Published By: Infosys
Published Date: May 21, 2018
For our client, developing multiple digital assets and campaigns across geographies to mirror their offline strategy was a complex task. The lack of an agile digital platform further aggravated their problem.
As a large pharmaceutical company with operations in virtually every country in the world, and a portfolio of well-known brands, our client had to develop and maintain several websites and digital assets to support regional launches and campaigns. However, each one was treated as a separate project which raised several challenges.
Published By: Infosys
Published Date: Sep 05, 2019
In today's hyperconnected and digitized world, cybersecurity has become an important strategic imperative owing to the sophistication of cybercrime. Digital businesses require complex and distributed interactions among people, applications and data - on premise, off-premise, on mobile devices and in the cloud. The result is an increase in the attack surfaces that are hard to protect and defend. As the perimeter continues to diminish, visibility into the environment gets tougher. Operational Technology (OT) and the Internet of Things (IoT) massively expand the scope of security strategy and operations. When a massively distributed fleet of autonomous devices that can make decisions is combined, directly affecting the physical state of people and things, there is a considerable risk to manage. This issue is not limited to the chief information security officer (CISO) but needs the involvement and sponsorship of the leadership and the board.
The journey to digital healthcare begins with simply moving HR and other healthcare information to a digital format. An important next step is moving back-office operations to the cloud. Use the checklists of industry, technology and internal challenges facing healthcare organizations contained within this white paper to determine where you are on the cloud readiness spectrum, and begin creating a digital healthcare transformation plan for your organization.
Industry 4.0 holds immense opportunities for future-focused businesses. However, many companies do not know where to start. Read how companies like Dyson, Infineon, HP and ABB have digitalised their operations from Singapore.
Published By: Polycom
Published Date: Jul 24, 2014
Consumers anoint—and abandon—providers with breathtaking speed, causing seismic shifts in the market. This new era of consumers is also increasingly difficult to define, no longer neatly fitting into traditional marketing segments. With the rise of emerging markets and micro-segments, manufacturing is confronting the challenge of mass customization.
The question is not if or when but how: Customers are demanding variety, and manufacturing companies must deliver.
What’s key to making this work? Big data visibility, flexible processes, and an agile ecosystem that can move swiftly to serve an increasingly fragmenting, but exceptionally demanding consumer base.
Consumer preference for customer service channels is changing across all ages and demographics. Adoption of digital customer service channels, with an emphasis on self-service channels such as web and mobile, is exploding as consumers expect relevant and seamless omnichannel customer service. However, firms’ technology and staffing plans are not keeping up with consumer demand for digital customer service. This report outlines communication channel customer use and major gaps in contact center technology and operations. It also provides data that will help application development and delivery (AD&D) pros align operations with customer expectations to garner their satisfaction and long-term loyalty.
With the rise of companies such as Netflix and Uber, the marketplace is feeling the impact of “digital disruptors”—fast-moving, application-centric organizations that are taking advantage of digitalization to create thriving and market-changing business models.
In an effort to stay competitive, more enterprises are adopting multi-cloud strategies as a means “to optimize workload performance and cost” across their IT environment, both on and off premises.
The trend brief “Top Trends Driving the Need for Unified Cloud Management” discusses how a cloud management platform (CMP) enables IT organizations to accelerate IT services delivery and improve data center operations while maintaining control across multi-cloud environments. The brief highlights the VMware enterprise-ready cloud management platform based on VMware vRealize® Suite and powered by Intel® based server platforms.
In today’s digital economy, the ability to bring new software applications and updates to market quickly is a key to competitive advantage. For companies in diverse industries, the goal is the same: Get high-quality software into production as fast as possible.
In this quest to accelerate release cycles, organizations must get beyond historical barriers that impede the rapid delivery of the software that keeps an enterprise competitive. In too many cases, processes tend to be inefficient, slow, and prone to failed releases. Much of the blame for the problem can be laid at the feet of organizational structures that mandate conflicting goals for the two key departments at either end of the application development chain: development/testing (dev/test) and operations.
Where dev/test teams want to push their applications and updates into production quickly, operations teams want to go more slowly in order to maintain control and keep applications and systems available.
This series explores the role of modern digital technology in the evolution of manufacturing production, defined here as the value chain of internal and external contributors to the manufacture and delivery of products. Each chapter is designed to help operators visualize how they can build-out production of the future, and how to leverage help from the value chain to make faster progress.
