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Oracle Management Cloud 2017 Implementation Essentials
Oracle Implementation thinking
Killexams : Oracle Implementation thinking - BingNews Search results Killexams : Oracle Implementation thinking - BingNews Killexams : OPINION: It’s time to expand our thinking about what works in education reform

For decades, education reform around the world has been dominated by the rhetoric that we should use experimental research to figure out “what works.”

If we can just find the most effective solutions using science, the thinking goes, then the best policies can and should be widely used.

For example, the U.S. Department of Education’s What Works Clearinghouse looks for solutions in education through systematic reviews of research and evidence. The World Bank identifies the gaps between practice and policy, aiming to help countries set efficient goals and priorities in education.

Science-backed evidence is indeed one core pillar of improving education, but persistent and growing educational failures in the U.S. and globally tell us it is not enough.

What makes an education system “good” is as much a moral and cultural question as a technical one. And we need more attention to the political and social influences that shape reform. Policies are largely made and enforced through forces that are separate from their technical merits.

Without understanding the values and the political and social influences that underpin reform, our efforts will continue to fall short.

One key step in transforming education systems is understanding why policies are adopted. Our research, using the World Education Reform Database that we created — the most comprehensive international database of education reforms currently available — examined more than 10,000 reforms from 183 countries.  

We found that countries undertake reforms for the following reasons:

  • To gain political power. Political parties and interest groups use education reform as a tool to gain power; countries with greater political competition are more likely to undertake education reform.
  • Because they have the resources to do so. Countries with higher levels of GDP per capita are more likely to pursue reform.
  • Due to bureaucratic rituals. Countries are more likely to undertake new education reforms if they previously engaged in reform. In part, this reflects bureaucratic self-perpetuation, and it may also reflect a cyclical or faddish process yielding waves of reform.
  • In response to global norms. Reforms in education spread because of peer influence and the globalization of cultural beliefs asserting that education is a right and that sustainable development emerges from schooling. To meet the ambitious vision of providing equitable access to education for all, governments mimic each other and follow recommendations set out at the international level (by, for example, the World Conference for Education for All and the UN Transforming Education Summit).

If reformers fail to consider these realities, even the most effective, scientific interventions will fail.

We must also examine the assumptions that underpin reforms. 

Often what are assumed to be “best practices” are exported without a thorough assessment of context. For example, a flood of tech-based interventions such as One Laptop Per Child arrived in developing countries in the 1990s and 2000s. Yet without regular electricity, teachers with basic computer skills or repair and maintenance services, such programs failed to live up to their lofty goals.

Rigorous experimental and quasi-experimental research designs cannot tell us if a successful intervention will work the same way in a new setting, or about the underlying values it prioritizes (e.g., representing a particular social group or focusing on a narrow educational purpose).

Related: New book advocates using pandemic lessons to reinvent education

We must remember that all reforms are value-laden: Historically, when we lionize a standardized set of measures and outcomes as representing educational quality, many perspectives are excluded; the voices of marginalized groups are especially silenced, creating further alienation and inequality. For example, the critics of standardized testing argue that it reproduces bias and racial inequality.

Specifically, given the importance of context and values in schooling, we should be skeptical of the celebration of “scaling up” as the holy grail of education reform — especially when it is extended globally.

Here is what we think strengthening education systems requires:

  • Explicit and transparent discussion of the assumptions and goals underlying reforms. All education reforms should start out start by stating their view about what schooling should achieve and how this vision should be attained. The policymaking process should be clear about these assumptions and the values they prioritize, and seek compromises across diverse perspectives.
  • Treating scale as a questionable good, not an automatic goal. Science can reveal policies that work, but there is no silver bullet or single answer — what works in one time and place and for one community may not be right for another. Ask what may be lost by aggressive scaling and seek to mitigate exclusion.

Research using state-of-the art, scientific methods that captures cause-and-effect relationships plays an important role in identifying solutions. But our reforms will fail if we assume that science will find answers that can translate into scalable solutions that will work for everyone. The pursuit of one “best” policy too often contributes to marginalization and deepening inequality.

We need equal attention to why education policies spread, and to the values underpinning the goals we set and how we aim to achieve them.

