Over–servicing is a very real issue for agencies. As a business whose value is judged on the quality of service, it is all too easy for agencies to always want to go the extra mile for clients, both happy and unhappy.
Our research into the creative industry shows that while 75% of agency time is spent on client work, only 70% of that time is actually billed to clients.
In this eGuide, we will show you 4 ways to take more control and avoid over–servicing in your agency.
Traditional business models are getting shattered by subscriptions. No one can doubt the new services economy is flourishing. The cloud, mobile, digital, connected devices, globalization - all these things have had a hand in reshaping business and powering new business models. Companies today are wrapping service-based business models and while this shift adds new complexities for finance and has major revenue recognition implications, it also gives finance leaders huge opportunities to become bigger value creators for their business and make a stronger impact on enterprise-wide strategies - not financials.
What this case study reveals is that, with the right leadership, it is possible to turn a company around and make it far more responsive and relevant to its customers, and as a result deliver growth and profits.
The upshot of D+M's cultural and business transformation has been a return to growth and profitability. The entire enterprise has played its part, which is why the annual Chairman's Award has recognized individuals who have lived the winning cultural values and achieved excellence in performance. Winners have included factory workers and services people. The firm also continues to innovate with HEOS WMS capabilities extending to the other brands. Customer experience continues to be an area of deep cross-functional focus, and feedback from customers provides a clear indication that the customer experience throughout their buying and ownership journeys is rated highly.
Published By: Workday
Published Date: Jul 19, 2017
It is an exciting and challenging time for CFOs as their role continues to evolve in a dynamic, everchanging business environment. To keep up with the pace of change and steer their companies toward growth, CFOs need to focus on strategic value and how they can support the broader organization. Driving growth, contending with an ever-evolving regulatory environment, delivering deeper and more-strategic business insights, and staying agile as demands change requires a new kind of finance organization. All of this change will continue to lead CFOs to look inward at their finance systems and evaluate if they can help support business demands today and in the future.
Maintaining a competitive edge today means building a Digital Enterprise capable of taking full advantage of social, mobile, web, cloud, “things,” (sensors and devices), and analytics technologies. Among the terms used to describe this business transition is “the API Economy,” an economy in which APIs are no longer just an IT concern, but the underpinnings of new revenue streams and new business models that are disrupting entire industries.
Read this paper to learn about:
New, modern applications being built for the enterprise
Application ecosystems and extending the value of your company in the API Economy
Two ways to integrate devices in the Internet of Things
The microservices approach to application development
The role of API management in the digital enterprise
Despite being knowledgeable about their industry and experienced in running their organizations, the majority of business users lack expertise in analytics and visualization techniques—but that doesn't stop them from wanting to have a go. But making tools easier and more widely accessible is only part of the answer. A better approach is to work both sides of the gap. To make tools that can empower business users to discover and unlock value in their data—and that extend capabilities for experts, so they can share the analytics workload, improve efficiency, and focus on higher level work.
There are so many opportunities for businesses to collect data that getting a clear picture of all of it can be an uphill battle—and leveraging it for insight can be nearly impossible. But whether you are a start-up or a multinational conglomerate, not taking advantage of the available data is a mistake you cannot risk making. According to a 2016 McKinsey & Company study, over the past three years, digital leaders have achieved revenue growth five times greater, an operating margin profit eight times greater, and a return to shareholder value two times higher than laggards.
Companies today need a closed loop system that combines data, insight, and action. Download this paper to learn about the goals of a system of insight (SOI), the common set of technologies that all systems of insight need, and how an SOI can make a difference in your business.
IT organizations using machine data platforms like Splunk recognize the importance of consolidating disparate data types for top-down visibility, and to quickly respond to critical business needs. Machine data is often underused and undervalued, and is particularly useful when managing infrastructure data coming from AWS, sensors and server logs.
Download “The Essential Guide to Infrastructure Machine Data” for:
The benefits of machine data for network, remote, web, cloud and server monitoring
IT infrastructure monitoring data sources to include in your machine data platform
Machine data best practices
The world of artificial intelligence (AI) has finally arrived at the doorstep of IT operations. As organizations move toward using both big data and machine learning functionality to support a variety of IT operations, processes and tasks, artificial intelligence for IT operations (AIOps) platforms have emerged as a one-stop solution.
Gartner has released a “Market Guide for AIOps Platforms” that provides findings about the AIOps industry and its latest developments.
Download your complimentary copy to:
*Gain insight into the developing industry of AIOps and its future
*Learn how to optimize IT operations powered by machine learning to drive business value
*Compare different AIOps platform vendors and their range of capabilities
A modular, holistic approach to change
Digital disruption is forcing companies to fundamentally rethink how they compete. You probably used to solve this challenge by buying better technology. But in today’s complex, fast-changing business world, that single-minded approach is destined for failure.
KPMG’s Technology Strategy and Selection (TSS) framework is a modular, holistic approach that drives lasting, long-term value from technology change. This article walks through the four key phases of the leading edge framework—creating a transformation vision, blueprinting the future organization, selecting the supporting technology, and implementing the new tools.
These days, everyone knows people use multiple channels for shopping, researching products, and communicating with friends and colleagues. Marketers have responded by using a variety of channels to communicate their message. In fact 55% of marketers use at least 10 channels within their marketing channel-mix according to the findings of recent Aberdeen research.
The facts are:
Utilizing multiple channels has become the ‘new normal.'
Simply adding yet another channel within the channel-mix is not enough for marketers to differentiate their business.
