Published By: Lookout
Published Date: Aug 28, 2017
Mobile devices have rapidly become ground zero for a wide spectrum of risk that includes malicious targeted attacks on devices
and network connections, a range of malware families, non-compliant apps that leak data, and vulnerabilities in device operating
systems or apps.
Read the four mobile security insights CISOs must know to prepare for a strategic conversation with the CEO and board about
reducing mobile risks and the business value associated with fast remediation of mobile security incidents.
Data governance is all about managing data, by revising that data to standardize it and
bring consistency to the way it is used across numerous business initiatives. What’s
more, data governance ensures that critical data is available at the right time to the
right person, in a standardized and reliable form. A benefit that fuels better organization
of business operations, resulting in improved productivity and efficiency of that
organization. Thus, the importance of proper data governance cannot be understated.
The concepts of data governance have evolved, where the first iteration of data
governance, often referred to as version 1.0, focused on three simplistic elements:
objectives, structure and processes; having a limited focus and scope due to its
tactical usage. The opportunity from the growing value of data in the realm of
analytics, business intelligence, and generating insights was left unrealized. Today,
organizations are moving towards what can be called Data Governance 2.0,
The application economy has forced businesses to transform. To capture new growth opportunities, enterprises are opening up and sharing select data and applications with developers, partners, mobile devices, the cloud and the Internet of Things (IoT). One of the byproducts of this transformation is the discovery that legacy data has value in the application economy—so much so that new revenue opportunities emerge as this data is used in new ways.
The rise of the application programming interface (API)
represents a business opportunity and a technical challenge.
For business leaders, APIs present the opportunity to open new
revenue streams and maximize customer value. But enterprise
architects are the ones charged with creating the APIs that make
backend systems available for reuse in new Web and mobile apps.
Changing your business processes can often be a daunting task. If what you’ve done in the past has always worked, why won’t it continue to work? This can be a dangerous line of thinking, as emerging technologies are constantly providing new ways for you to operate and grow your business. Digital transformation is the process of integrating these new technologies to maximize productivity, efficiency, and value.
This white paper and webcast from IDC—made available by Epicor—explores why more and more manufacturers are upgrading their enterprise resource planning (ERP) software and utilizing digital technologies in their products and processes.
Download the white paper and webcast to learn more about how digital transformation can benefit your organization.
Published By: Winshuttle
Published Date: Aug 17, 2017
Automation is not only a positive disruptive force for finance teams, but also a benefit to other departments as the savings trickle throughout the business. Here are five ways that automation can drive value across the entire company.
As mobile device usage has skyrocketed in recent years, mobile applications have emerged as the key engagement channel for businesses to connect with their most loyal and most valuable customers. Mobile app usage represents more than 85% of total mobile device time, and users now spend more time with apps than they do with television. But while app usage has increased more than 60% over the last two years, the number of apps each user actively engages with has remained fairly steady, at around 27 per month. This means users have a limited appetite for additional apps – but are heavily engaged with the ones they use. So while the mobile web gives businesses broad reach, mobile apps offer a robust link to their best customers. Users who value the company enough to go through the trouble of downloading and installing the app are a brand’s most engaged audience and loyal fan base.
Published By: 8x8 Inc.
Published Date: Aug 15, 2017
This paper outlines the difficult challenges faced by all businesses in creating exceptional customer experiences. And discusses the value of a contact center that supports all channels, disaster recovery and data analytics. Contact Centers today must manage cultural change throughout the organization to truly meet customers’ expectations. Read on to learn best practices for taking the lead in creating customer journeys that engender loyalty, delivers satisfaction, and drives revenues.
The constant growth of cloud, IoT, virtualization, mobility, and digital transformation has brought tectonic changes to the world of networking. Long viewed as a bastion of single-purpose, inflexible, and closed solutions, networks have started to transform in line with the demands for flexibility, scalability, ease of management, interoperability, and application support. Networking departments need to achieve all of the tasks above while keeping costs under control. Additionally, security requirements for the new network are not letting up — quite the opposite, as the virtualized network (and general IT) environment requires rethinking, virtualization, and evolution of security architectures.
A leader in shale oil and gas production, this global Fortune 500 oil and gas company transformed its business, shifting its focus to oil and gas exploration and production and divesting refineries and gas stations. Central to this transformation was to improve operating performance to deliver more value to shareholders.
