Make sure your success with legit 000-920 test prep that appeared today exam.

If you are looking for IBM 000-920 practice questions of mock exam for the IBM Tivoli Composite Application Manager for Response Time V6.2 Implementation Exam preparation. We serve you legit, updated and newest 000-920 test questions for practice. We have collected a database of 000-920 test questions from real exams that you need to memorize It would lead you to practice and pass 000-920 exam on the first attempt. Simply set up together our 000-920 Questions and Answers and the work is done. You will pass 000-920 exam.

Exam Code: 000-920 Practice exam 2022 by Killexams.com team
IBM Tivoli Composite Application Manager for Response Time V6.2 Implementation
IBM Implementation exam contents
Killexams : IBM Implementation exam contents - BingNews https://killexams.com/pass4sure/exam-detail/000-920 Search results Killexams : IBM Implementation exam contents - BingNews https://killexams.com/pass4sure/exam-detail/000-920 https://killexams.com/exam_list/IBM Killexams : Review: RHEL 9 delivers better security, management

RHEL 9.0, the latest major release of  Red Hat Enterprise Linux, delivers tighter security, as well as improved installation, distribution, and management for enterprise server and cloud environments.

The operating system, code named Plow, is a significant upgrade over RHEL 8.0 and makes it easier for application developers to test and deploy containers.

Available in server and desktop versoins, RHEL remains one of the top Linux distributions for running enterprise workloads because of its stability, dependability, and robustness. 

It is free for software-development purposes, but instances require registration with the Red Hat Subscription Management (RHSM) service. Red Hat, owned by IBM, provides 24X7 subscription-based customer support as well as professional integration services. With the money Red Hat receives from subscriptions, it supports other open source efforts, including those that provide upstream features that eventually end up in RHEL itself.

How can RHEL 9 fit into my environment?

RHEL 9 can be run on a variety of physical hardware, as a virtual machine on hypervisors, in containers, or as instances in Infrastructure as a Service (IaaS) public cloud services. It supports legacy x86 hardware as well as 64-bit x86_64-v2, aarch64, and ARMv8.0-A hardware architectures. RHEL 9 supports IBM Power 9, Power 10, and Z-series (z14) hardware platforms.

RHEL also supports a variety of data-storage file systems, including the common Ext4 file system, GFS2 and XFS. Legacy support for Ext2, Ext3, and vfat (FAT32) still exists.

Copyright © 2022 IDG Communications, Inc.

Fri, 15 Jul 2022 13:08:00 -0500 en text/html https://www.networkworld.com/article/3665910/review-rhel-9-delivers-better-security-management.html
Killexams : The IBM 1401’s Unique Qui-Binary Arithmetic

Old mainframe computers are interesting, especially to those of us who weren’t around to see them in action. We sit with old-timers and listen to their stories of the good ol’ days. They tell us about loading paper tape or giving instructions one at a time with toggle switches and LED output indicators. We hang on every word because its interesting to know how we got to this point in the tech-timeline and we appreciate the patience and insanity it must have taken to soldier on through the “good ol’ days”.

[Ken Shirriff] is making those good ol’ days come alive with a series of articles relating to his work with hardware at the Computer History Museum. His latest installment is an article describing the strange implementation of the IBM 1401’s qui-binary arithmetic. Full disclosure: It has not been confirmed that [Ken] is an “old-timer” however his article doesn’t help the argument that he isn’t.

Ken describes in thorough detail how the IBM 1401 — which was first introduced in 1959 — takes a decimal number as an input and operates on it one BCD digit at a time. Before performing the instruction the BCD number is converted to qui-binary. Qui-binary is represented by 7 bits, 5 qui bits and 2 binary bits: 0000000. The qui portion represents the largest even number contained in the BCD value and the binary portion represents a 1 if the BCD value is odd or a 0 for even. For example if the BCD number is 9 then the Q8 bit and the B1 bit are set resulting in: 1000010.

The qui-binary representation makes for easy error checking since only one qui bit should be set and only one binary bit should be set. [Ken] goes on to explain more complex arithmetic and circuitry within the IBM 1401 in his post.

If you aren’t familiar with [Ken], we covered his reverse engineering of the Sinclair Scientific Calculator, his explanation of the TL431, and of course the core memory repair that is part of his Computer History Museum work.

Thanks for the tip [bobomb].

Thu, 16 Jun 2022 12:00:00 -0500 Brandon Dunson en-US text/html https://hackaday.com/2015/11/05/the-ibm-1401s-unique-qui-binary-arithmetic/
Killexams : IBM announces starter platform for blockchain developers

IBM is continuing its effort to democratize blockchain technology for developers. The company announced the availability of the IBM Blockchain Platform Starter Plan designed to provide developers, startups and enterprises the tools for building blockchain proofs-of-concept and an end-to-end developer experience.

“What do you get when you offer easy access to an enterprise blockchain test environment for three months?” Jerry Cuomo, VP of blockchain technology at IBM, wrote in a blog post. “More than 2,000 developers and tens of thousands of transaction blocks, all sprinting toward production readiness.”

RELATED CONTENT: Unlocking the blockchain potential

IBM has been focused on bringing the blockchain to enterprises for years. Earlier this year, the company announced IBM Blockchain Starter Services, Blockchain Acceleration Services and Blockchain Innovation Services.

The platform is powered by the open-source Hyperledger Fabric framework, and features a test environment, suite of education tools and modules, network provisioning, and $500 in credit for starting up a blockchain network. Hyperledger Fabric is an open-source blockchain framework implementation originally developed by Digital Asset and IBM.

According to the company, the Blockchain Platform was initially built for institutions working collectively towards mission-critical business goals. “And while Starter Plan was originally intended as an entry point for developers to test and deploy their first blockchain applications, users also now include larger enterprises creating full applications powered by dozens of smart contracts, eliminating many of the repetitive legacy processes that have traditionally slowed or prevented business success,” Cuomo explained.

Other features include: access to IBM Blockchain Platform Enterprise Plan capabilities, code samples available on GitHub, and Hyperledger Composer open-source technology.

“Starter Plan was introduced as a way for anyone to access the benefits of the IBM Blockchain Platform regardless of their level of blockchain understanding or production readiness. IBM has worked for several years to commercialize blockchain and harden the technology for the enterprise based on experience with hundreds clients across industries,” Cuomo wrote.

Sun, 26 Jun 2022 12:00:00 -0500 en-US text/html https://sdtimes.com/webdev/ibm-announces-starter-platform-for-blockchain-developers/
Killexams : Coursera Courses No result found, try new keyword!²\n\nThis program also prepares you for the CompTIA A+ exams, the industry standard ... of asymptotic algorithmic run times, and the implementation of basic data structures including arrays ... Fri, 27 May 2022 16:00:00 -0500 text/html https://www.usnews.com/education/skillbuilder/platform-search/coursera Killexams : High Bandwidth Memory (HBM) Market to Experience a Significant Increase in Revenues by 2022-2029 | 103 Report Pages

The MarketWatch News Department was not involved in the creation of this content.

Jul 07, 2022 (The Expresswire) -- Global “High Bandwidth Memory (HBM)Market2022 Research report is an in-depth study of the market Analysis. Along with the most accurate patterns and figures that uncovers a wide examination of the market offer. High Bandwidth Memory (HBM) Market size, Market status and position of worldwide and key areas, with points of view of makers, locales, item types and end businesses this report examination the highest organizations in worldwide and principle districts, and parts the High Bandwidth Memory (HBM) Market Analysis by item type and applications or end enterprises.All the fundamental data, needed to comprehend the vital advancements in the market spending in High Bandwidth Memory (HBM) market share and development patterns of each fragment and district.

