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In The News

Digital Transformation: 8 Best Practices for Building an Analytics Roadmap | In the News

By | In The News

The idea of creating an analytics roadmap for the enterprise can be daunting, what with the expansion of new data sources, the proliferation of new analytics systems and tools, and the tremendous demand from the business for faster insights.

“The biggest challenge we see with organizations going down the analytics journey is that they start with a technology-led approach,” says Jimit Arora, a partner with Everest Group. “For example, companies feel invested to buy the latest big data tools and visualization technologies, and then determine how to create optimal usage.” Those seeking to create an effective analytics strategy should start with key business objectives, such as top-line growth, cost reduction, or risk management.

Read more in The Enterprisers Project

Digital Transformation ROI: How to Check a Project’s Payoff | In the News

By | In The News

Measuring the return on digital transformation investments is a tricky business. Digital change transcends functional and business boundaries, from how a company goes to market, to the ways it operates, to how it interacts with customers or even its own employees. While some individual initiatives may have a definitive and short-term payoff, others may only cost money in the short term in the service of potential long-term business value.

“When determining how well digital transformation investments are performing, it’s best to take a portfolio view and not a project level view,” says Cecilia Edwards, partner with digital transformation consultancy and research firm Everest Group. Just as a mutual fund manager or venture capital firm would look at overall performance to determine how well things are going, digital transformation leaders must take a holistic view of digital change efforts.

Read more in The Enterprisers Project

Drones Can Wait. Zomato’s Pedalling its Way to Customers for Now | In the News

By | In The News

Zomato may be preparing for a future with drone deliveries, but for some of its immediate problems, the food-delivery app’s solution is old-world: bicycles.

The firm is introducing mechanical and electric bikes into its last-mile delivery fleet, it said in a press release yesterday (Feb. 11). Those using e-cycles will make short-distance deliveries of 2.5 kilometres on average.

Bicycles are also way cheaper than motorbikes, which means more job seekers may be able to afford joining the Zomato delivery team (Food-delivery startups in India typically expect executives to bring their own vehicles).

Then there is fuel cost. Food delivery startups can save up to 20% by reducing dependence on fuel, said Yugal Joshi, vice-president at Texas-based consulting firm Everest Group.

Read more in Quartz India

 

Cognizant Top Deck Changes; Vodafone Executive Humphries Named CEO | In the News

By | In The News

Cognizant Technology Solutions said its president, Raj Mehta, would leave the company after the appointment of Brian Humphries as its chief executive effective April. It also loosened the non-compete clauses binding current CEO Francisco D’Souza, a move that could smooth the way for him to exit the IT company he helped found a quarter century ago.

US-listed Cognizant, which has most of its operations based out of India, named Humphries, currently the CEO at Vodafone Business, to replace D’Souza as the chief executive. A British national,Humphries will be the first non-South-Asian to take up the mantle.

“This change of leadership comes at a good time for Cognizant. Frank and Rajeev have done an outstanding job in bringing Cognizant to the forefront of the IT services industry. However, in the last several years, they have been derailed by Eliot, the activist hedge fund, into promising a number of value-destroying things including raising margins at a time when the industry is pivoting into digital,” said Peter Bendor-Samuel, chief executive of Everest Group, a global IT research and advisory firm. “This has resulted in constraining their growth and handcuffing their ability to pivot.”

Read more in ETtech

Indian Startups Achieve Unicorn Status Faster than those in the US. So What? | In the News

By | In The News

Founded in 2007, Indian ad-tech firm InMobi had to sweat it out for a decade before it could enter the elite unicorn club. But lately, Indian startups have started reaching ten-digit valuations much faster.

Training the lens on just the unicorn activity, therefore, doesn’t paint the full picture—it just sheds light on the ultimate success stories. “This whole unicorn obsession is misplaced and doesn’t measure the value that the startup will eventually create for the ecosystem,” says Yugal Joshi, vice-president at Texas-based consultancy Everest Group. “It depends on how willing the investors are to put money in an idea, many times driven by herd mentality and global pressure, than the soundness of the business.”

Read more in Quartz India

RPA: we take a look at UiPath, Blue Prism and Automation Anywhere | In the News

By | In The News

Robotics process automation, or RPA, is becoming big. And this month, RPA is our main theme. Information Age talks to three of the top players: Blue Prism, UiPath and Automation Anywhere. So here we begin RPA month by comparing and contrasting.

Is there a danger that some companies are implementing RPA, without fully understanding what it can offer, as a result they may be left disappointed?

Guy Kirkwood, UiPath: “We do not presume to know everything, which is why we recommend everyone implementing RPA follows a step-by-step guide to implementation, produced by analyst firm Everest Group. This Playbook is available free from UiPath.”

Read more in Information Age

Shared Services Leading Innovation and Creating Value | In the News

By | In The News

Shared services delivery has evolved to the point that supporting the enterprise’s innovation agenda is quickly shifting from opportunity to competitive imperative, and Shared Services Centers (SSCs) are exploring opportunities to bring more value to their parent organizations. Recent Everest Group research uncovers key issues for SSC leaders to consider has they make this vital shift.

Read more in Intelligent Sourcing

7 Keys to an Effective IT Automation Strategy | In the News

By | In The News

When CIO Jason James decided to automate his company’s software deployment process, he tasked his DevOps team with learning everything it could about the process itself.

He says he wanted his DevOps engineers to act like anthropologists, watching how the developers deployed software to the company’s clients, how they scheduled and loaded software updates, and how they used existing tools to get their jobs done.

The goal, James explains, was to have the DevOps engineers understand each step in the workflow so they could first streamline it and then automate it, thereby creating a more efficient process all around.

Sarah Burnett shares her thoughts on automation with CIO (registration required to read the full article)

The Talent Crunch that just Brought Home IT’s Perils in Trump’s America | In the News

By | In The News

Indian IT companies and their customers are facing a dearth of mid-level talent in the US, caused by stricter interpretations of rules governing the H-1B work visa programme.

The US market has always had a problem with entry-level talent but the middle layer was generally filled with Indians on H-1B visas. But as the US government and the Department of Labour have made it significantly harder to get an H-1B visa or have it extended, previously a routine task.

IT consultants said they were seeing a shift to third-party players, even as clients continued to work on the captive plans.

“It is clear that clients are running out of talent in the US market and that this is partly creating more demand for third-party services. It does take time to both expand and start new captives and they may be shifting temporarily some of their plans to third parties while they make the investment to expand/start captives,” said Peter Bendor-Samuel, CEO of IT consultancy Everest Research.

Read more in The Economic Times