It’s best to define some terms I often smirk when I hear or read about other companies pitching a digital experience management platform for IT support.
Those in Human Resources are now proposing a form to request holidays even when it’s really easy to do so by email; I don't understand why we have to change the Word templates when the ones we use are fine; they have installed a new programme for us, but we have no idea how to use it, so we’ll just keep on using the usual one; we have a lot of problems but those in Marketing only care about making beautiful logos for social networks - not that that is any help to us at all!
The financial function is one of the more respected, highly-trained, and revered departments of any business. Accountants (both management and chartered), actuarial professionals, and financial professionals of all disciplines generally take on several years of post-graduate studies that put them in line for a potential slot in C-suite management, if they choose to pursue that course.
If you are in IT Ops or DevOps, hardly a day goes by without someone mentioning AIOps. There are a few who think AIOps can replace IT Ops tools today. Others debate this, saying that AIOps is still a nascent field, and it will take a few more years until we see a full-fledged AIOps platform for IT operations management. But there’s always been a lot of confusion on how AIOps really works.
Ten years ago you and I would have never discussed things like employee experience and engagement. We used to communicate in more defined terms. Admittedly, business needs were more centered on our customers, less on our own employees.
The way we interact with technology at work is changing dramatically, thanks to millennials and Gen-Z. The tail end of the millennial generation (born between 1981-1996) is entering the workforce while Gen-Z, born after 1997 and the 27% of the population, is just beginning to work. (Business Insider Intelligence)
Companies nowadays live in a world where differentiation from the competition is in their DNA, and in order to differentiate themselves, companies need to address the challenge of Digital Transformation. According to Forrester Research, 70% of companies that were on the Fortune 1000 list ten years ago have now disappeared. The reason? Their inability to adapt to change and carry out a process of change in their digital strategies.
In our previous blog post, we discussed how we are approaching an important inflection point in the cloud migration timeline. Certain legacy applications will remain on owned infrastructure for the foreseeable future, but the scale and agility offered by cloud platforms offers competitive and operational advantages that most organizations cannot ignore. As cloud adoption became mainstream, many enterprises saw fewer objections to migrating their infrastructure to cloud. One Gartner report finds that many objections to cloud adoption are gradually becoming discredited and organizations are leaving behind the cloud experimentation stage and looking for strategic relationships with cloud technology providers.
So much goes into making a workplace suitable for employees—flexibility, salary perks, team dynamics, etc.—but sometimes we forget that technology is paramount to allowing people to be productive and engaged. I experienced this first hand years ago during an internship. I worked for an intelligence organization and assumed I’d be surrounded by the latest and greatest in digital devices and tools.
The concept of citizen engagement has been around for centuries, but the ways in which citizens want to engage are new for our modern times. Today’s citizens have high expectations. When interacting with government agencies, they want service that is similar to what they get from the companies they do business with.