This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
The past decade in IT has been all about digitaltransformation. Transformations once envisioned to be a two- or three-year journey, to catch up or get ahead, have become a continuous journey with no end in sight. It’s time to say goodbye to digitaltransformation and hello to the adaptive enterprise.
Once a vanguard business strategy, digitaltransformation has become a perennial objective for business survival. Most CEOs (72%) continue to prioritize digital investments, according to the 2022 CEO Outlook report from KPMG, in part due to concerns about emerging and disruptive technology, a top three risk to organizational growth.
continues to roll out, the internet of things (IoT) is expanding, and manufacturing organizations are using the latest technologies to scale. While time is of the essence for companies in this transformation process, cybersecurity must not be an afterthought. The first is the ability to get to ROI faster. As Industry 4.0
“Me coming in from the outside and proposing so much change — the associates and midlevel management are the ones that must be empowered and that is the most difficult aspect of any kind of transformation.” One HR employee took some courses in data analytics and found a new job within the company helping to advance digitaltransformation. “I
For example, a real estate project of 100,000 square feet could net $1 million in add-on revenues over five years from digital twin-related services, and nearly 80% of an asset’s lifetime value is realized in operations. Digital twin use cases and ROI. DigitalTransformation, Infrastructure Management
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). As a result, outcome-based metrics should be your guide.
When Cargill started putting IoT sensors into shrimp ponds, then CIO Justin Kershaw realized that the $130 billion agricultural business was becoming a digital business. To help determine where IT should stop and IoT product engineering should start, Kershaw did not call CIOs of other food and agricultural businesses to compare notes.
With the aim to accelerate innovation and transform its digital infrastructures and services, Ferrovial created its Digital Hub to serve as a meeting point where research and experimentation with digital strategies could, for example, provide new sources of income and improve company operations.
To that end, IT leaders should perform a careful analysis of ROI before, during, and after an edge implementation. Re-assess, re-evaluate, optimize Ensuring that an edge implementation is optimized for an organization’s needs requires ongoing ROI assessments. Contact us today to learn more.
For example, start with the digital twin, your IoT integration points, and all the data you need to make informed decisions, and then add collaboration and visualization later on, as opposed to starting with the metaverse and trying to work backward. CIO, Construction and Engineering Industry, DigitalTransformation, IT Leadership
Building this single source of truth was the only way the airport would have the capacity to augment the data with a digital twin, IoT sensor data, and predictive analytics, he says. This allows us to excel in this space, and we can see some real-time ROI into those analytic solutions.”
During the last decade, I have led digitaltransformation initiatives which added two lac hours of productivity for various organizations. How is Havmor leveraging emerging technologies such as cloud, internet of things (IoT), and AI? DigitalTransformation I work with a very lean team of four people.
Measuring ROI for a sustainable future To deliver value and assure AI’s importance with the organization, Wiedenbeck recognizes that he must demonstrate the value of AI and of his team. To avoid this risk, Ameritas is not yet applying AI to either underwriting or direct customer interaction. “We Contact us today to learn more.
SOC consolidation is an opportunity for digitaltransformation. Now is the time to do a reset, as companies are moving to the cloud and making the digitaltransformation journey. IT as an industry is moving towards more homogeneous environments and more consolidation.
As global CIO, Karaboutis is the chief architect of the $20 billion British multinational’s digitaltransformation in the UK as well as in New York and New England. And in so many cases, it’s not pure ROI and cost savings but it’s removing hidden costs and shared costs of managing technical debt, like not having to do upgrades.
Cloudera recently appointed a Cloud Director for Asia Pacific (APAC), Stevie Walsh, to help drive our hybrid and multi-cloud offerings in the region, supporting our customers in accelerating their digitaltransformation journey. Cloud-enabled use cases like IoT and ML/AI are being used at scale by customers across APAC. .
As data continues to grow at an exponential rate, our customers are increasingly looking to advance and scale operations through digitaltransformation and the cloud. We are also seeing productivity increase, lower total cost of ownership and higher ROI. The Power of Two.
In the 1st episode of this series, host Aruna Babu talks to Prithvijit Roy (Jit) – CEO and Co-founder of BRIDGEi2i on “Making AI Real for Enterprises’’. Tune in to hear his outlook on how AI is powering new digital business models, aiding digitaltransformation efforts, and delve into the value roadmap for increased AI adoption.
CIOs and CTOs often transform business solutions to enable the business using tools such as artificial intelligence (AI) and? Internet of Things (IoT). CROs must help uphold the ROI on such decisions by placing IT and security risk on a par with other enterprise risks. . Managing Director, DigitalTransformation.
Organizations are modernizing their enterprise apps, deploying more modular, intelligent systems and AI-enhanced workflows as part of broader digitaltransformation. In the oil and gas or mining industries, for example, there is a strong need to bring safety, reliability and compliance information into workflows.
New technology platforms must demonstrate a fast time to value and quantifiable ROI or they will no longer be relevant.”. Digitaltransformation is at the top of the hype cycle, powered by the promise of cloud computing, big data and the Internet of Things; and software buyers must be open to new thinking, new approaches and new technologies.
That’s most likely a mix of devops, telematics, IoT, process control, and so on, although it has positive connotations for the adoption of reinforcement learning as well. The leaders have learned how to create ROI from ML—now they’re competitive and doubling down on their AI bets. to overcome before they become competitive as well.
Digitaltransformations hold the promise of improved efficiency, enhanced customer experiences, and increased competitiveness in the manufacturing industry. A key reason for failure lies in the challenges associated with obtaining a satisfactory Return on Investment (ROI). Understanding the ROI challenge Industry 4.0
IT teams grapple with an ever-increasing volume, velocity, and variety of data, which pours in from sources like apps and IoT devices. IT funding might be on the rise, but the ROI for the business from technology investments isn’t as high as it should be. Digitaltransformation has actually contributed to this complexity.
This push for an enterprise-wide radical change in vision, process, technology stack and most importantly culture has pushed executives to think about “Digitaltransformation” more seriously, not only as initiatives but as a means to drive key business outcomes such as: Contextualizing Customer Experience.
At the same time, the company is undergoing a massive digitaltransformation. What is the business transformation underway at Celanese? We’re leading a digitaltransformation focused on three pillars: the customer experience, manufacturing, and supply chain.
Organizations look at digitaltransformation as an opportunity to radically improve operations and increase the value of a product or service to the customer by embedding technology into the decision-making fabric and building automation into its functions.
We organize all of the trending information in your field so you don't have to. Join 42,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content