Get a sample PDF of the report at -https://www.researchreportsworld.com/enquiry/request-sample/20949339

Global High Bandwidth Memory (HBM) Market Overview

The primary highlights of the report offer important details pertaining to profit estimations, statistics, and applications of this product. Our report covers regional analysis of the domestic markets, key company profiles, value chain analysis, consumption, demand, and growth areas. The report analyzes major market firms, focusing on their innovative developments, product launches, operations, and emerging market players to implement new business growth strategies. The report focuses on growth prospects, restraints, and trends of the global High Bandwidth Memory (HBM) market analysis. The study provides Porter’s five forces analysis to understand the impact of various factors such as bargaining power of suppliers, competitive intensity of competitors, threat of new entrants, threat of substitutes, and bargaining power of buyers on the global High Bandwidth Memory (HBM) market outlook.

High Bandwidth Memory (HBM) uses tracking and customer behavioral analysis to Improve corporate operations. Furthermore, when compared to on premise deployment, the deployment paradigm enables the implementation of analytics solutions at a low cost. Executives, data analysts, team leaders, managers, and professionals use business intelligence (BI) tools to collect, analyses, visualize, and report on numerous functions within a company and apply their results to their respective industries.

The report contains different market predictions related to revenue size, production, CAGR, Consumption, gross margin, price, and other substantial factors. While emphasizing the key driving and restraining forces for this market, the report also offers a complete study of the future trends and developments of the market. It also examines the role of the leading market players involved in the industry including their corporate overview, financial summary and SWOT analysis.

Get a sample copy of the High Bandwidth Memory (HBM) Market Report

List of TOP KEY PLAYERS in High Bandwidth Memory (HBM) Market Report are: -

● NVIDIA Corporation
● Micron Technology, Inc.
● Arira Design
● Advanced Micro Devices, Inc.
● ARM Ltd.
● Fujitsu Ltd.
● Cray, Inc.
● Xilinx Inc.
● SK Hynix, Inc.
● Rambus, Inc.
● Samsung Electronics Co., Ltd.
● Intel Corporation
● Open-Silicon, Inc.
● IBM Corporation
● Marvell Technology Group Ltd.
● Cadence Design Systems, Inc.

Global High Bandwidth Memory (HBM) Market Growth report serves to be an ideal solution for better understanding of the Market. It is helpful in finding out the size of the Market for specific products. These major players operating in this Market are in strong competition in terms of technology, innovation, product development, and product pricing. The Market study aids in making sales forecasts for its products and thereby, establishing harmonious adjustment between demand and supply of its products.

The report gives a comprehensive investigation of the global High Bandwidth Memory (HBM) market. The report contains huge data, measurable information focuses, factual reviewing, SWOT analysis, chance assessment, genuine scene, common exploration, and future improvement prospects. The analysis aims to specify market sizes in individual sections and countries in preceding years and forecast the worth in the subsequent years. The report saves valuable time as well as adds credibility to the work that has been done to grow the business.

Enquire before purchasing this report -https://www.researchreportsworld.com/enquiry/pre-order-enquiry/20949339

Global High Bandwidth Memory (HBM) Market Segmentation Analysis

Global High Bandwidth Memory (HBM) Market forecast report provides a holistic evaluation of the market. The report offers a comprehensive analysis of key segments, trends, drivers, restraints, competitive landscape, and factors that are playing a substantial role in the market.

By the product type, the market is primarily split into

● Central Processing Unit ● Field-programmable Gate Array ● Graphics Processing Unit ● Application-specific Integrated Circuit ● Accelerated Processing Unit

Based on Component, High Bandwidth Memory (HBM) is a business solution that provides an in-depth analysis of crowd movement at large gathering locations such as airports and train stations, city malls, retail stores, convention centers, stadiums, and other venues. Data from a variety of sources, including closed-circuit television cameras (CCTV), commercial off-the-shelf cameras, and first- and third-party consumer data, is processed using powerful artificial intelligence approaches to present prediction crowd flow models and customer preference patterns.

By the end users/application, this report covers the following segments

● High-performance Computing (HPC) ● Networking ● Data Centers ● Graphics

Based on the End Use, the High Bandwidth Memory (HBM) Market Trend is bifurcated into Aromatic Industries, Automotive, Building and Construction, Paints, Agrochemicals, and others. It is a low-cost solution that outperforms most composite applications in terms of price vs. performance. In the next five years, hydrocarbon resin is expected to remain the second-largest application in the worldwide High Bandwidth Memory (HBM) Market, owing to increased usage in adhesives, coatings, printing inks, and rubber goods. Also growing construction activities will help this market is growing.

COVID-19 impact on the market

COVID-19 is an infectious disease caused by the novel coronavirus. Largely unknown before this outbreak across the world, COVID-19 has moved from a regional crisis to a global pandemic in just a matter of a few weeks. The World Health Organization (WHO) declared COVID-19 as a pandemic on March 11, 2020.

To know How COVID-19 Pandemic Will Impact This Market/Industry-Request a sample copy of the report-:https://www.researchreportsworld.com/enquiry/request-covid19/20949339

Geographic Segment Covered in the Report:

The High Bandwidth Memory (HBM) report provides information about the market area, which is further subdivided into sub-regions and countries/regions. In addition to the market share in each country and sub-region, this chapter of this report also contains information on profit opportunities. This chapter of the report mentions the market share and growth rate of each region, country and sub-region during the estimated period.

North America(USA and Canada) ● Europe(UK, Germany, France and the rest of Europe) ● Asia Pacific(China, Japan, India, and the rest of the Asia Pacific region) ● Latin America(Brazil, Mexico, and the rest of Latin America) ● Middle East and Africa(GCC and rest of the Middle East and Africa)

Purchase this report (Price 3450 USD for a single-user license) -https://www.researchreportsworld.com/purchase/20949339

Detailed TOC of Global High Bandwidth Memory (HBM) Market Research Report 2022 - Impact of COVID-19 on the Market

