Managing complexity is at the heart of supply chain strategy. Whether it’s in logistics, planning, procurement, or warehousing, supply chains provide firms with a competitive advantage by adding intricate, automated, or resource-heavy capabilities that can’t be easily replicated.
In light of the digital transformation imperative, IT has taken center stage as a key enabling function supporting the survival and growth of the modern energy and utilities provider. New technologies and tools support anytime, anywhere access of data, real-time processing, and increasingly rich analytics functionality. As executives and line-of-business owners increase the pressure on IT teams to deliver these new capabilities to support strategic business objectives, demands on IT have exceeded IT delivery capacity.
In my previous blog posts, I outlined a number of concepts and challenges faced across governments building digital ecosystems. With those building blocks, how can we build a secure application network for governments to support the concept of citizen journeys?
Businesses of all industries and sizes can understand the growing importance of a single, unified customer view. Financial institutions in particular are realizing the advantages of an aggregated representation of customers’ personal data and behavior such as previous interactions, history, purchases, etc. to better serve their customers.
CIOs and IT departments have one common goal: to increase efficiency through technology. One way to reach this goal is by investing in the employee experience. When companies invest in a better digital workplace, their employees become more productive and ultimately drive 30% more revenue growth. Sounds pretty good, right?
But delivering a connected employee experience is hard. Enterprises need to develop applications that are both highly functional and fueled by data.
When EDI first came into use, supply chains were simpler, with a limited number of suppliers. Now, thanks to globalization and specialized manufacturing, there might be hundreds of suppliers in a supply chain. And, as prices change, businesses move overseas, and market conditions evolve, these suppliers change as well.
As mentioned in my first post in this blog series, one of the 10 largest banks in the world found itself burdened with a complex, tightly coupled technology environment, leading to operational inefficiencies, a risk of missing out on new sources of revenue, and losing market share to its competitors.
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