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Perhaps we got digitaltransformation wrong this whole time. Instead of focusing on the transformation part, we did a lot less transforming and a lot more digitalization. Digitalization is not transformation Remember when the digital revolution promised to transform businesses?
As organizations continue their digitaltransformation (DX) journeys, the role of the CIO evolves. As digitaltransformation becomes a critical driver of business success, many organizations still measure CIO performance based on traditional IT values rather than transformative outcomes.
Still, CIOs have reason to drive AI capabilities and employee adoption, as only 16% of companies are reinvention ready with fully modernized data foundations and end-to-end platform integration to support automation across most business processes, according to Accenture. These reinvention-ready organizations have 2.5
When Carlo Nizam joined EGA in 2021, he was tasked with leading the company’s digitaltransformation, a journey aimed at optimizing every aspect of the business. Carlo describes his dual role as Chief Digital and Information Officer (CDIO) as one that combines both traditional IT and digitaltransformation responsibilities. “We
Digitaltransformation has become an essential part of business success. According to TEKsystems’ 2023 State of DigitalTransformation , 41% of organizations’ digitaltransformation (DX) initiatives have failed to achieve their desired outcomes. That’s not digitaltransformation.
Regardless of where organizations are in their digitaltransformation, CIOs must provide their board of directors, executive committees, and employees definitions of successful outcomes and measurable key performance indicators (KPIs). He suggests, “Choose what you measure carefully to achieve the desired results.
After all, a low-risk annoyance in a key application can become a sizable boulder when the app requires modernization to support a digitaltransformation initiative. These areas are considerable issues, but what about data, security, culture, and addressing areas where past shortcuts are fast becoming todays liabilities?
With supply chain issues and the impending recession, digitaltransformation remains a pressing strategic imperative. However, key digitaltransformation milestones remain out of reach for far too many teams. The survey also revealed that digitaltransformation initiatives are tightly aligned with VSM.
Migration to the cloud, data valorization, and development of e-commerce are areas where rubber sole manufacturer Vibram has transformed its business as it opens up to new markets. It’s a change fundamentally based on digital capabilities.
Last year, for instance, the company launched a connected operating table and a solution called Servo Twinview, a digital ventilator twin where you can follow patient data by computer, smartphone, or tablet without having to disturb the patient unnecessarily. We work together with our business for product development,” says Nilsson. “If
How does our AI strategy support our business objectives, and how do we measure its value? Meanwhile, he says establishing how the organization will measure the value of its AI strategy ensures that it is poised to deliver impactful outcomes because, to create such measures, teams must name desired outcomes and the value they hope to get.
To address this, Gartner has recommended treating AI-driven productivity like a portfolio — balancing operational improvements with high-reward, game-changing initiatives that reshape business models. Gartner’s data revealed that 90% of CIOs cite out-of-control costs as a major barrier to achieving AI success.
This transition represents more than just a shift from traditional systemsit marks a significant pivot from experimentation and proof-of-concept to scaled adoption and measurable value. Data sovereignty and local cloud infrastructure are expected to remain high on the agenda, particularly within the GCC countries.
New research 1 underscores the common challenges many enterprises face in advancing their Value Stream Management (VSM) maturity levels for digitaltransformation, emphasizing the crucial need for effective guidance. Many at this level have embarked on digitaltransformation initiatives to improve efficiency and agility.
Zulfi Jeevanjee, EVP and CIO, believes the best way to build and align next-generation business processes and modern IT platforms is to build anew, and so he is taking a cloud-first approach to digitaltransformation, dumping out all legacy infrastructure along the way. To fuel its transformation, the Northbrook, Ill.-based
“Digital is a powerful business lever,” says Alessandra Luksch, director of the DigitalTransformation Academy Observatory at Politecnico di Milano, which has been mapping trends in ICT spending by Italian organizations since 2016. “In AMA employs about 7,600, serves a catchment area of nearly 2.5 million tons of waste annually.
Data is the foundation of innovation, agility and competitive advantage in todays digital economy. As technology and business leaders, your strategic initiatives, from AI-powered decision-making to predictive insights and personalized experiences, are all fueled by data. Data quality is no longer a back-office concern.
Documentation and diagrams transform abstract discussions into something tangible. By articulating fitness functions automated tests tied to specific quality attributes like reliability, security or performance teams can visualize and measure system qualities that align with business goals.
Data-driven businesses are far more successful than companies that don’t utilize data to their advantage. Unfortunately, they often find that managing their data effectively can be a challenge. Companies that rely on big data need a reliable IT department. Keep reading to learn how to do this.
Many digitaltransformations focus on platforms to support the business, but thats different from running a platform business. To be a platform business, you need a network, demand, supply, data, and a customer experience that differentiates. As a platform company, measurement is crucial to success.
PODCAST: COVID 19 | Redefining Digital Enterprises. Episode 10: COVID-19 | Evolving Trends of DigitalTransformation. COVID-19 | Evolving Trends of DigitalTransformation. My name is Vignesh, and I help companies succeed in their AI-enabled digitaltransformation. Listening time: 12 minutes.
How to make smarter data-driven decisions at scale : [link]. The determination of winners and losers in the data analytics space is a much more dynamic proposition than it ever has been. A lot has changed in those five years, and so has the data landscape. But if they wait another three years, they will never catch up.”