1 High Bandwidth Memory (HBM) Market Overview

1.1 Product Overview and Scope of High Bandwidth Memory (HBM) Market

1.2 High Bandwidth Memory (HBM) Market Segment by Type

1.3 Global High Bandwidth Memory (HBM) Market Segment by Application

1.4 Global High Bandwidth Memory (HBM) Market, Region Wise (2017-2029)

1.5 Global Market Size (Revenue) of High Bandwidth Memory (HBM) (2017-2029)

1.6 Influence of Regional Conflicts on the High Bandwidth Memory (HBM) Industry

1.7 Impact of Carbon Neutrality on the High Bandwidth Memory (HBM) Industry

2 High Bandwidth Memory (HBM) Market Upstream and Downstream Analysis

2.1 High Bandwidth Memory (HBM) Industrial Chain Analysis

2.2 Key Raw Materials Suppliers and Price Analysis

2.3 Key Raw Materials Supply and Demand Analysis

2.4 Market Concentration Rate of Raw Materials

2.5 Manufacturing Process Analysis

2.6 Manufacturing Cost Structure Analysis

2.7 Major Downstream Buyers of High Bandwidth Memory (HBM) Analysis

2.8 Impact of COVID-19 on the Industry Upstream and Downstream

3 Players Profiles

4 Global High Bandwidth Memory (HBM) Market Landscape by Player

4.1 Global High Bandwidth Memory (HBM) Sales and Share by Player (2017-2022)

4.2 Global High Bandwidth Memory (HBM) Revenue and Market Share by Player (2017-2022)

4.3 Global High Bandwidth Memory (HBM) Average Price by Player (2017-2022)

4.4 Global High Bandwidth Memory (HBM) Gross Margin by Player (2017-2022)

4.5 High Bandwidth Memory (HBM) Market Competitive Situation and Trends

5 Global High Bandwidth Memory (HBM) Sales, Revenue, Price Trend by Type

5.1 Global High Bandwidth Memory (HBM) Sales and Market Share by Type (2017-2022)

5.2 Global High Bandwidth Memory (HBM) Revenue and Market Share by Type (2017-2022)

5.3 Global High Bandwidth Memory (HBM) Price by Type (2017-2022)

5.4 Global High Bandwidth Memory (HBM) Sales, Revenue and Growth Rate by Type (2017-2022)

6 Global High Bandwidth Memory (HBM) Market Analysis by Application

6.1 Global High Bandwidth Memory (HBM) Consumption and Market Share by Application (2017-2022)

6.2 Global High Bandwidth Memory (HBM) Consumption Revenue and Market Share by Application (2017-2022)

6.3 Global High Bandwidth Memory (HBM) Consumption and Growth Rate by Application (2017-2022)

7 Global High Bandwidth Memory (HBM) Sales and Revenue Region Wise (2017-2022)

7.1 Global High Bandwidth Memory (HBM) Sales and Market Share, Region Wise (2017-2022)

7.2 Global High Bandwidth Memory (HBM) Revenue and Market Share, Region Wise (2017-2022)

7.3 Global High Bandwidth Memory (HBM) Sales, Revenue, Price and Gross Margin (2017-2022)

7.4 United States High Bandwidth Memory (HBM) Sales, Revenue, Price and Gross Margin (2017-2022)

7.5 Europe High Bandwidth Memory (HBM) Sales, Revenue, Price and Gross Margin (2017-2022)

7.6 China High Bandwidth Memory (HBM) Sales, Revenue, Price and Gross Margin (2017-2022)

7.7 Japan High Bandwidth Memory (HBM) Sales, Revenue, Price and Gross Margin (2017-2022)

7.8 India High Bandwidth Memory (HBM) Sales, Revenue, Price and Gross Margin (2017-2022)

7.9 Southeast Asia High Bandwidth Memory (HBM) Sales, Revenue, Price and Gross Margin (2017-2022)

7.10 Latin America High Bandwidth Memory (HBM) Sales, Revenue, Price and Gross Margin (2017-2022)

7.11 Middle East and Africa High Bandwidth Memory (HBM) Sales, Revenue, Price and Gross Margin (2017-2022)

8 Global High Bandwidth Memory (HBM) Market Forecast (2022-2029)

8.1 Global High Bandwidth Memory (HBM) Sales, Revenue Forecast (2022-2029)

8.2 Global High Bandwidth Memory (HBM) Sales and Revenue Forecast, Region Wise (2022-2029)

8.3 Global High Bandwidth Memory (HBM) Sales, Revenue and Price Forecast by Type (2022-2029)

8.4 Global High Bandwidth Memory (HBM) Consumption Forecast by Application (2022-2029)

8.5 High Bandwidth Memory (HBM) Market Forecast Under COVID-19

9 Industry Outlook

9.1 High Bandwidth Memory (HBM) Market Drivers Analysis

9.2 High Bandwidth Memory (HBM) Market Restraints and Challenges

9.3 High Bandwidth Memory (HBM) Market Opportunities Analysis

9.4 Emerging Market Trends

9.5 High Bandwidth Memory (HBM) Industry Technology Status and Trends

9.6 News of Product Release

9.7 Consumer Preference Analysis

9.8 High Bandwidth Memory (HBM) Industry Development Trends under COVID-19 Outbreak

10 Research Findings and Conclusion

11 Appendix

Browse complete table of contents at -https://www.researchreportsworld.com/TOC/20949339

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Wed, 06 Jul 2022 19:09:00 -0500 en-US text/html https://www.marketwatch.com/press-release/high-bandwidth-memory-hbm-market-to-experience-a-significant-increase-in-revenues-by-2022-2029-103-report-pages-2022-07-07
Killexams : Secure Data Destruction Market to Experience a Significant Increase in Revenues by 2022-2029 | 127 Report Pages

The MarketWatch News Department was not involved in the creation of this content.

Jul 06, 2022 (The Expresswire) -- Global “Secure Data DestructionMarket2022 Research report is an in-depth study of the market Analysis. Along with the most accurate patterns and figures that uncovers a wide examination of the market offer. Secure Data Destruction Market size, Market status and position of worldwide and key areas, with points of view of makers, locales, item types and end businesses this report examination the highest organizations in worldwide and principle districts, and parts the Secure Data Destruction Market Analysis by item type and applications or end enterprises.All the fundamental data, needed to comprehend the vital advancements in the market spending in Secure Data Destruction market share and development patterns of each fragment and district.

Get a sample PDF of the report at -https://www.researchreportsworld.com/enquiry/request-sample/20949587

Global Secure Data Destruction Market Overview

The primary highlights of the report offer important details pertaining to profit estimations, statistics, and applications of this product. Our report covers regional analysis of the domestic markets, key company profiles, value chain analysis, consumption, demand, and growth areas. The report analyzes major market firms, focusing on their innovative developments, product launches, operations, and emerging market players to implement new business growth strategies. The report focuses on growth prospects, restraints, and trends of the global Secure Data Destruction market analysis. The study provides Porter’s five forces analysis to understand the impact of various factors such as bargaining power of suppliers, competitive intensity of competitors, threat of new entrants, threat of substitutes, and bargaining power of buyers on the global Secure Data Destruction market outlook.

Secure Data Destruction uses tracking and customer behavioral analysis to Improve corporate operations. Furthermore, when compared to on premise deployment, the deployment paradigm enables the implementation of analytics solutions at a low cost. Executives, data analysts, team leaders, managers, and professionals use business intelligence (BI) tools to collect, analyses, visualize, and report on numerous functions within a company and apply their results to their respective industries.

The report contains different market predictions related to revenue size, production, CAGR, Consumption, gross margin, price, and other substantial factors. While emphasizing the key driving and restraining forces for this market, the report also offers a complete study of the future trends and developments of the market. It also examines the role of the leading market players involved in the industry including their corporate overview, financial summary and SWOT analysis.

Get a sample copy of the Secure Data Destruction Market Report

List of TOP KEY PLAYERS in Secure Data Destruction Market Report are: -

● Garner Products
● Evernex
● Lenovo
● IBM
● TechGenix
● Blancco
● HP
● Computer Disposals Ltd

Global Secure Data Destruction Market Growth report serves to be an ideal solution for better understanding of the Market. It is helpful in finding out the size of the Market for specific products. These major players operating in this Market are in strong competition in terms of technology, innovation, product development, and product pricing. The Market study aids in making sales forecasts for its products and thereby, establishing harmonious adjustment between demand and supply of its products.

The report gives a comprehensive investigation of the global Secure Data Destruction market. The report contains huge data, measurable information focuses, factual reviewing, SWOT analysis, chance assessment, genuine scene, common exploration, and future improvement prospects. The analysis aims to specify market sizes in individual sections and countries in preceding years and forecast the worth in the subsequent years. The report saves valuable time as well as adds credibility to the work that has been done to grow the business.

Enquire before purchasing this report -https://www.researchreportsworld.com/enquiry/pre-order-enquiry/20949587

Global Secure Data Destruction Market Segmentation Analysis

Global Secure Data Destruction Market forecast report provides a holistic evaluation of the market. The report offers a comprehensive analysis of key segments, trends, drivers, restraints, competitive landscape, and factors that are playing a substantial role in the market.