Instead, savvy marketers distinguish themselves by orchestrating campaigns across all channels to deliver truly personalized and consistent conversations.
Download this guide to learn the business value marketers derive by mastering orchestration of omni-channel marketing campaigns. It’ll also reveal several building blocks marketers must use to achieve superior results.
Whether you are leveraging the cloud for software as a service (SaaS), infrastructure as a service (IaaS), or platform as a service (PaaS), cloud security is a mandatory cost of doing business. In June 2016, Gartner issued a press release identifying the top information security technologies and included cloud access security brokers (CASBs) at the top of that list. Protecting your data and IP in the cloud is not an option.
Knowing that an ROI for a CASB could be longer term, how do you quickly quantify the additional value a CASB provides so that it gets a high priority in your already stretched information security budget? This white paper helps you to build a business case by walking you through the cost considerations and payback of a CASB. It demonstrates that a CASB provides stronger cloud protection at a lower cost than traditional security processes and tools.
The enhanced performance that results from the DevOps approach has been proven to have a big impact on the overall performance of the business, with faster, more reliable software delivery, consequent cost savings, and faster time to value. Now that cloud is an integral element of the enterprise, automation of cloud management is key, and feeds into the DevOps approach. VMware offers your IT organization the opportunity to become DevOps-ready, using the GUI and API-led approach to enable an automated self-service infrastructure.
Ask the average business user what they know about Business Intelligence (BI)
and data analytics, and most will claim to understand the concepts. Few, however,
will profess to know how analytics works or to have the skills needed to put it
into practice. Despite being knowledgeable about their industry and experienced
in running their organizations, the majority of business users lack expertise in
analytics and visualization techniques—but that doesn’t stop them from wanting
to have a go.
This situation has led to ease of use and accessibility becoming the main focus
for recent updates from all the leading BI vendors—but making tools easier and
more widely accessible is only part of the answer.
A better approach is to work both sides of the gap. To make tools that can
empower business users to discover and unlock value in their data—and that
extend capabilities for experts, so they can share the analytics workload, improve
efficiency, and focus on higher level work.
"When CIOs and IT leaders have to constantly work to keep disparate systems in line and stitch together data, their ability to support business value is limited. Workday solves that problem.
Watch this video to hear how Workday technology improves the daily life of CIOs and their teams. Your IT peers share:
What a day in the life looks like for CIOs
What new feature adoptions look like on Workday
How integrations differ between Workday and competitor platforms"
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.
The business models of Aerospace and Defense manufacturers often derive revenue from a number of sources including aircraft and completions as well as aftermarket business. The shop floor affects two of these key sources of revenue. In order to grow the business organically, while maintaining margins, the enterprise needs to deliver more, through the implementation of unprecedented levels of flexible production.
Download this white paper to find out how the unique capabilities of DELMIA make it possible to manage change along the value stream, from engineering design to shop-floor work instructions.
As more and more data pours into the office of the CFO, experts say, minimizing its complexity and maximizing its usefulness becomes critical. “The amount of data is phenomenal,” says Mr. Whitehead of Airbus Defence and Space, “but what’s worse is the lack of harmonization. Unstructured data is what kills you. The key for me is how to have clear data in a usable and consistent form, which can be turned into succinct information the business can look at, understand where the value chain is, and make decisions.”
Digital transformation is disrupting traditional, tried-and-true business process and leaving many enterprises scrambling for alternatives. Although the customer remains king for business success, data is quickly becoming an organization’s most strategic asset for reaching, interacting with and retaining customers.
With ransomware attacks on the rise, a strict regulatory environment, and nimble, competitive upstarts entering the market, protecting and extracting value from your most strategic asset is a business imperative — and a formidable challenge.
Digital transformation is top of mind for CIOs and business leaders for clear and practical reasons. It offers an opportunity to create new revenue streams and meet changing customer demands, as well as a way to address the rise of digital insurgents trying to hijack core markets.
What’s needed is a common resource that both IT and business managers intrinsically value, one that can guide decisions about new business initiatives and related technology investments. That rallying point is enterprise data. Because incumbents possess richer reserves of business information, they wield a competitive advantage that even the most disruptive insurgents can’t claim. The key is for established companies to unlock the full potential of this important resource to fuel business transformation and help to maintain their leadership positions in volatile and quickly evolving markets.
Published By: Dell EMC
Published Date: Apr 18, 2017
A Pathfinder paper navigates decision-makers through the issues surrounding a specific technology or business case, explores the business value of adoption, and recommends the range of considerations and concrete next steps in the decision-making process.
With the advent of big data, organizations worldwide are
attempting to use data and analytics to solve problems previously
out of their reach. Many are applying big data and analytics
to create competitive advantage within their markets, often
focusing on building a thorough understanding of their
High-priority big data and analytics projects often target
customer-centric outcomes such as improving customer loyalty
or improving up-selling. In fact, an IBM Institute for Business
Value study found that nearly half of all organizations with active
big data pilots or implementations identified customer-centric
outcomes as a top objective (see Figure 1).1 However, big data
and analytics can also help companies understand how changes
to products or services will impact customers, as well as address
aspects of security and intelligence, risk and financial management,
and operational optimization.
The framework presented here is a way to avoid data dysfunction via a coordinated and well-planned governance initiative. These initiatives require two elements related to the creation and management of data:
• The business inputs to data strategy decisions via a policy
• The technology levers needed to monitor production data
based on the policies.
Collectively, data governance artifacts (policies, guiding principles and operating procedures) give notice to all stakeholders and let them know, “We value our data as an asset in this organization, and this is how we manage it.”