To be successful in the Idea Economy, it’s imperative for businesses to participate and capitalize quickly. How quickly IT can experiment, learn, test, tune, and turn ideas into value matters more than ever.
Over the last several years CA Technologies has acquired a number of companies and their respective products, to augment its continuous delivery suite and, especially, its DevTest portfolio. In particular, it has recently acquired Grid-Tools and Rally Software. Bloor Research has been asked to explore how Grid Tools’ products – now known as CA Test Data Manager (formerly Datamaker and CA Datafinder) and CA Agile Requirements Designer (formerly Agile Designer) expand and augment the capabilities provided by CA Service Virtualization (previously iTKO’s LISA) and CA Agile Central (formerly Rally), making the whole greater than the sum of the parts.
Modern enterprises are doing their best to address three simultaneous and closely interrelated objectives related to their information technology/infrastructure:
To identify and assess security-related risks, and manage them to an acceptable level
To achieve, sustain, and demonstrate compliance with policies and regulatory requirements
To improve the efficiency and cost-effectiveness of ongoing operations, e.g., to provide greater flexibility and scale at lower total annual cost
For several years now, Aberdeen Group has referred to this trifecta of strategic objectives as the quest for enterprise computing infrastructure to be secure, compliant, and well-managed.
To deliver on the potential for transformative innovation, businesses must maximize the latent value of legacy application code and data—and fast.
• Go Agile with Agile processes and tools that speed innovation on legacy applications
• Onboard your team quickly with modern toolsets and languages that seamlessly integrate legacy code
• Integrate legacy code and simplify how you manage the software development lifecycle
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.
Employees and managers face challenges and pressures each day that make work unnecessarily complex and unproductive. This complexity can stand in the way of achieving business goals and prevent employees from delivering the value they want to bring to the workplace.
This Coleman Parkes and Workforce Institute at Kronos report highlights key findings and discusses the roles leadership, technology, and talent management play in optimizing workforce engagement for sustained competitive advantage. Learn about the challenges, opportunities, and costs of employee engagement — or lack thereof — in organizations today, and how small changes can go a long way toward engaging employees and ultimately drive business success.
When it comes to time, there never seems to be enough. Just ask any payroll professional. Time constraints are nothing new, but what is new is how payroll professionals are tackling the challenge. They are discovering how to strategically leverage today’s best-of-breed human capital management (HCM) technology to better manage the expectations and demands placed on today’s payroll teams to achieve greater business results. By investing in an HCM solution as an integral part of their workforce management strategy, businesses can align and create efficiencies within three core areas of payroll — compliance, processes, and data visibility. This will free up time for an already over-burdened payroll team that can add value, deliver on actionable real-time data, and execute on company-driven projects that can impact organizational goals and improve bottom-line results.
Managing a large datacenter is a costly, complicated activity for any enterprise, but when that datacenter also includes a number of database servers, and when database performance is critical, those costs and complications can multiply. A recent study from IDC explains simple tips to quantify the value of Oracle Exadata Database Machine for your own business. Discover how to deliver new business applications faster.
Project management relies primarily on past performance to predict future results, however many companies still lack forward-looking capabilities to predict project outcomes and ensure success. Enhancing project management with PLM analytics offers the opportunity to switch from task-based activities to performance-driven ones to improve success rates.
Use PLM Analytics to:
• Gain actionable insight and valuable intelligence
• Dramatically boost business value and improve project management performance
• Reduce error-prone behavior like manual data collection
• Leverage big-data capabilities and project intelligence
Learn how to extend the value of your PLM investment and improve business performance for your company.
Mainframes continue to provide high business value by combining efficient transaction processing with high-volume access to critical enterprise data. Business organizations are linking mobile devices to mainframe processing and data to support digital applications and drive business transformation. In this rapidly growing scenario, the importance of providing excellent end-user experience becomes critical for business success.This analyst announcement note covers how CA Technologies is addressing the need for providing high availability and a fast response time by optimizing mainframe performance with new machine learning and analytics capabilities.
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.
Today’s CMO is responsible for selling experiences, not just products. Two-thirds of our respondents regard developing deeper, richer customer experiences as their top marketing priority. Learn how Torchbearer CMOs are meeting these expectations and expanding their roles by putting the entire customer journey first.