By the product type, the market is primarily split into

● Hardware ● Software ● Service

Based on Component, Secure Data Destruction is a business solution that provides an in-depth analysis of crowd movement at large gathering locations such as airports and train stations, city malls, retail stores, convention centers, stadiums, and other venues. Data from a variety of sources, including closed-circuit television cameras (CCTV), commercial off-the-shelf cameras, and first- and third-party consumer data, is processed using powerful artificial intelligence approaches to present prediction crowd flow models and customer preference patterns.

By the end users/application, this report covers the following segments

● Optical Media ● USB Storage Flash ● Hard Drives ● Floppy Disks ● Mobile Phones ● Mass Storage ● Tape Storage ● Cloud Storage ● Remote Email and Services

Based on the End Use, the Secure Data Destruction Market Trend is bifurcated into Aromatic Industries, Automotive, Building and Construction, Paints, Agrochemicals, and others. It is a low-cost solution that outperforms most composite applications in terms of price vs. performance. In the next five years, hydrocarbon resin is expected to remain the second-largest application in the worldwide Secure Data Destruction Market, owing to increased usage in adhesives, coatings, printing inks, and rubber goods. Also growing construction activities will help this market is growing.

COVID-19 impact on the market

COVID-19 is an infectious disease caused by the novel coronavirus. Largely unknown before this outbreak across the world, COVID-19 has moved from a regional crisis to a global pandemic in just a matter of a few weeks. The World Health Organization (WHO) declared COVID-19 as a pandemic on March 11, 2020.

To know How COVID-19 Pandemic Will Impact This Market/Industry-Request a sample copy of the report-:https://www.researchreportsworld.com/enquiry/request-covid19/20949587

Geographic Segment Covered in the Report:

The Secure Data Destruction report provides information about the market area, which is further subdivided into sub-regions and countries/regions. In addition to the market share in each country and sub-region, this chapter of this report also contains information on profit opportunities. This chapter of the report mentions the market share and growth rate of each region, country and sub-region during the estimated period.

North America(USA and Canada) ● Europe(UK, Germany, France and the rest of Europe) ● Asia Pacific(China, Japan, India, and the rest of the Asia Pacific region) ● Latin America(Brazil, Mexico, and the rest of Latin America) ● Middle East and Africa(GCC and rest of the Middle East and Africa)

Purchase this report (Price 3450 USD for a single-user license) -https://www.researchreportsworld.com/purchase/20949587

Detailed TOC of Global Secure Data Destruction Market Research Report 2022 - Impact of COVID-19 on the Market

1 Secure Data Destruction Market Overview

1.1 Product Overview and Scope of Secure Data Destruction Market

1.2 Secure Data Destruction Market Segment by Type

1.3 Global Secure Data Destruction Market Segment by Application

1.4 Global Secure Data Destruction Market, Region Wise (2017-2029)

1.5 Global Market Size (Revenue) of Secure Data Destruction (2017-2029)

1.6 Influence of Regional Conflicts on the Secure Data Destruction Industry

1.7 Impact of Carbon Neutrality on the Secure Data Destruction Industry

2 Secure Data Destruction Market Upstream and Downstream Analysis

2.1 Secure Data Destruction Industrial Chain Analysis

2.2 Key Raw Materials Suppliers and Price Analysis

2.3 Key Raw Materials Supply and Demand Analysis

2.4 Market Concentration Rate of Raw Materials

2.5 Manufacturing Process Analysis

2.6 Manufacturing Cost Structure Analysis

2.7 Major Downstream Buyers of Secure Data Destruction Analysis

2.8 Impact of COVID-19 on the Industry Upstream and Downstream

3 Players Profiles

4 Global Secure Data Destruction Market Landscape by Player

4.1 Global Secure Data Destruction Sales and Share by Player (2017-2022)

4.2 Global Secure Data Destruction Revenue and Market Share by Player (2017-2022)

4.3 Global Secure Data Destruction Average Price by Player (2017-2022)

4.4 Global Secure Data Destruction Gross Margin by Player (2017-2022)

4.5 Secure Data Destruction Market Competitive Situation and Trends

5 Global Secure Data Destruction Sales, Revenue, Price Trend by Type

5.1 Global Secure Data Destruction Sales and Market Share by Type (2017-2022)

5.2 Global Secure Data Destruction Revenue and Market Share by Type (2017-2022)

5.3 Global Secure Data Destruction Price by Type (2017-2022)

5.4 Global Secure Data Destruction Sales, Revenue and Growth Rate by Type (2017-2022)

6 Global Secure Data Destruction Market Analysis by Application

6.1 Global Secure Data Destruction Consumption and Market Share by Application (2017-2022)

6.2 Global Secure Data Destruction Consumption Revenue and Market Share by Application (2017-2022)

6.3 Global Secure Data Destruction Consumption and Growth Rate by Application (2017-2022)

7 Global Secure Data Destruction Sales and Revenue Region Wise (2017-2022)

7.1 Global Secure Data Destruction Sales and Market Share, Region Wise (2017-2022)

7.2 Global Secure Data Destruction Revenue and Market Share, Region Wise (2017-2022)

7.3 Global Secure Data Destruction Sales, Revenue, Price and Gross Margin (2017-2022)

7.4 United States Secure Data Destruction Sales, Revenue, Price and Gross Margin (2017-2022)

7.5 Europe Secure Data Destruction Sales, Revenue, Price and Gross Margin (2017-2022)

7.6 China Secure Data Destruction Sales, Revenue, Price and Gross Margin (2017-2022)

7.7 Japan Secure Data Destruction Sales, Revenue, Price and Gross Margin (2017-2022)

7.8 India Secure Data Destruction Sales, Revenue, Price and Gross Margin (2017-2022)

7.9 Southeast Asia Secure Data Destruction Sales, Revenue, Price and Gross Margin (2017-2022)

7.10 Latin America Secure Data Destruction Sales, Revenue, Price and Gross Margin (2017-2022)

7.11 Middle East and Africa Secure Data Destruction Sales, Revenue, Price and Gross Margin (2017-2022)

8 Global Secure Data Destruction Market Forecast (2022-2029)

8.1 Global Secure Data Destruction Sales, Revenue Forecast (2022-2029)

8.2 Global Secure Data Destruction Sales and Revenue Forecast, Region Wise (2022-2029)

8.3 Global Secure Data Destruction Sales, Revenue and Price Forecast by Type (2022-2029)

8.4 Global Secure Data Destruction Consumption Forecast by Application (2022-2029)

8.5 Secure Data Destruction Market Forecast Under COVID-19

9 Industry Outlook

9.1 Secure Data Destruction Market Drivers Analysis

9.2 Secure Data Destruction Market Restraints and Challenges

9.3 Secure Data Destruction Market Opportunities Analysis

9.4 Emerging Market Trends

9.5 Secure Data Destruction Industry Technology Status and Trends

9.6 News of Product Release

9.7 Consumer Preference Analysis

9.8 Secure Data Destruction Industry Development Trends under COVID-19 Outbreak

10 Research Findings and Conclusion

11 Appendix

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Killexams : Unleashing Breakthrough Innovation in Government

(Illustration by Dan Page) 

The innovators who shake up industries the most do so by reimagining how things should look from the ground up. Apple co-founder Steve Jobs imagined a world where everyone owned a computer, not just the corporations that could afford an IBM mainframe. Twitter cofounder Evan Williams imagined a world where everyone could publish content on the Internet, not just the media companies who could afford expensive Web publishing programs.

Incremental innovations occur everywhere, but breakthrough innovations—the kind that leverage new technologies and business models to drive down costs, increase accessibility, and Improve services—have tended to remain the province of the private sector. Returnseeking investors and entrepreneurs reap the financial rewards of changing the world by tearing down the structures of old industries.

