
19
18
18
19
28
17
10
12
5
FIGURE 13
CE LEADERS’ CIOS MORE LIKELY TO BE INNOVATORS
Percentage indicating which of the following best describes the role of their organization’s
chief information officer or equivalent.
IT function head
IT services broker
Organizational transformer
Business innovator
SOURCE HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, FEBRUARY 2016
N=664
● CE LEADERS ● FOLLOWERS ● LAGGARDS
IN NEED OF INNOVATOR CIOS
The connected economy runs on what IDC terms “third platform” technologies—cloud,
mobile, social, and analytics—all of which could be said to fall under the umbrella of
information technology. One might then assume that the chief information officer (CIO)—
the C-level executive charged with overseeing a company’s IT—would be central to the
organization’s connected-economy efforts. But that’s far from the case. More than half
of respondents regard their company’s CIO as simply the IT function head, responsible
for running the company’s internal IT systems, with two-thirds of laggards viewing their
CIO this way. figure 13 While CE leaders are much more likely to say their CIO is a business
innovator, central to conceiving and implementing tech-enabled business innovations, or an
organizational transformer, there is plenty of room for further improvement here, with more
than a third saying they still have a CIO who heads the IT function.
18. 16 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
FIGURE 14
CE LEADERS SEE IoT AS MISSION CRITICAL OVER THE NEXT FIVE YEARS
Percentage indicating the extent to which their company’s business model is dependent
on the Internet of Things today and will be in five years.
[TOP BOX SCORES, 8-10 “EXTREMELY DEPENDENT”]
SOURCE HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, FEBRUARY 2016
N=664
● CE LEADERS ● FOLLOWERS ● LAGGARDS
28
8
6
62
42
31
Today
In five years
THE INTERNET OF THINGS SET TO EXPLODE
CE leaders are more likely to see the Internet of Things (IoT) as business critical than others,
but less than a third give it top box scores, suggesting it is not yet a major factor.
However, five years from now, all organizations expect IoT to play a much more business-
critical role, although twice as many CE leaders as laggards say this. Overall, 44 percent of
respondents say their business model will be extremely dependent on IoT in five years—
almost quadruple the percentage that make that claim today (12 percent). And almost
two-thirds of CE leaders (62 percent) say their company’s business model will be extremely
dependent on IoT in five years. figure 14
19. THE ECOSYSTEM EQUATION: COLLABORATION IN THE CONNECTED ECONOMY 17
CONCLUSION
We’re still in the early stages of the transition to the connected economy, with less than a fifth
of respondents employing CE business models, products, or processes to a significant extent.
Nevertheless, the impact of increasing technology-enabled connections is already being felt—on
organizations, markets, and entire industries. Disruption is real, putting organizations’ revenue
under serious threat—often from unexpected competitors. On the opportunity side, companies
at the forefront are growing revenue faster than their competitors and earning more from inno-
vative new products and services.
These shifts don’t just happen; they are led. CE leaders have made this a C-level priority. They are
significantly more likely to have business-innovator or transformational CIOs who drive cross-func-
tional integration and collaboration between IT and other parts of the business. Not only are they
breaking down silos inside their organizations, but they’re connecting to new partners in new ways
as part of a broader business ecosystem. And they invest in the people, technology, and projects
to bring their visions to life. Despite recognizing the importance of CE business models and eco-
systems to their companies’ futures, laggards and followers are not well positioned today. But that
can change. The future is still being written, and opportunities abound for companies that stay
focused on the customer and learn to deliver new value in the connected economy.
ENDNOTE
1 Competitive collaboration behind new mobile banking model in Peru, Devex Impact, January 2016
20. 18 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
METHODOLOGYANDPARTICIPANTPROFILE
A total of 692 respondents completed the survey, including 351 who are members of the Harvard
Business Review Advisory Council.
SIZEOFORGANIZATION
Only organizations with 100 or more employees
took part in the survey. Thirty-six percent were in
organizations with more than 10,000 employees,
31 percent were in organizations with 1,000
to 10,000 employees, and 33 percent were in
organizations with 100-1,000 employees.
SENIORITY
Between one-quarter and one-fifth (22 percent)
were executive management or board members,
33 percent were senior management, 28 percent
came from middle management, and 17 percent
came from other levels.
KEYINDUSTRYSECTORS
Technology, financial services, and manufacturing
topped the list at 14 percent, 13 percent, and 12
percent, respectively. Ten percent of respondents
worked in education, 8 percent in government/
not-for-profit, and 7 percent in health care. Other
industries were represented by 5 percent or less.
JOBFUNCTION
Twelve percent of respondents worked in
operations/product management; 10 percent
each were from IT and general management;
9 percent from HR/training; and 8 percent each
from sales/business development and marketing/
communications. Six percent came from finance/
risk, and all other functions represented 5 percent
or less of the total respondent base.
REGIONS
One-third (33 percent) of respondents were from
North America; 33 percent were from Europe/
MEA; 26 percent were from Asia/Pacific; and 8
percent were from South/Central America.