skills

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

IBM rarely, if ever publicly, talks about the future of IBM Z. When IBM's sales managers have a oneon-one client conversation (under NDA), they might inform the customer about the next processor, but the company rarely talks about the mid- to long-term future publicly. An obvious reason for this is not to disrupt sales, but at the same time, IBM believes that it is sometimes working on problems that the market might not know it has yet. IBM felt that it was doing a disservice to its current and future customers by not being more open, which is why Tarun Chopra, director, Product Management for IBM Systems, and Ross Mauri, general manager, IBM Z, agreed to talk to IDC about the future of IBM Z. In these conversations, IBM was not putting a date on any of the topics it was willing to discuss. But the company was willing to talk about where it is investing R&D dollars and skills.

Digital disruption, economic instability, political upheavals and skills shortages have all at some point in the past 24 months been blamed for business failure, or at the very least, lost profitability and earnings. It’s perhaps not a huge surprise that a Gartner CEO survey on business priorities revealed that digital business is a top priority for next year. Survey respondents were asked whether they have a management initiative or transformation program to make their business more digital. The majority (62 percent) said they did. Of those organisations, 54 percent said that their digital business objective is transformational while 46 percent said the objective of the initiative is optimisation.* So, for businesses it’s a case of learning to evolve and be agile, to use technology to help compete more efficiently and not fall victim to inertia. As businesses become increasingly dependent on the insights from data analytics and face-up to competition fuelled by the 24/7 society of in

More people suffer from anxiety than ever before, and it’s deeply affecting companies like yours. Many organizations are stuck wondering what to do. In this white paper, “The Triple A Threat,” we explore the Triple A Threat of anxiety, anger, and aggression. We’ll explain what impact these issues have on your workplace and your bottom line. You’ll also learn: ? The debilitating impacts of anxiety, which can lead to workplace anger and aggression ? Why resilient employees suffer less anxiety and can rebound after a setback ? How to build a habituated, protective shield through proven prevention techniques Resilience can equip your people with the skills to address stress and the challenges that work presents every day. With more resilient employees, organizations can dramatically reduce the threats of anxiety, anger, and aggression. Download Now

Even among high-income, highly educated people, almost 50 percent lack the skills they need to engage and perform in this era of increasing change and pressure. And only 6 percent of companies believe they are highly agile today. It’s time for a new perspective. In this e-book, discover the four challenges every HR executive faces in building engagement and performance, and how you can overcome them by: ? Equipping people and teams with resilience skills ? Meeting every employee right where they are ? Empowering all employees with leadership skills ? Harnessing cognitive insights that drive real results Get the e-book A New Perspective on Engagement and Performance today!

Skills shortages are keeping business leaders up at night. In fact, nearly half of executives say this skills gap is a major concern for the future of their organization — yet only 3% are significantly increasing training budgets. Why? Workplace learning is a difficult nut to crack. Organizations often struggle to reskill their adult workforces with hard skills because they’re taking the wrong approach. In this white paper, we take a look at why soft skills are not only integral for the future of work, but why they’re actually necessary for developing hard skills too. You’ll also learn: ? How soft skills can lead to dramatic shifts in how people think ? How soft skills improve our ability to learn ? The most important skill for the 21st century — and how it can boost learning by 30% Discover why empowering your people with soft skills is critical to unlocking the future success of your business. Download Now

In our recent report, we look into the reasons why HR feel less than confident in their ability to manage the volume of data securely and ethically. From extracting the right type of insights to improving employee productivity and engagement to managing the skills pipeline. We look forwards to how HR can improve their systems by using automated technologies such as artificial intelligence and machine learning. Read the survey today to see how your organisation compares to your peers.

Contact centers often pool agents into large groups of generalists to distribute work evenly. Skills-based routing takes this a step further with specialized groups. But neither approach scales properly to identify all opportunities and drive business outcomes on each interaction. Predictive routing uses artificial intelligence (AI) and machine learning to create balance—meeting targets and giving customers a personalized experience. Read Demystifying AI: Creating an AI partnership that maximizes business results to learn how predictive routing systematically: Evaluates historical and real-time data to make predictions; Makes the best customer-agent match to drive desired outcomes; Keeps agents engaged and reduces handle times.

Your agents embody your brand with every customer contact. It’s up to you to make them more successful in engaging customers, dealing with customer challenges and avoiding burnout that leads to attritions. Read this ebook and see how to turn your customer service agents into customer experience heroes. You’ll learn: Three success strategies that Genesys CX Heroes use Skills every agent should have Key training tips Benchmarking strategies to measure customer service and customer experience

There's no reason overseeing and managing a million-plus subscriber email database should be a discombobulated and overbearing task. Start being an effective email marketer by creating a plan, brushing up on your skills, and cleaning house. Implementing these six simple tweaks will go a long way towards maximizing the return, response, and revenue from your email program.

Leading companies are making digital transformation a reality put data and intelligence at the center of their future. They are building new capabilities, skills, and technology, and evolving their culture to transform into an ‘Intelligent Enterprise’ and achieve the aforementioned outcomes. These companies are not only delivering short-term value to shareholders, but are also positioned to thrive and transform their industry. Explore how SAP can help you navigate the journey to the Intelligent Enterprise.

Technological advances are disrupting the status quo and bringing huge turmoil in their wake. Industries are converging, and new competitors emerging, as never before. The nature of work is changing and demand for digital expertise is soaring, while other skills are becoming defunct. So how can CHROs chart a path through the turbulence and help their fellow executives understand the impact on the workforce?