Fortunately, that type of innovation is beginning to trickle into government as well. Leaders inside the public sector are slowly learning to pursue these major breakthroughs without the benefit of the profit motives that drive entrepreneurs elsewhere. Take, for instance, an innovation pursued in the US capitol by the District of Columbia Department of Transportation (DDOT). The agency envisioned a time when the city would no longer need traditional, coin-operated parking meters and the expensive employees required to collect the coins. In its place, DDOT would create a system in which people simply hit a “pay-my-meter” button on their Internet-connected phones. The system would be easier for drivers to use (no more carrying around bags of change) and less expensive for the city to operate. Despite these obvious benefits, the improvement would also require the city to migrate away from an established system that employed many workers and relied on existing infrastructure—the type of situation that has long made it difficult to implement innovations in the public sector. To the surprise of many, DDOT’s two-year endeavor was successful. In a sector known for special interests, unions, and a lack of competition, the agency successfully pioneered a model that embraced new technology to Improve convenience for citizens and drive down costs for the city.

All too often, this kind of success has not been the outcome. Many citizens believe that the public sector is incapable of such innovation because of the absence of competitive forces, lack of incentives for employees, and excessive red tape. And ordinary citizens are not alone in their concern. Government leaders and employees are quick to point toward systemic problems such as outmoded human resources systems, a budgeting process that rewards extraordinary performance by reducing future resources, and burdensome request for proposal (RFP) systems as explanations for their lack of change.

For many reasons, this sorry state of public sector innovation cannot stand. The US economy has stagnated for nearly four years. In 2012, gross domestic product (GDP) was $15.7 trillion, having grown only 0.6 percent in inflation-adjusted terms since 2007. Similar economic conditions exist throughout much of the developed world. At the same time that public leaders struggle to find a means to spur growth, municipal and state governments hurtle toward fiscal crises of unparalleled proportions, carrying billions in unfunded debt obligations. During this time of adversity, government, a sector that accounts for 24 percent of US GDP and one-sixth of employment, needs to be a solution to our problems—not one of the sources.1

Over the past year, our research group at Harvard Business School led an effort to discover how to empower public leaders to drive out unnecessary costs where possible, freeing up capital to help spur economic growth. Our group—supported by contributions from research groups at Harvard Kennedy School, various municipalities, and the Office of Science and Technology Policy of the White House—surveyed hundreds of government initiatives, interviewed public sector innovators, collaborated with academics across the country, and convened some of the brightest minds in the field for a conference at Harvard Business School. We grounded our research in theories of causality from both the studies of microeconomics and the management sciences, such as the theory of disruption.

What we found confirmed our hypothesis: Breakthrough innovation in government is possible.

As we studied instances of successful and unsuccessful innovation in government, we identified scenarios in which leaders were able to drive out costs through the implementation of novel technologies and service models that got the job done better for constituents. As the causal theories suggested, the difference between success and failure was the ability to create or preserve most if not all of these five conditions for breakthrough innovation:

  • Ability to experiment
  • Ability to sunset outdated infrastructure
  • Existence of feedback loops
  • Existence of incentives for product or service improvement
  • Existence of budget constraints for end users

For instance, by developing robust feedback loops along with the other conditions into their traditional budgeting process, the government of Hampton, Virginia, was able to survive an 8.4 percent budget gap—including program reductions ranging from 18 to 23 percent for economic vitality and neighborhoods, infrastructure, and leisure services—without experiencing a decrease in citizen satisfaction. Instead of cutting across the board, the feedback loop helped the city of Hampton cut only those programs in which the government was providing taxpayers with luxury services when they were happy to settle for more economical services. In Philadelphia the addition of experimental infrastructure for waste collection empowered the city to identify a new service model that reduced departmental operating budgets by almost 70 percent.

In this article, we illustrate how these five conditions enable breakthrough innovation in the public sector. Though our research focused on municipal service innovation, we suspect that the same principles are true at all levels of government. We will also address some of the practical barriers to creating innovative organizations—knowing what to do is only part of the answer; understanding how to create change is an integral part of the solution. To that end, we will offer recommendations on how public leaders, social entrepreneurs, and non-government organization (NGO) managers can encourage innovation in ways that will not be rejected by the system.

By documenting what empowers successful innovation, we hope to make the process repeatable and scalable. Government progress should not have to rest on the herculean efforts of lone innovators; it must be based on sound theory if it can help us to solve the pressing problems facing our society.

The Five Conditions for Innovation

In the book Seeing What’s Next,2 members of our research group introduced a framework to evaluate innovation systems. The authors suggested that two primary factors set the stage for innovation: ability and motivation. These broad categories simplify underlying economic conditions of market structure and information flow within well-functioning free markets. When both ability and motivation are present in a market, a hotbed of innovation forms—in much the same way as the Internet has led to a deluge of entrepreneurship and innovation. When ability and motivation are not present, innovation stalls.

This framework had one principal limitation, however: The scope of the analysis was limited to the private sector, where access to markets (ability) and the profit motive (motivation) are intrinsically present. In the public sector, by contrast, we cannot assume that entry and exit are as simple as incorporating and declaring bankruptcy, or that profit will serve as the primary motivation.

Our challenge was to discover what underlying conditions inherent to private sector innovation needed to be replicated in the public sector. We found that the ability to innovate is derived from the first two conditions—the ability to experiment and the ability to sunset outdated infrastructure. Fundamentally, innovation requires something new to replace the old. Often, it is difficult for incumbents with a vested interest in the status quo to participate in pushing their own obsolescence. In the public sector where startups do not naturally attack incumbents for market share, leaders must find other methods to preserve these two conditions.

The remaining three conditions—the existence of feedback loops, the existence of incentives for product or service improvement, and the existence of budget constraints for end users—all can motivate government innovators in the right direction. Whereas profit and price work together to drive private sector innovators toward optimal solutions, motivating government innovators toward socially optimal outcomes requires more thoughtful direction.

Together, the five conditions allow public sector innovators to try, test, adopt, and reject new technologies and service models. The conditions ensure that the dramatic transitions to less expensive products, which generally perform worse when compared to incumbents, occur only in situations where customers are over-served by existing solutions. These same conditions ensure that public managers do not pursue unnecessary incremental innovation when constituents do not value it. By thoughtfully creating and preserving the five conditions, public innovators can harness much of the power previously relegated to the private sector.

To illustrate how these conditions affect the innovation process, we will examine each of the five conditions and their influence on the implementation of the mobile-payment parking system in Washington, D.C. (In 2010, the municipal government contracted with the private firm Parkmobile to provide a remotely monitored parking system alongside traditional parking meters. The technology was developed and managed by Parkmobile, and the deployment parameters and budgeting decisions remained in the hands of local government.)3

Ability to experiment | Any organization that wishes to adapt to its changing environment needs a system for experimenting with new technologies and delivery models. Without the ability to develop experimental infrastructure, fundamentally new and different approaches rarely emerge. In the private sector, we see this mechanism arise in both the form of corporate innovation and new entrants in existing industries. Unfortunately, public managers often encounter structural barriers when they attempt to experiment. Instead of eliciting exuberance from voters, deployment of capital for experimental projects draws scrutiny from watchdog groups and regulators alike. Without data to validate an initiative’s existence, the public sector attacks the experimental efforts. Yet the inherent paradox is that in order to generate data, experiments are required. To overcome this dilemma, public leaders must behave like venture capitalists by placing small bets based on a theory about the future and using those bets to guide subsequent action.

In the case of Washington’s parking innovation, the DDOT created a thoughtful methodology for experimentation. In 2010, a year before a full rollout was planned and approved, the city started a pilot program for Parkmobile in a single area of the city. This experiment allowed the municipality to gauge how citizens would react to the new service. The positive reception and uptake of the Parkmobile system indicated that the service had promise and would likely be successful across the city. An important feature of the initial system was that it did not require removing the legacy infrastructure. Instead, the Parkmobile system was overlay as an alternative experimental system, minimizing the disruption to citizens’ lives.

