5G is poised to transform operations across industries and contribute more than $2 trillion to the global economy during the next 15 years.
In this fast-moving, high-investment context, it should be expected that telecommunications patent holders will seek to actively monetize their patents. Any business deploying these technologies would be wise to consider how to reduce operational risk and cost exposure by moving from a reactive to a proactive approach around 5G patents.
Offshore wind power has rapidly ascended the ranks of energy sources in the past decade. Its growth is expected to continue, with generation capacity predicted to soar from 35GW to 234GW over the next 10 years. However, maintaining offshore wind assets can be a highly polluting exercise in itself, requiring a smarter approach.
By deploying their first server, or upgrading to a more powerful server solution, organisations can protect operational uptime and performance, as well as their ability to scale and adapt to meet market demands. For small businesses in those scenarios, buying a first server and centralising operations means securing significant efficiency gains and being able to action ideas more quickly. This white paper examines how small businesses can drive performance and agility by utilising PowerEdge Servers from Dell.
Throughout the coronavirus pandemic, technology has helped enable increasingly connected and productive remote work. Chief information officers now need to drive deeper cultural and technological transformation for effective hybrid work and powerful business growth. They must now redefine the experience for employees, customers and partners, enabling effective collaboration, new revenue streams and profitable growth.
At its simplest, digital transformation defines how technologies such as artificial intelligence, cloud and blockchain are used to power a company forward. This can be to enhance, or create, processes, culture and customer experiences to meet changing market requirements.
Digital transformation is largely driven by customer experience, expectation and engagement. Some 84 per cent of customers say the experience a company provides is as important as its products and services, according to research by the cloud-based software company Salesforce.
In pre-pandemic times, managers sought to build a team culture with their ever-present office workers. Productivity, collaboration, enthusiasm and team spirit were developed and nurtured over many years, with each new team member gradually brought into the fold.
The advent of coronavirus lockdowns changed all that - and balancing productivity and wellbeing could prove a major challenge.
Transformation begins with better data and insight into current and future required skills, as leaders build a more modern and agile workforce.
Data and intelligence have long been powerful sources of strategic advantage for businesses. Primarily, efforts in these areas have focused on attaining granular information on customers, analysed in depth to improve sales, services and responsiveness. Most companies, however, don’t have this same level of data infrastructure, insights and intelligence on hand to create an agile and strategic talent function.
Investors are placing vast sums of money into products they view as having strong environmental, social and governance credentials, but problems remain around data accessibility and quality. More consistency, reliability and transparency is urgently needed.
Today’s business leaders need succinct and actionable information at their fingertips. Pertinent data, drawn from in-memory systems such as SAP HANA, can shape long term strategies, while enhancing day-to-day operations and empowering employees at every level.
But no matter their scale, most organizations currently struggle to build infrastructure that best enables their information to be deployed for strategic impact. Small company technology managers and enterprise chief information officers alike operate under a deluge of customer data from multiple sources, requiring processing and analysis on a massive scale. In this context, establishing a comprehensive and targeted view of information is crucial to competitiveness.
Many governments reacted rapidly to Covid-19 to prop up their economies. These responses included grants, payment cheques, or salary coverage. The exceptionally short lead-in times in these initiatives unintentionally increased the risk for fraud, waste, and abuse.
False or fraudulent claims being made under existing programmes can be identified, along with waste, as a starting point for improving efficiency. Thereafter, types of losses not previously identified will also need to be understood and predicted.
A selection of articles, reports and other content.