Patricia Bromley is an associate professor at the Graduate School of Education and Doerr School of Sustainability, Stanford University. Minju Choi is a doctoral student in international and comparative education at Stanford University.

This story about education reform was produced by The Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education. Sign up for Hechinger’s newsletter.

The Hechinger Report provides in-depth, fact-based, unbiased reporting on education that is free to all readers. But that doesn't mean it's free to produce. Our work keeps educators and the public informed about pressing issues at schools and on campuses throughout the country. We tell the whole story, even when the details are inconvenient. Help us keep doing that.

Join us today.

Tue, 27 Sep 2022 01:21:00 -0500 en-US text/html
Killexams : The Reporter Who Knows What Jerome Powell Is Thinking

“Fed whisperer” Nick Timiraos. Photo: Greg Kahn

When financial reporters enter the headquarters of the Board of Governors of the Federal Reserve System at the intersection of 20th and C Streets in Washington, D.C., they first remove their shoes. As they proceed through a sequence of two metal detectors, they must leave their phones and any other “smart” devices behind; even a 1980s Casio watch, with its built-in calculator, has been considered too smart, owing to the fact that “there’s a chip in there,” one reporter was told.

They continue into what’s known as the “lockup,” a secure black box of a room where their special, designated computers — without Wi-Fi or Bluetooth capabilities and which they had previously mailed to an address for inspection — are waiting for them. “The Fed is the most ironclad institution in D.C.; it’s absolutely insane,” says one reporter on the Fed beat. “No other agency requires that — not even the Pentagon.”

It is a ritual undertaken eight times a year when the 12-member Federal Open Market Committee meets to decide and announce any changes to the nation’s core interest rate — in essence, the price of borrowing money anywhere in the economy. At 1:30 p.m. on September 21, half an hour before the latest announcement, the reporters get the news first: This time, the Fed has elected to raise interest rates by three-quarters of a point, a large move by historical standards and the third supersize increase in a row. Reporters receive a copy of the central bank’s statement explaining the decision and go to work writing their stories in Microsoft Word. Then, at 2 p.m., like clockwork, the internet switch flips on again and reporters file their articles before shuffling into the briefing room to grill Fed chair Jerome Powell, whose thinking about the proper level for interest rates — with inflation hovering at a decades-high 8.5 percent — is without exaggeration one of the biggest factors affecting the world’s economy. Even at the level of individual Americans, the practical effects of Powell’s decisions loom large — everything from the value of your 401(k) to your mortgage rate (or rent) to your chances of ending up jobless are directly related to the Fed’s actions.

But with all those elaborate security protocols to keep the outside world in suspense about its plans, there is one journalist inside the windowless room who has developed a reputation for knowing what the Fed is going to do before everyone else does. On Wall Street and in Washington, Nick Timiraos, chief economics correspondent for The Wall Street Journal, is playfully referred to as the “Fed whisperer” or even “Chairman Timiraos” for his latest prescience about the central bank’s next move. The Fed regularly reshuffles its press-conference seating chart, but Timiraos is always placed front row and center, face-to-face with Powell. “The general air inside the press room is definitely that Nick is the big character in the press corps,” says another journalist who has covered the Fed. “It’s almost like he broke the seal.”

Fed chair Jerome Powell speaking to reporters on Sept. 21, following the decision to raise interest rates by three-quarters of a point. Photo: Saul Loeb/AFP via Getty Images

During the pandemic, the Fed — the inspiration for the “money printer go brrr” meme — effectively propped up financial markets and the economy as a whole by gobbling up trillions in bonds. Now, faced with the repercussions of that easy-money policy — namely, soaring inflation — Powell and company are mired in a damned-if-you-do, damned-if-you-don’t conundrum, in which the best way to avoid a devastating price spiral is to cause a (hopefully minor) recession. That has made the Fed and its hell-bent commitment to hiking rates a popular target of criticism. Voices from across Wall Street to Elizabeth Warren to the United Nations have railed against Powell’s aggressive rate-hiking strategy, generally arguing that it harms working-class Americans and does unnecessary damage to the economy. (The U.N. maintains that it is hurting poorer countries.) All of which means that Timiraos’s beat is more high-profile than ever — as is his reputation for being ahead of the curve.