Ability to sunset outdated infrastructure | If an experiment is successful, a new challenge is revealed—namely, phasing out the old product or service. In the private sector, when businesses fail to adopt the appropriate technologies or service models, competitors steal their customers and market forces push laggards out of the market. Most government agencies do not experience this process—just look at the difficulty the US Postal Service is having in cutting back its delivery schedule. In fact, many agencies actually lack the ability to freely remove outdated technology and business models.

Though Parkmobile has been successful as an additional layer of Washington’s transportation infrastructure, the full value of the innovation will be realized only after the old infrastructure and collection system is phased out. It was not possible to phase out the old system until the new one was in place. Thus during the rollout, traditional and mobile-payment technology were duplicated for all of the more than 17,000 parking spots. Now the city can phase out the old parking meters and begin to realize the benefits of the new system.

Existence of feedback loops | Once the experimental infrastructure is in place, it should be no surprise that strong feedback loops between the citizens and public servants are required to motivate investment into and adoption of the right innovations. In the private sector, when products and services fail to meet customer expectations, firms have a natural incentive to Improve their offerings: the allure of increased market share and the pursuit of premium prices. The feedback loops offered through free market transactions also help private sector innovators identify when their offerings have exceeded customer desire: At some point customers stop paying for incremental improvements. In government, this sort of signal is often lost. Citizens can express dissatisfaction through votes, but these votes are rarely effective at critiquing the performance of specific programs. Unfortunately, without explicit feedback, it is difficult for managers running these programs to judge when to focus on improving service versus reducing cost.

For the mobile-payment rollout in Washington, D.C., a feedback loop was embedded into the experimental system itself. Municipal leaders captured and analyzed a great deal of data from Parkmobile’s online system. The behavior of people using the system led them to see the value the system created directly. After one year, transactions through the mobile-payment system increased by more than 430 percent. This aggressive adoption rate and widespread usage indicated that parkers preferred the new system, providing justification to sunset the old one. The city also learned that 74 percent of all transactions were occurring through the cell phone application, a fact that allowed the government to extrapolate which geographic areas would be more likely to embrace the system upon full implementation.

Existence of incentives for product or service improvement | Armed with the knowledge of what customers want, suppliers can Improve their offerings. They must also, however, have the motivation to make improvements. In the private sector, this motivation often stems from the ability to charge higher prices or reach more customers, thereby increasing profits. Though the profit motive does not exist in the public sector, motivation can still be created. For example, decreasing their budget difficulties through access to increased revenue and reduced costs will incentivize senior managers to innovate. Similarly, individual government employees can be motivated by the mission of the work or by recognition for doing it. The difficulty in public management is not creating motivation—it is ensuring that motivation is appropriately aligned with the goals of the organization.

In Washington, D.C., the motivation to Improve performance was twofold. First, municipal leaders saw the mobile payments system as a way to capture savings and increase revenue—thereby decreasing budget burdens on the city. Municipal innovators also had another meaningful motivator: being considered forward-thinking. Adrian Fenty, the mayor of Washington, D.C., at the time of the effort, was known to promote this trait in his managers. Innovators inside the government knew that they would be recognized for their innovative solutions, a public reward that provided a powerful, non-financial incentive.

Existence of budget constraints for end users | In any transaction, customer behavior is affected by budget constraints. Budgets force prioritization. For example, when a person has a limited amount of money, she will probably pay the rent on her apartment before she goes on a vacation. Not only do limited financial resources force people to prioritize, they also create incentives to cut costs. If the same person can find a less expensive apartment, she can use the savings to go on vacation. For breakthrough innovation to take hold, government leaders should ensure that budget constraints exist for end users in order to motivate the appropriate prioritization. In some situations, such as in the case of individually distributed services like postal delivery, those constraints should be placed on the customers themselves. In other situations, such as in the case of defense procurement, the constraint should be placed on the person responsible for acquisition. Regardless of where the constraint falls, it is vital that budget incentives be used to force prioritization.

In the case of Parkmobile, customer time and cash constraints naturally force prioritization. Setting up Parkmobile can be a hassle: the user needs to get an app, create an account, and register her car before she can pay for parking. Fortunately, after the initial set-up, the enhanced functionality compared to parking meters is realized: the ability to pay without quarters; receiving text messages warning that time is about to run out; and the ease of paying for more time when the driver is miles away from the car. The mobile payment story in Washington, D.C., is still unfolding, but it is undeniable that following the five conditions has allowed the city to pursue a breakthrough in a core service. And the US capitol is not an outlier. There are many other examples of municipalities successfully embedding the five conditions for successful innovation. (See “Breakthrough Innovations in Government Across the United States” below.)

 

The five conditions for innovation make continuous change possible. Though many of our examples highlight cities that have embraced new service models and technologies and driven unnecessary costs out of their systems, continuous change also allows for improvements in other areas of government such as transparency, performance-based funding, civic engagement, and measuring social outcomes, each of which provides an even stronger argument for enabling breakthrough innovation in the public sector.

Planning for Breakthrough Innovation

Of course, ensuring that the five conditions are properly embedded in a public service or product does not by itself certain successful innovation. Innovation is always an uncertain endeavor—no innovator ever enjoys a 100 percent hit rate. Therefore, ensuring that the system facilitates experimentation even in the wake of failures, identifying what is working through small-scale data gathering efforts, and then scaling up new solutions become even more important. Successful public sector innovators actively shield themselves from the scrutiny and interference that can derail their efforts. Through our study, we identified four best practices to help public leaders succeed.

Identify white space for innovation | Academics often point private sector managers toward innovation in areas lacking competition. Our colleague Mark Johnson codified this sort of thinking in his 2011 book Seizing the White Space.4 By delivering differentiated products and services in underdeveloped segments of the market, innovators can avoid profit-inhibiting competition. Though public sector innovation does not suffer the same competitive threat, the threats of special interests and existing regulation create equally compelling support for innovating in new ways. For instance, Web and mobile application development, bike sharing, and pop-up retail represent burgeoning areas of opportunity for municipal innovators. As each of these areas is relatively novel, little policy has been created that dictates how public leaders can leverage them to affect change. This white space empowers government innovators to test novel solutions to problems on top of existing structures, in some situations generating compelling evidence for how products or services can be further developed.

Minimize expenditure, embed in an existing budget | Watchful public interest groups are always on the lookout for new, unnecessary, or redundant programs that might be evidence of pork barrel spending or waste. Although transparency is generally a good thing, it can make it more difficult for government innovators to launch new programs, especially ones that might seem to replicate existing services (as the D.C. parking program did). One way to avoid such scrutiny is to stay lean, spending the least amount of money to learn the most in any experimental process. The Office of Science and Technology of the White House, for example, created a program called RFP-EZ to solicit solutions from non-traditional sources. Because RFP-EZ is restricted to projects costing below $125,000, a small amount for federal procurement, the executive branch has been able to minimize scrutiny and increase efficiency in the procurement process. Another way to protect programs is to embed them inside existing offices. Boston’s Office of New Urban Mechanics and New York City’s <ahref=”http://wagner.nyu.edu/leadership/leadership_dev/bidf.php”>Innovation Delivery Fellows have both positioned themselves inside mayoral offices in order to provide risk-tolerant spaces for innovators. By minimizing attention in these ways, innovators can ensure that they are not seen as harming so-called sacred cows before they have collected valuable data in support of their hypotheses.