Businesses today expect finance to play an extended role across departments, including IT, human resources, compliance, operations, sales, marketing, and most importantly, corporate strategy.To successfully deliver on this role, the finance function needs to play a bigger and visible role in real-time decision making and continuous planning. This report explores how, using cloud and analytics, finance leaders can leapfrog a few generations of technology and offer mature analytical feature/functionality and skills to the entire organization.

join Robb, Jimmy Ray, and their panel of guest experts as they show you how to protect your network with advanced threat defense across the entire attack continuum by combining Cisco’s proven ASA firewall skills with industry-leading Sourcefire next-generation IPS and advanced malware protection.

Too remedial. Too retrospective. Too static. Too irrelevant to the team leader. Too time-consuming. Such are the complaints heard repeatedly about Performance Management and Engagement systems. And these don’t even touch on the biggest problem of all: current systems produce a tidal wave of unreliable data. The ratings they yield are based on the notion that, with enough time and training, managers (and peers) can become reliable raters of other people’s skills and competencies. Sadly, that’s not true. A large body of research reveals: 61% of your manager’s rating of you is a reflection of the manager, not of you. Your organization, apparently unaware of this, then persists on paying you, training you, and promoting you—and everyone else in the organization—based on these flawed ratings.

What do these market-defining trends have in common? · Analytics for all · Analytics as competitive differentiator · Internet of Things · Artificial intelligence/Machine learning/Cognitive computing · Real-time analytics/event management They all rely on data – timely, accurate data delivered within an insightful context – to deliver value. The question is: who in the enterprise is most qualified and prepared to help deliver on the vision and values of the data-driven enterprise? It’s going to take a special type of professional to deliver that value to enterprises. Organizations are seeking professionals to step forward and take the lead, provide guidance and lend expertise to move into the brave new world of digital. The move to digital and all that it entails – sophisticated data analytics, online customer engagement and digital process efficiency – requires, above all, the skills and knowledge associated with handling data and turning it into insights. The move to digital i

There’s no doubt in the trends. Focusing on the customer experience is at the top of the priority list for most companies. Personalization plays a key role as top organizations strive to make experiences as compelling as possible with the integration of artificial intelligence and cloud-based technology. To understand and prioritize what your next big moves should be, read The Econsultancy 2018 Digital Trends report. Here’s what’s top of mind for the majority of your peers: • Increasing digital marketing activities and budgets • Investing in well-designed user journeys that facilitate clear communication • Valuing creativity and design to differentiate their brands • Combining digital skills with technology to improve customer experience

There’s no doubt in the trends. Focusing on the customer experience is at the top of the priority list for most companies. Personalization plays a key role as top organizations strive to make experiences as compelling as possible with the integration of artificial intelligence and cloud-based technology. To understand and prioritize what your next big moves should be, read The Econsultancy 2018 Digital Trends report. Here’s what’s top of mind for the majority of your peers: • Increasing digital marketing activities and budgets • Investing in well-designed user journeys that facilitate clear communication • Valuing creativity and design to differentiate their brands • Combining digital skills with technology to improve customer experience

A new industrial revolution is barreling ahead, fueled by the Internet of Everything, social media, and cloud computing - bringing about fundamental changes in the way that we live and act. CIOs today are in a unique position to utilize technology to create business value and opportunity. This requires a careful balance of the traditional skills of the CIO, managing the data center infrastructure while driving business strategy and impacting the customer experience. The Dell EMC PowerEdge server systems are the CIO’s key tools in this transformation. They are the bedrock of the modern data center – providing scalable system architectures that ensures control of the IT lifecycle while delivering a cyber-resilient environment. Intel Inside®. New Possibilities Outside.

The IoT World Forum regularly reviews and updates on IoT markets and solutions every year. In Dubai in 2015 there were 3 clear takeaways: Invest now, gain solution skills, build an ecosystem.

The Industrial IoT market is estimated to reach $123.89 Billion by 2021. Successful IIoT design and build requires tech and installer skills and products from many vendors. It also needs a Vendor / Aggregator marketplace and ecosystem for customer and partner access at scale. Vendors are looking for IoT consultative skills from channel partners today.

No one knows what a future AI-filled society will look like, but we do know the transformations will be mind-blowing. What skills and capabilities must your organisation build to survive and prosper? Read our ‘Learning to Learn’ report, to discover: how AI will change the way economies, societies and businesses operate how AI will change the skills your workforce needs in the 21st century what AI means for the way we learn how AI will change the role of the HR function for ever.

The finance team’s data - analytics skills put CFOs in the driving seat of digital change. Read the Economist Intelligence Unit report now to learn: • How finance helps other business units meet their digital ambitions • Why finance need to make data visible across the business • Why it’s important to develop m etrics f or digital success

After talking to 27 leading CFOs, the Economist Intelligence Unit finds that the finance team’s data analytics skills put the CFO in the driving seat of digital change.The result is that the CFO has a new responsibility to: • Help other business units meet their digital ambitions•Make relevant data visible across the business• Develop goals and metrics for digital success

EIU: CFOs now in the Digital Driving Seat White Paper Published By: Oracle The finance team’s data analytics skills put CFOs in the driving seat of digital change. Read the Economist Intelligence Unit report now to learn: • How finance helps other business units meet their digital ambitions • Why finance needs to make data visible across the business • Why it’s important to develop metrics for digital success Download now