Making the transition to the cloud is not just a technology or process challenge, but also a significant cultural change that starts at the top—with the technology leader responsible for ensuring that moving into the cloud is successful.
When I first embraced the cloud over 10 years ago, I had to rethink my role as a technology leader. Back then, as the CIO for leading UK charity Comic Relief and having been trained in traditional systems strategy by IBM, I was as focused on the infrastructure that our team had to build and manage to enable the business as I was on the applications that we had to build.
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Cybersecurity is a primary consideration for the channel, and needs to look beyond basic security protection tools such as antivirus, malware protection, and anti-ransomware software. Despite this, there are still those that harbour distorted views on cybersecurity. Frequently, simply starting the conversation about providing cybersecurity can make channel organisations unfamiliar with it, feel very uneasy.
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The retail industry has demonstrated resiliency through many challenges over the years. News headlines often report on the bankruptcies of retailers and brick and mortar store closures, demonstrating a visible shift in how consumers are shopping for products.
Omnichannel strategies combine online with in-store channels, yielding a better experience that meets customers where they prefer to shop. It has been the chosen strategy for retailers aimed at surviving in the industry for years to come. A 2017 report indicates that 73% of shoppers use multiple channels for their shopping, adding credibility to those savvy retailers who have invested in their websites to optimize the online shopping experience.¹ As retailers plan and move toward the future, hybrid shoppers (the majority of shoppers today) will still make purchases at both retail locations and online shopping sites.
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The world of software has undergone a drastic transformation in recent years. From organisations building their own software on-site to the focus on software as a service seen today, these changes have given rise to a multitude of business applications.
With an ever-increasing focus on digital transformation within organisations, there is a captive audience of businesses willing to use them.
According to a study by Okta, larger companies, those with 2000 or more employees, deploy an average of 129 applications within their business, with this number increasing by 68% over the past four years. With this in mind, it is fair to say that the world of business applications is a crowded marketplace.
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B2B buyers have pretty big ecommerce expectations for B2B sellers these days.
But even as buyers’ digital wish list for more tools and features from sellers grows, delivering on those expectations is a challenge for many companies, says a new survey from B2B ecommerce technology and services provider Episerver.
The global survey of 700 B2B ecommerce executives, including 300 from the United States, finds that 84% of respondents say increasing digital expectations from customers and partners “represent the top external threat to their business.”
Click here to view the original article at www.digitalcommerce360.com
Re-imagining business for the digital age is the number-one priority for many of today’s top executives. We offer practical advice and examples of how to do it right.
All digital business transformations must begin and end with improving the stakeholder experience in mind. Company stakeholders are employees, customers, partners, and the communities that we serve. Nearly every CIO is actively involved in digital transformation projects, according to MuleSoft’s Connectivity Benchmark survey.
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Are you a board member of a company that undertakes the digital transformation initiatives? Do you struggle to achieve the expected results with your activities? There may be various reasons behind it, but based on our experience, we’ve identified the five most common ones. You’re probably making these mistakes too, just like many other managers. That’s why in this article, I’ll not only present the most common reasons behind the failure of the digital transformation programs but also explain how to avoid them and what to focus on.
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CAMBRIDGE, Mass. — A solution to help African farmers prevent grain contamination. An alternative to invasive biopsies to better detect liver diseases. A communication tool to help authorities communicate with citizens when internet and cell service is down in times of natural disasters. Three technological innovations, with the goal of helping people live healthier, more prosperous lives — and be safe from harm.
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When customers perceive that they’ve had a poor customer service experience, they may part ways with the product, service or company. According to NewVoiceMedia’s Serial Switching Report (via Forbes), such departures cost businesses $75 billion a year. These are high stakes: It takes more time, energy and five times as much money to attract new customers than to retain old ones.
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Although early attempts at consumer smartglasses have employed trackpads and handheld or wearable controllers for user input, its the gesture control interfaces of the HoloLens 2 and the Magic Leap One that represent the future of smartglasses input.
A new machine learning model developed by Google’s research arm may make it possible to implement the complex hand gesture controls commonly found in high-end AR systems in lightweight smartglasses without the additional bulk and cost of dedicated depth and motion sensors.
Click here to view the original article at next.reality.news