New market forces are creating unprecedented pressure for companies to move faster, with greater agility, and change in response to new threats and opportunities. Companies that are embracing a new approach built on Intelligent Cloud ERP are gaining valuable advantages — such as boosting profits, growing faster, entering new markets, and disrupting their industries.
Learn how Intelligent Cloud ERP empowers you to leverage the opportunities presented by changes to how we work, collaborate and achieve success in this practical, actionable overview.
This Technology Spotlight highlights the tangible benefits achieved by early SD-WAN adopters across key use cases and outlines a vision for sustained ROI and value creation from the solution.This paper also looks at the role of Cisco in the strategically important SD-WAN market.
SD-WAN has arisen as the WAN's response to the migration of enterprise apps to the cloud. As the march of enterprise apps to the cloud gathers momentum,it is inevitable that SD-WAN gets the spotlight.
The chemicals industry is undergoing a major transformation brought about by mergers and divestitures, shifting market dynamics, and nonlinear supply chains. Industry leaders are responding by harmonizing their supplier management, sourcing, and supply chain processes using a digital strategy that enables them to extend business processes beyond the four walls of the enterprise. Along the way, they are realizing new efficiencies and cost savings needed to compete in today’s complex marketplace.
The chemicals industry is undergoing a major transformation brought about by mergers and divestitures, shifting market dynamics, and nonlinear supply chains. Industry leaders are responding by harmonizing their supplier management, sourcing, and supply chain processes using a digital strategy that enables them to extend business processes beyond the four walls of the enterprise. Along the way, they are realizing new efficiencies and cost savings needed to compete in today’s complex marketplace.
Private equity and investment banking experts share observations on what a distribution company owner can expect when preparing to sell a stake in the company, and how to prepare the business to attract potential buyers’ attention and maximize the price it can command.
In May of 2015, CFO Research conducted a global survey of senior finance executives at large companies, seeking to better understand how finance leaders aspire to support business decision makers in the pursuit of value creation—and how leading-edge financial planning and business analysis capabilities factor into those aspirations. This report is based on 335 survey responses from senior finance executives at companies with more than US$500 million in annual revenues, representing a broad range of company segments.
Digital technology is so intrinsic to our personal lives that we barely think
about the fitness trackers and smartphones that are as much a part of
us as the clothing we wear. For organizations, the shift to digital is more
disruptive and the stakes far higher. Digital transformation has been high
on the executive agenda for a few years and, for many, harnessing data
has become a significant force for value and revenue creation.
Agility has emerged as an organizational superpower as businesses
grapple with change and uncertainty in their own customer bases and in
the global political and economic landscape. IT has been thrust into the
spotlight as the unwitting hero of the story – tasked with delivering on
the digital vision, implementing all manner of applications and building
firm infrastructure foundations to support the latest digital initiatives.
In an increasingly on-demand world, it is this final point that often gets
overlooked in the rush for the next shiny new technologies. E
As organizations seek to extract more strategic value from their data, many are starting to view data governance as an enabler of insight rather than an impediment to its creation. This report explores a leading approach to data governance and the impact it can have on today’s most data-rich organizations.
"There is a correlation between employee turnover and profitability. The lower the turnover, the higher the profitability. Your ability to hire the right talent at the right time at the right salary ? and retain them will be the key to your success.
Download this guide to see how you can jump off the hire/rehire treadmill; attract and hire the best talent and get them working productively over the long term.
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Learn how Intelligent Cloud ERP empowers you to leverage the opportunities presented by changes to how we work, collaborate and achieve success in this practical, actionable overview.
Digital technology has arguably been the biggest disruptor for individuals and organisations in the last twenty years. It has changed how we communicate, how we shop, how we spend our time and how we develop and grow our businesses. For businesses, digital has not just created new products and services, but fundamentally shifted business models and the dynamic between business and customer, business and supplier, business and employee. It has become a significant force for value and revenue creation, but one that brings with it many challenges.
To become more effective, enterprises must fast-track projects to digitally connect their organizations. Building value and providing compelling customer experiences at lower cost requires more than a quick technology fix; it demands a business and technological commitment to a new target operating model (TOM). This operating model should offer a way of running the organization that combines digital technologies and operational capabilities to achieve improvements in revenue, customer experience and cost. Enabling digital capabilities via the TOM is an ongoing process that requires DevOps skills and agile development techniques. This is easier to achieve with partners that have the requisite capabilities to help with the creation of new digital assets
Need to optimize your risk management program? Strategic risk management is crucial because of increased regulatory pressures, stakeholder pressures, the impact on capital costs, the personal effect of corporate risk, and the effect of the Internet of quickening the pace of dealing with risk factors.