The extra attention on Timiraos started a little more than a year ago, when he correctly reported (nearly two months in advance) that the Fed would begin winding down its pandemic stimulus in November. But the buzz began in earnest on the eve of the Fed’s mid-June meeting. Timiraos wrote an article suggesting the Fed was “Likely to Consider 0.75-Percentage-Point Rate Rise” when the consensus bet among investors around the world was for just a half-point hike. At the time, the Fed had been in a blackout period, in which its officials do not speak with reporters, for over a week. But Timiraos was right: The Fed subsequently hiked rates three-quarters of a point. “I independently confirmed that it was essentially a leak to him,” says the journalist who covered the Fed. “And that wouldn’t go to anybody else.” Since then, Timiraos has accurately called each of the Fed’s next moves, writing in July that the Fed was “preparing to lift” rates — at a moment many observers were expecting a pause — and, in September, that it was “on a path to raise” them once again by three-quarters of a point, swaying Wall Street odds-makers in that direction. On September 21, of course, three quarters of a point was exactly what Powell delivered.

Timiraos, who has worked at WSJ since graduating from Georgetown and covered the Fed for the past five years, has become a kind of economic indicator in his own right — his stories and Twitter feed are a must-read for Fed watchers the world over. “Right now, hundreds of interns and first-year analysts have one job on Wall Street, constantly refreshing a @NickTimiraos search on looking for an update,” Jim Bianco, a well-known macroeconomic analyst and president of Bianco Research, tweeted during the quiet period ahead of the Fed’s September meeting. “@NickTimiraos better have his phone charged, as he should be getting a ‘Blue Horseshoe likes (75 or 100)’ call any moment now.” (It’s a reference from the movie Wall Street — the nickname is code for Gordon Gekko.) Bianco sees it as everyone just doing their jobs though. “It’s not Timiraos but the seat he occupies,” explains Bianco, referring to WSJ’s towering stature in U.S. financial media. “And in fairness to the Fed, it’s a way to get information out that everybody has equal access to. No one, from a retail investor to a powerful investment banker, has any more advantage when an unexpected leak pops up in The Wall Street Journal.” (Officially, leaks at the Fed are considered rare and scandalous; in 2017, a leak of confidential information to a financial analyst led to the resignation of a prominent Fed official as well as a criminal investigation.)

The 38-year-old Fed whisperer is clean-shaven with freckled cheeks flushed from the summer sun below a ruffle of brown hair; John Krasinski would be a lock to play Timiraos in a movie. He was up-front before our meeting that he could not discuss his sources while acknowledging, “And I know that’s a lot of the focus people might have.” When we get coffee the afternoon before September’s Fed announcement, he refuses to even discuss the lockup logistics: “We’re not supposed to talk about how the sausage gets made.”

In March, Timiraos published a book, Trillion Dollar Triage: How Jay Powell and the Fed Battled a President and a Pandemic — and Prevented Economic Disaster, that focuses on Powell’s unprecedented response to the pandemic. Timiraos remembers the night of March 18, 2020, when the Fed put out an emergency lending program after he’d already gone to bed. “And I got a phone call saying, ‘Check your email,’” he recalls, declining to say whom it was from. (Warren Buffett hailed the book at Berkshire Hathaway’s annual meeting as “a marvelous account.”) The volume includes extensive detail of Powell’s personal and family history, though Timiraos declined to acknowledge Powell’s participation in his reporting: “I don’t really want to get into what people say to me,” he says.

Regardless of whether Timiraos has backstage access, his track record is so perfect that the most highly respected investors take his reporting as gospel. “He, at times, becomes the chosen messenger for the Fed when the FOMC wants to get word out to the markets,” says Kathy Bostjancic, chief U.S. economist at Oxford Economics. Adds Mohamed El-Erian, former CEO of bond giant PIMCO and widely considered something of a market oracle himself, “His signaling of what the Fed is thinking and likely to do has proven to be extremely insightful.”

Both Timiraos and his editor, Nell Henderson, were reluctant to embrace the spotlight this article threatened to shine on him. “Nick is an oracle today, but he’s been preceded by other oracles both at the Journal and elsewhere,” says Henderson.