As a secondary measure, we are now evaluating a few deepfake detection tools that can be integrated into our business productivity apps, in particular for Zoom or Teams, to continuously detect deepfakes. AI systems can analyze vast amounts of data in real time, identifying potential threats with speed and accuracy.
Nevertheless, it is often difficult for them to find the right amount of time to collect, cultivate, and analyse data, mostly because CEOs need to prioritize strategic decisions. Change is hard, so digitaltransformation is tough. Data is hard, and change is hard. Data is hard, and change is hard.
Why do organizations get stuck with their data? Often, this problem can be due to the organization concentrating solely on technology and data. However, organizations can be supported by a synergistic approach by integrating systems thinking with the data strategy and technical perspective. It is such a fundamental question.
With the increasing sophistication of cyber threats and the accelerated pace of digitaltransformation, organizations must be more proactive in identifying and mitigating risks. CIOs must tie resilience investments to tangible outcomes like data protection, regulatory compliance, and AI readiness.
As a global technology company with decades of sustainability leadership , Dell Technologies has a strong point of view informed by data and science, and we’re working with others to chart the path forward. We believe that data analysis and collaboration are key to climate action. To improve, we must be able to measure.
For container terminal operators, data-driven decision-making and efficient data sharing are vital to optimizing operations and boosting supply chain efficiency. Together, these capabilities enable terminal operators to enhance efficiency and competitiveness in an industry that is increasingly datadriven.
While digitaltransformation has been a trend for some years, emerging technologies have made this movement even more important. Companies are rethinking their business models to become more digital and competitive. Digitaltransformation is an important component of a modern organization’s business operations.
As regulatory scrutiny, investor expectations, and consumer demand for environmental, social and governance (ESG) accountability intensify, organizations must leverage data to drive their sustainability initiatives. However, embedding ESG into an enterprise data strategy doesnt have to start as a C-suite directive.
The same study also stated that having stronger online data security, being able to conduct more banking transactions online and having more real-time problem resolution were the top priorities of consumers. . Financial institutions need a data management platform that can keep pace with their digitaltransformation efforts.
This landscape is one that presents opportunities for a modern data-driven organization to thrive. At the nucleus of such an organization is the practice of accelerating time to insights, using data to make better business decisions at all levels and roles. Data Strategy. The list goes on.
Diageo, for example, recently reported it is experiencing remarkable growth, expanding by 36% compared to pre-pandemic levels, driven by the demand for premium alcohol and reflecting changing consumer preferences. This intriguing juxtaposition highlights the resilient nature of consumers and their desire to seek moments of joy and comfort.
Altering your approach as a CIO is critical in leading digitaltransformation within healthcare organizations. The goal of healthcare digitaltransformation is to achieve clinical, financial, and operational strategic goals, but this journey is complex and requires the mobilization of technology, resources, processes, and talent.
Big data is having a tremendous impact on the future of modern business. Harvard Business Review Analytic Services recently published The State of Digital Adoption report on big data adoption in business, and its findings may surprise or even alarm many organizations and institutions.
In business, data-based goals tend to be very tangible. Perhaps you want to boost your ROI or CAGR, or reduce the time your analysts spend accessing and leveraging data. Yet other goals seem a little aspirational and harder to quantify, but that doesn’t mean they’re not measurable — or achievable.
With so much choice and a variety of software-defined services, the challenge is bringing all the data together into a single, unified platform. NTT DATA enables our clients to navigate this complexity by bringing everything together into one common platform through our Digital Foundation. DigitalTransformation
The ability to provide transparent, data-driven insights and measure progress toward ESG commitments makes the technology leader critical to the success of any ESG strategy. Step 1: Identify enterprise ESG goals that IT can deliver through digitaltransformation.
Pre-pandemic, high-performance teams were co-located, multidisciplinary, self-organizing, agile, and data-driven. These teams focused on delivering reliable technology capabilities, improving end-user experiences, and establishing data and analytics capabilities.
The industrial manufacturing industry produces unprecedented amounts of data, which is increasing at an exponential rate. Worldwide data is expected to hit 175 zettabytes (ZB) ?by by 2025, and 90 ZB of this data will be from IoT devices. Managing this increasing amount of data can wreak havoc on your financial teams.
Enterprise digitaltransformation and data. Most organisations undergoing a digitaltransformation understand that data is critical, but how many are actually managing data as an asset ? Your data isn’t fit for purpose. Your digitaltransformation initiatives fail. The result?
Data-driven insights are only as good as your data Imagine that each source of data in your organization—from spreadsheets to internet of things (IoT) sensor feeds—is a delegate set to attend a conference that will decide the future of your organization.
Digitaltransformation is a gradual journey, and for many CIOs, becoming more data-driven hinges on how sustainability practices are systematically adopted. Business plans are focused on digital and sustainable transformation to bring us closer to the goal of a data-driven company,” says its CIO, Stefano Biondini.
“Software as a service” (SaaS) is becoming an increasingly viable choice for organizations looking for the accessibility and versatility of software solutions and online data analysis tools without the need to rely on installing and running applications on their own computer systems and data centers. How will AI improve SaaS in 2020?
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