IDC quantifies the value of Adobe Experience Manager Assets for organizations interviewed at an average of $3.17 million per year per organization over three years, which would result in an average three-year ROI of 366%. Adobe Experience Manager Assets generates this value by:
— Increasing the return on content investments by improving asset findability and reuse and by reducing redundant content creation efforts
— Accelerating time to value from marketing and brand campaigns by streamlining asset distribution
— Improving team productivity through workflow automation
— Reducing risk associated with the use of outdated or unapproved digital assets
According to IDC's analysis, AEM Sites enables organizations to realize on average annual business value of $3.92 million per organization over three years and a 348% three-year ROI by:
— Making the creation and delivery of digital experiences more consistent and streamlined and accelerating time to market for new experiences
— Empowering - and increasing the productivity of - employees responsible for digital experiences
— Improving the digital customer experiences organizations deliver, thereby increasing engagement levels and generating additional business
In the new digital economy, competition, consumer engagement, and operational effectiveness are fundamentally changing, and accelerating. New competitors are redefining the landscape at unprecedented rates. Building and keeping trust mean delivering exceptional brand experiences, every time, via agile processes that balance consumer needs with cost to serve. One size does not fit all. Engaging consumers and capitalizing on new opportunities depend on the capacity to identify, act on, and deliver high-value experiences and outcomes like joy, confidence, security, and control, all in the span of a moment, exactly where and when a consumer or business need arises. Miss the moment, miss the opportunity.
All participants will use digital innovation to run their enterprise in real time and operate in a global network. They will provide superior products and services for a unique customer experience with the highest safety and environmental standards. This also paves way for new mobility concepts and business models. Our vision is where urban mobility and transportation systems run in a sustainable ecosystem while protecting natural resources and environment. This requires the ability to connect companies, people, and vehicles in real time for accident-free driving with zero-emission operated vehicles.
IDC surveyed users of Adobe Experience Manager Sites and found substantial ROI
WHY SHOULD THE TARGET AUDIENCE CARE?
A modern digital experience management platform is essential for any organization hoping to make digital experience delivery a core competency.
SUPPORTING CONCEPTS:
According to IDC's analysis, AEM Sites enables organizations to realize on average annual business value of $3.92 million per organization over three years and a 348% three-year ROI by:
— Making the creation and delivery of digital experiences more consistent and streamlined and accelerating time to market for new experiences
— Empowering - and increasing the productivity of - employees responsible for digital experiences
— Improving the digital customer experiences organizations deliver, thereby increasing engagement levels and generating additional business
The traditional drivers of growth are no longer enough. That's why top-performing companies are working with their own customers to find new ways to grow.
Firms will need to co-create new sources of revenue by understanding, leveraging, aligning, and executing together with customers and partners along their value chain.
This Summit Group brief explores what leading companies are doing differently to build profitable relationships, counter commoditization and accelerate growth.
Consider five key service process platforms that are shaping the future - as companies look to service to keep pace with customer expectations. Service income is accelerating. Technology is changing the competitive game, and smart companies need the proper IT strategy to make sure they deploy it for profitability.
A social business is an organization whose culture and systems encourage networks of people to create business value. Social businesses connect individuals, so they can rapidly share information, knowledge and ideas by having conversations and publishing informal content. They analyze social content from multiple channels and sources, in addition to structured data, to gain insights from both external and internal stakeholders. When those things happen, innovation and business execution rates increase, better decisions are made, and customers and employees are more engaged and satisfied. Social businesses enjoy lower operating costs, faster speed-to-market, improved customer and employee engagement, and increased profitability. Many organizations don’t fully appreciate the magnitude of the value creation potential of social business.
Does your business need to safeguard information, keep auditors and regulators satisfied, and improve data quality? Data governance is the answer. This informative video outlines the latest challenges and best practices in data governance. IBM data governance solutions help businesses with:• Audit and reporting • Data architecture/infrastructure • Data quality • Information lifecyle management • Metadata/business glossaries • Organizational design/development • Policy/risk management • Security/privacy/compliance • Stewardship/value creation
Most organizations appreciate the potential benefits that customer can reap but many face difficulties effectively turning information into actionable insights. Read this white paper to learn how an effective customer analytics strategy can help drive top-line growth, avoid unnecessary costs and increase customer satisfaction. Understand where your organization is in its pursuit to gain deeper customer insights with four stages of organizational capabilities and associated customer analytics strategies: gain insight from the information explosion; share information internally and across value chain; move from reaction to prediction; and adapt business models that enable faster creation of value.