Indeed, Timiraos comes from a tradition of Fed whisperers — or at least suspected ones. Alan Greenspan once devoted a significant portion of a 1993 FOMC meeting to discussing the source of leaks to WSJ’s then-Fed reporter David Wessel, according to the official minutes. “I used to joke that the most important thing to know about Alan Greenspan was that most of his girlfriends were reporters,” says Wessel, now a senior fellow at the Brookings Institution. He once gave his colleague on WSJ’s Fed beat, Greg Ip, a silver tray as a gag gift — a reference to the common assumption that Ip’s scoops were delivered that way. Wessel paints a picture of what takes place behind the scenes as Fed officials ahead of blackout periods take meetings with reporters, who in turn read between the lines. “If you’re good at covering the thing, you kind of know how they think, and you have some sense of where they’re going, you can have your hypothesis either confirmed or denied,” he says. “I think what people sometimes mistake is they think the only way you know what the Fed is going to do is if someone tells you. And maybe that happens sometimes. I’m not saying it doesn’t.”

At times, it can be an awkward situation for an accomplished journalist to be seen merely as conduit for leaks; less flattering depictions describe Timiraos as a “Fed mouthpiece.” As we sit outside La Colombe around the corner from his office on Connecticut Avenue, Timiraos mostly keeps his arms folded across his chest. But when I read a couple of analysts’ tweets about him, he gets a sheepish half-grin on his face. (“Do they say that?” he asks when I reference the “oracle.”) “I cannot control what people are going to say,” he says. “If people think that they’re getting good analysis, then that’s great.” Over and over he repeats, “I want to let the work speak for itself.”

On Fed meeting days, Timiraos says, his routine is actually quite pedestrian. He drops his 5-year-old twins off at school before heading to WSJ’s nondescript Washington bureau, then Ubers or takes the bus to the Martin Building, where the Fed currently holds its press conferences. “I don’t find it boring at all. I mean, I love it. But I recognize that they put out a statement every six to eight weeks that’s basically the same,” he says. “The first thing I do when I get the statement is go look at which words changed,” explaining that he runs a compare-and-contrast function in Microsoft Word and focuses on what shows up in red. On the way back, he usually picks up a sandwich or salad from Pret.

In researching his book, Timiraos read all of the Fed meeting minutes going back to World War II. “I’m kind of a history nerd,” he says. But he adds that he by no means sees himself as a reliable economic forecaster. “I don’t feel like most of the time I have a great read on what’s happening,” he says. Case in point: He’d been coveting a house in the D.C. suburbs at the beginning of the pandemic but decided to wait it out. “I looked at it and said, ‘Oh my God. We’re going to be back in foreclosure city here,’” he says. (Residential real estate went on a historic run instead.) “So not great financial insight on my part. I should have bought a house two years ago.” He won’t opine on whether we are headed for a recession. “I don’t think that’s my job. If you get into trying to form opinions about things, you probably shouldn’t be a news reporter,” he says.

Lately, he has been talking to his barber about the economy. “I like to ask him how business is doing,” Timiraos says. “Barbers are good: They kind of have their finger on the pulse of things — if people were getting more haircuts or not. My barber, who works downtown, wants to know if I’m in the office again, because his customers are not coming back to the office.”

Timiraos, who covered the 2008 election, is keeping an eye on how the Fed’s actions, and the economy’s response, could have electoral consequences. “I saw a tweet thread from the head of a labor union today kind of preemptively criticizing the Fed for raising interest rates. And that’s interesting to me, because there was a political dimension to this,” he says. “What if, a year from now, we’re dealing with a much higher unemployment rate but still high inflation? What does that look like politically?”

To write about what the Fed is going to do means that being wrong would be very obvious; unlike, say, a scoop about White House plans (where even spending-bill amounts fluctuate), Timiraos’s reporting on interest rate hikes has a very exact number attached. He has never been wrong, according to Henderson. But Timiraos rejects the suggestion that being in this specific prediction game could be stressful. “I don’t feel high pressure,” he says. “I’m not a war reporter.” (He says he’s focused on reporting facts: “It’s not like I’m trying to predict what’s going to happen.”) He does worry, though, that readers might interpret his writing as being the voice of the Fed, even when he’s just analyzing. “I think sometimes there’s a danger that people will think you’re saying something that you’re not,” he says.