The Role of Additive Manufacturing in Production of the Future
Additive manufacturing (AM) is the process of adding layers of material — most commonly plastics or resins, and increasingly metals — to produce products according to precise
digital plans. With AM, products are produced using
only the material necessary, therefore minimizing scrap.
Modern digital technology is transforming every industry, including manufacturing. Yet in The Rise of Smart Operations, a survey of machinery manufacturers conducted by UPS and IDC, roughly one-half of the respondents said their digital or “smart” operations were lagging the competition or were at a significant disadvantage. Manufacturers will also find practical solutions they can consider implementing today to incorporate smarter operations in their production processes of the future.
Published By: Red Hat
Published Date: Dec 15, 2017
The pace and scale of digital business innovation is increasing. Organizations are trying to optimize resources, speed development, and adapt faster to market changes. However, this places an extra burden on IT operations teams, who are now asked to move faster, yet manage increasingly complex
IT environments. Automation can help. Read this e-book to learn more.
The digital age has driven a rapid transformation of the IT role. No longer an order-taker, IT must now become a game-changer for the organization, according to new research gyro conducted addressing the perceptions, expectations and future priorities of IT. For IT to become a true change agent and business consultant, it must embrace its “human side” and show its relevance to business operations’ and leaders’ success. For many IT groups, this requires a change in culture and an updated mindset about the department’s ultimate purpose and focus, along with improvements in interdepartmental communication.
Digital disruption is imminent in every industry
The real question is: how do you adopt technology in a way that optimizes your existing processes and transforms your organization? Of course, no two businesses are the same, and transformation will look different for each business. That's why Microsoft has pinpointed a pattern to success in digital transformation across companies - both small and large.
These companies all used technology to achieve fundamental goals that ladder up to four principles:
Optimize business processes and operations
Transform products through digital content
Since the earliest days of the industry, insurance companies have faced a
never-ending struggle: processing the voluminous amount of paperwork that
underwriting, claims, and compliance require. But the days of enduring the
burdens caused by mountains of paper can become a distant memory. By
investing in new, proven methods of converting paper documents to readable
digital formats, insurance organizations can fully automate document processing
to accelerate workflows, minimize processing times and enable more efficient
Published By: Red Hat
Published Date: Nov 08, 2017
Industry-leading organizations are now exploiting interoperable business process management (BPM) and mobile application platforms (MAPs) so that process-oriented mobile applications can help transform the way they do business. This paper examines the phenomena driving this trend, and the common approaches to digital transformation that contribute to the enterprise in motion. Read this analyst paper from 451 Research to learn more.
Published By: Tealium
Published Date: Jun 15, 2015
Deploying digital marketing vendor ‘tags’ across a global online network can be a daunting task. Learn how Tealium helped Lenovo’s Scott W. Lee solve this complex challenge and increase operational efficiency by 75 percent. With Tealium’s market-leading tag management solution as the core of Lenovo’s global digital marketing operations, Scott’s life is a lot easier and more productive.
Our data-driven digital marketing solutions will help you fuel the customer lifecycle, automate your operations, and improve ROI. Interested in learning more about what ExactTarget can do for you? Take a look at our suite of products.
Storytelling has long been a staple of good brand marketing. But the concept has taken on more urgency in the digital space, where brands now have the power to engage directly with their customers through web and mobile channels.
The mandate for more sophisticated brand content has introduced a new set of challenges for online retailers—namely, how to integrate traditionally separate marketing and commerce operations to deliver a unified experience to shoppers.
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 blockchain technology
fabric, 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.
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. Please visit ibm.com/electronics
The most recent decade has seen rapid advances in connectivity, mobility, analytics, scalability, and data, spawning what has been called the fourth industrial revolution, or Industry 4.0. This fourth industrial revolution has digitalized operations and resulted in transformations in manufacturing efficiency, supply chain performance, product innovation, and in some cases enabled entirely new business models.
This transformation should be top of mind for quality leaders, as quality improvement and monitoring are among the top use cases for Industry 4.0. Quality 4.0 is closely aligning quality management with Industry 4.0 to enable enterprise efficiencies, performance, innovation and business models. However, much of the market isn’t focusing on Quality 4.0, since many quality teams are still trying to solve yesterday’s problems: inefficiency caused by fragmented systems, manual metrics calculations, quality teams independently performing quality work with minimal cross-functional own