Invest in constituent alignment | Nothing breaks down barriers better than making sure that the people affected by an innovation are aware of and in agreement with the change. Many of the programs and services that we have identified as shining examples of public sector innovation were led by managers who were very conscious of bringing along their various constituencies. In Philadelphia, for example, when a new trash collection system was implemented, municipal employees could have resisted efficiency improvements in fear for their jobs. The mayor’s office, however, made it clear that reductions in workforce would be achieved through natural attrition (retirement), not through layoffs. Employees no longer required by the new system would not be fired, but instead would be redirected toward services that needed additional support. By taking into account employee interests, Philadelphia could roll out its program without resistance.

Validate with data | The best case against the status quo is one grounded in scientific research. When the benefits of new services are speculative—even if supported by pundits and academics—it is easy for stakeholders to resist change. Innovators should know what they are testing for and experiment in such a way that makes their achievement irrefutable. Boston’s Office of New Urban Mechanics, for example, has done so with the Citizens Connect mobile application—what some might consider a quantum leap in 3-1-1 services. By demonstrating quantitatively how much additional geographic coverage is achieved, the group has made it difficult for stakeholders in the legacy call center to resist the city’s investment in the program.

The five conditions we have identified lie at the core of breakthrough innovation, enabling a repeatable process that can overcome the absence of competitive forces, lack of incentives for employees, and proliferation of red tape. We no longer need to think of public sector innovation as an exception to the time-tested rule; in fact, we believe the pursuit of breakthrough innovation in government can turn into a more scientific practice than the art form it resembles today.

Throughout the United States and much of the developed world, governments are on the brink of crisis. They need answers to a paradoxical challenge—how to spur economic growth while simultaneously reducing spending. This can be done only when we find novel solutions to the real problems that we have relied on government to solve. By embedding the five conditions for innovation inside new services and products, public innovators can best position their organizations for success in these trying conditions. Though there is no silver bullet for our problems, ensuring that the ability and motivation to innovate effectively exists throughout the public sector is a vital piece of any solution we develop.

Read more stories by Nikhil R. Sahni, Maxwell Wessel & Clayton M. Christensen.

Mon, 23 May 2022 23:10:00 -0500 en-us text/html https://ssir.org/articles/entry/unleashing_breakthrough_innovation_in_government
Killexams : Artificial Intelligence (AI) in Education Market worth $80 billion by 2030, Says Global Market Insights Inc.

Global Market Insights, Inc

Major artificial intelligence (ai) in education market participants include AWS, Blackboard Inc., Blippar, Century Tech Limited, Cerevrum Inc., CheckiO, Pearson PLC, TrueShelf, Querium Corporation, Knewton., Cognii Inc., amongst others

Selbyville, Delaware, July 06, 2022 (GLOBE NEWSWIRE) --

The artificial intelligence (ai) in education market is expected to surpass USD 80 billion by 2030, as reported in a research study by Global Market Insights Inc. The growing emphasis on online learning platforms due to COVID-19 restrictions is driving the AI in education market growth.

Growing investments in AI-based startups are fueling the AI in education market expansion. Investments in the technology are led by digital-native companies and tech giants including Google, Amazon, and Apple. They invest billions of dollars in a wide range of AI applications, ranging from robotics to machine learning, virtual assistance technology, autonomous vehicles, and natural language to computer vision.

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The professional service segment held a market share of around 70% in 2021. As educational institutes are rapidly embracing digital technology solutions, companies are focusing on enhancing the learning experience across coaching institutes. Industry players are also slated to select a professional service partner that can offer expert consulting, maintenance, integration & deployment services and custom offerings including software implementation, test plans & product testing in an institutional environment.

The machine learning technology segment is predicted to grow significantly over the forecast timeline. It captures & maintains the rich content of information coupled with the identification of meaningful patterns and helps in converting it into a structured database for future usage. The technology offers a customizable learning experience, student path prediction, and suggested learning path, identifying weaknesses, and analyzing the areas that require improvement among students.

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K-12 education is anticipated to grow at a CAGR of 45% during 2022 - 2030. New and more critical academic standards are shifting their focus toward measuring students’ problem-solving & critical thinking capabilities and preparing them for higher education & career success.

The smart content segment is projected to witness exponential growth over the forecast period. Digital content platforms are used for their enhanced features to provide an enriched experience for learners and administrator control. The importance of e-learning standards has increased in the past five years, forcing many parties to launch their educational documents online to gather more reviews and new & improved service offerings.

Europe is set to generate a revenue of USD 15 billion in the AI in education market by 2030. European homes have access to fast broadband connections and as the internet penetration increases, the population with access to AI-enabled educational services also rises. These factors are estimated to foster market demand.

Industry participants operating in the market are emphasizing on collaborations with government authorities for accelerating the adoption of advanced learning platforms. For instance, in June 2021, the UK government signed a partnership agreement with IBM to explore and adopt innovative new digital technologies such as Artificial Intelligence (AI) and quantum computing across multiple business sectors. This partnership aimed to enhance productivity, create new skilled jobs, and boost regional & national economic growth.

Some major findings of the AI in education market report include:

  • The rising demand for interactive learning experiences complementing the market revenue.

  • Growing investments in AI-based startups are another factor propelling the market size.

  • The emergence of innovative EdTech startups is enabling consumers to shift toward AI technology-based education.

  • Europe accounted substantial market share in 2021 owing to the presence of prominent players and supportive government initiatives.

  • Major players operating in the AI in education market are AWS, Blackboard Inc., Blippar, Century Tech Limited, Cerevrum Inc., CheckiO, etc.

  • Leaders operating in the market are focusing on developing innovative product launches for advanced online education solutions.

Partial chapters of report table of contents (TOC):

Chapter 2   Executive Summary

2.1    AI in education industry 360º synopsis, 2018 - 2030

2.2    Business trends

2.3    Regional trends

2.4    Component trends

2.5    Deployment model trends

2.6    Technology trends

2.7    Application trends

2.8    End-use trends

Chapter 3   AI in Education Industry Insights

3.1    Introduction

3.2    Impact of COVID-19 outbreak

3.3    Impact of Russia-Ukraine war

3.4    AI in education industry ecosystem analysis

3.5    Industry evolution

3.6    Features & benefits of AI in education sector

3.7    Technology & innovation landscape

3.8    Use cases

3.9    Investment portfolio

3.10    Patent analysis

3.11    Regulatory landscape

3.12    Industry impact forces

3.13    Growth potential analysis

3.14    Porter’s analysis

3.15    PESTEL analysis

About Global Market Insights

Global Market Insights Inc., headquartered in Delaware, U.S., is a global market research and consulting service provider; offering syndicated and custom research reports along with growth consulting services. Our business intelligence and industry research reports offer clients with penetrative insights and actionable market data specially designed and presented to aid strategic decision making. These exhaustive reports are designed via a proprietary research methodology and are available for key industries such as chemicals, advanced materials, technology, renewable energy and biotechnology.

CONTACT: Contact Us: Arun Hegde Corporate Sales, USA Global Market Insights Inc. Phone: 1-302-846-7766 Toll Free: 1-888-689-0688 Email: sales@gminsights.com
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Killexams : Poor oral health including active caries in 187 UK professional male football players: clinical dental examination performed by dentists

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Killexams : Global Workflow Automation Market Report (2022 to 2027) - Featuring Appian, IBM and Kissflow Among Others

DUBLIN, June 20, 2022 /PRNewswire/ -- The "Global Workflow Automation Market (2022-2027) by Offering, Process, Operation, Deployment, Organization Size, Large Enterprises and SMES, Geography, Competitive Analysis and the Impact of Covid-19 with Ansoff Analysis" report has been added to ResearchAndMarkets.com's offering.

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The Global Workflow Automation Market is estimated to be USD 13.32 Bn in 2022 and is projected to reach USD 34.75 Bn by 2027, growing at a CAGR of 21.14%.

Market dynamics are forces that impact the prices and behaviors of the Global Workflow Automation Market stakeholders. These forces create pricing signals which result from the changes in the supply and demand curves for a given product or service. Forces of Market Dynamics may be related to macro-economic and micro-economic factors. There are dynamic market forces other than price, demand, and supply. Human emotions can also drive decisions, influence the market, and create price signals.

As the market dynamics impact the supply and demand curves, decision-makers aim to determine the best way to use various financial tools to stem various strategies for speeding the growth and reducing the risks.

Company Profiles

The report provides a detailed analysis of the competitors in the market. It covers the financial performance analysis for the publicly listed companies in the market. The report also offers detailed information on the companies' accurate development and competitive scenario. Some of the companies covered in this report are AllyO, Appian, Comindware Tracker, Exact, Gravity Flow, IBM Corp, Integrify, IPsoft Inc, Ipsoft Inc, etc.

Countries Studied

  • America (Argentina, Brazil, Canada, Chile, Colombia, Mexico, Peru, United States, Rest of Americas)

  • Europe (Austria, Belgium, Denmark, Finland, France, Germany, Italy, Netherlands, Norway, Poland, Russia, Spain, Sweden, Switzerland, United Kingdom, Rest of Europe)

  • Middle-East and Africa (Egypt, Israel, Qatar, Saudi Arabia, South Africa, United Arab Emirates, Rest of MEA)

  • Asia-Pacific (Australia, Bangladesh, China, India, Indonesia, Japan, Malaysia, Philippines, Singapore, South Korea, Sri Lanka, Thailand, Taiwan, Rest of Asia-Pacific)

Competitive Quadrant

The report includes Competitive Quadrant, a proprietary tool to analyze and evaluate the position of companies based on their Industry Position score and Market Performance score. The tool uses various factors for categorizing the players into four categories. Some of these factors considered for analysis are financial performance over the last 3 years, growth strategies, innovation score, new product launches, investments, growth in market share, etc.

Ansoff Analysis

The report presents a detailed Ansoff matrix analysis for the Global Workflow Automation Market. Ansoff Matrix, also known as Product/Market Expansion Grid, is a strategic tool used to design strategies for the growth of the company. The matrix can be used to evaluate approaches in four strategies viz. Market Development, Market Penetration, Product Development and Diversification. The matrix is also used for risk analysis to understand the risk involved with each approach.

The analyst analyses the Global Workflow Automation Market using the Ansoff Matrix to provide the best approaches a company can take to Improve its market position.

Based on the SWOT analysis conducted on the industry and industry players, The analyst has devised suitable strategies for market growth.

Why buy this report?

  • The report offers a comprehensive evaluation of the Global Workflow Automation Market. The report includes in-depth qualitative analysis, verifiable data from authentic sources, and projections about market size. The projections are calculated using proven research methodologies.

  • The report has been compiled through extensive primary and secondary research. The primary research is done through interviews, surveys, and observation of renowned personnel in the industry.

  • The report includes an in-depth market analysis using Porter's 5 forces model and the Ansoff Matrix. In addition, the impact of Covid-19 on the market is also featured in the report.

  • The report also includes the regulatory scenario in the industry, which will help you make a well-informed decision. The report discusses major regulatory bodies and major rules and regulations imposed on this sector across various geographies.

  • The report also contains the competitive analysis using Positioning Quadrants, the analyst's Proprietary competitive positioning tool.

Key subjects Covered:

1 Report Description

2 Research Methodology

3 Executive Summary

4 Market Dynamics
4.1 Drivers
4.1.1 Ease in Business Processes with the Installation of Workflow Automation Tools
4.1.2 Convergence of Workflow Automation with Traditional Business Processes
4.1.3 Focus on Streamlining Business Processes
4.1.4 Cost Efficiency Through Workflow Automation
4.2 Restraints
4.2.1 Data Insecurity Hindering the Implementation of Workflow Automation in the Financial Sector
4.3 Opportunities
4.3.1 Integration of New Technologies with Workflow Automation
4.3.2 High Demand for Workflow Automation in the Logistics Industry
4.3.3 Increased Focus on Digital Transformation Initiatives
4.4 Challenges
4.4.1 Lack of Awareness Regarding Workflow Automation
4.4.2 High Implementation Cost and Difficulty in Integrating New and Existing Systems Through Workflows

5 Market Analysis
5.1 Regulatory Scenario
5.2 Porter's Five Forces Analysis
5.3 Impact of COVID-19
5.4 Ansoff Matrix Analysis

6 Global Workflow Automation Market, By Offering
6.1 Introduction
6.2 Software
6.2.1 Model-Based Application
6.2.2 Process-Based Application
6.3 Services
6.3.1 Consulting
6.3.2 Integration and Development
6.3.3 Training

7 Global Workflow Automation Market, By Process
7.1 Introduction
7.2 Automated Solution
7.3 Decision Support & Management Solution
7.4 Interaction Solution

8 Global Workflow Automation Market, By Operation
8.1 Introduction
8.2 Rule Based
8.3 Knowledge Based
8.4 Robotic Process Automation Based

9 Global Workflow Automation Market, By Deployment
9.1 Introduction
9.2 Cloud
9.3 On-Premise

10 Global Workflow Automation Market, By Organization Size
10.1 Introduction
10.2 Large Enterprises
10.3 SMES

11 Global Workflow Automation Market, By Large Enterprises and SMES
11.1 BFSI
11.2 Telecom & IT Industry
11.3 Travel, Hospitality, & Transportation Industry
11.4 Retail & Consumer Goods
11.5 Manufacturing & Logistics Industry
11.6 Healthcare & Pharmaceuticals
11.7 Energy & Utilities
11.8 Other Industries

12 Americas' Global Workflow Automation Market
12.1 Introduction
12.2 Argentina
12.3 Brazil
12.4 Canada
12.5 Chile
12.6 Colombia
12.7 Mexico
12.8 Peru
12.9 United States
12.10 Rest of Americas

13 Europe's Global Workflow Automation Market
13.1 Introduction
13.2 Austria
13.3 Belgium
13.4 Denmark
13.5 Finland
13.6 France
13.7 Germany
13.8 Italy
13.9 Netherlands
13.10 Norway
13.11 Poland
13.12 Russia
13.13 Spain
13.14 Sweden
13.15 Switzerland
13.16 United Kingdom
13.17 Rest of Europe

14 Middle East and Africa's Global Workflow Automation Market
14.1 Introduction
14.2 Egypt
14.3 Israel
14.4 Qatar
14.5 Saudi Arabia
14.6 South Africa
14.7 United Arab Emirates
14.8 Rest of MEA

15 APAC's Global Workflow Automation Market
15.1 Introduction
15.2 Australia
15.3 Bangladesh
15.4 China
15.5 India
15.6 Indonesia
15.7 Japan
15.8 Malaysia
15.9 Philippines
15.10 Singapore
15.11 South Korea
15.12 Sri Lanka
15.13 Thailand
15.14 Taiwan
15.15 Rest of Asia-Pacific

16 Competitive Landscape
16.1 Competitive Quadrant
16.2 Market Share Analysis
16.3 Strategic Initiatives
16.3.1 M&A and Investments
16.3.2 Partnerships and Collaborations
16.3.3 Product Developments and Improvements

17 Company Profiles

18 Appendix

For more information about this report visit https://www.researchandmarkets.com/r/btf76f

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SOURCE Research and Markets

Mon, 20 Jun 2022 07:46:00 -0500 en-US text/html https://finance.yahoo.com/news/global-workflow-automation-market-report-193000080.html
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