When it comes to covering the Fed announcements themselves, though, the job is “actually easy,” says Timiraos. “The story will write itself. It’s like covering the playoff game: You know something interesting is going to happen, and you just have to show up.”

Thu, 13 Oct 2022 16:51:00 -0500 Jen Wieczner en-us text/html
Killexams : Perficient to Demonstrate Multi-Pillar Oracle Expertise at Oracle CloudWorld 2022

Perficient, Inc. PRFT ("Perficient"), the leading global digital consultancy transforming the world's largest enterprises and biggest brands, today announced it will showcase its Oracle Analytics Cloud (OAC) and Oracle Cloud Infrastructure (OCI) expertise in a breakout session during Oracle CloudWorld 2022, taking place October 17-20 in Las Vegas.

In order to remain agile and maintain visibility into business systems, enterprises must standardize their processes and establish governance and accountancy controls. For more than 20 years, Perficient and Oracle have partnered to help clients institute efficiencies across the organization while empowering them to regain accessibility and authority of their information.

"As an organization's data grows exponentially, business leaders need powerful analytics and visualization techniques to help them better leverage that data," said Joseph Klewicki, general manager in Perficient's Oracle practice. "By deploying the right strategy and business intelligence integration, decision makers can have more accurate and timely data available at their fingertips. We are excited to share our expertise and showcase the power of Oracle Cloud at CloudWorld 2022."

Hear How Perficient Leveraged Hybrid Oracle Cloud to Achieve Cross-Platform Migration

Perficient and a multi-national hospitality group will deliver a breakout presentation at Oracle CloudWorld 2022 about how they implemented a cross-platform migration of three critical financial systems to Oracle Cloud. Representatives from the two organizations will discuss how they leveraged the organization's existing Oracle applications and modernized its business intelligence platform with OAC and OCI.

Meet with Perficient's Oracle Experts at Oracle CloudWorld 2022

Perficient's Oracle subject matter experts will be on-hand at booth 372 in the Finance Community of the CloudWorld Hub ready to discuss how Perficient can drive end-to-end digital transformations with Oracle Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Human Capital Management (HCM), Enterprise Performance Management (EPM), and Business Intelligence (BI) and Analytics solutions.

"Decision makers from a cross section of industries will convene at Oracle CloudWorld to learn how they can utilize digital technologies and cloud capabilities to meet their needs," said Santhosh Nair, vice president, Perficient. "We are eager to gather with the Oracle global community to meet with business leaders to share how our expertise with Oracle platforms can solve problems and transform their business."

Perficient has two decades' of experience successfully deploying more than 3,000 client implementations using Oracle technology. With 15 Oracle specializations, an education center in Houston, and integrated IP assets, Perficient has delivered strategy and implementation for on-premises, cloud, and hybrid solutions to meet unique business needs.

For more information about Perficient's Oracle expertise, subscribe to Perficient's blog, and follow us on Twitter and LinkedIn.

About Perficient

Perficient is the leading global digital consultancy. We imagine, create, engineer, and run digital transformation solutions that help our clients exceed customers' expectations, outpace competition, and grow their business. With unparalleled strategy, creative, and technology capabilities, we bring big thinking and innovative ideas, along with a practical approach to help the world's largest enterprises and biggest brands succeed. Traded on the Nasdaq Global Select Market, Perficient is a member of the Russell 2000 index and the S&P SmallCap 600 index. For more information, visit

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Some of the statements contained in this news release that are not purely historical statements discuss future expectations or state other forward-looking information related to financial results and business outlook for 2022. Those statements are subject to known and unknown risks, uncertainties, and other factors that could cause the real results to differ materially from those contemplated by the statements. The forward-looking information is based on management's current intent, belief, expectations, estimates, and projections regarding our company and our industry. You should be aware that those statements only reflect our predictions. real events or results may differ substantially. Important factors that could cause our real results to be materially different from the forward-looking statements include (but are not limited to) those disclosed under the heading "Risk Factors" in our annual report on Form 10-K for the year ended December 31, 2021.

© 2022 Benzinga does not provide investment advice. All rights reserved.

Mon, 17 Oct 2022 01:47:00 -0500 text/html
Killexams : Implementation partners get strategic — so should CIOs’ use of them

As transformational IT has increasingly become a business imperative, implementation partners have been looking to strengthen their value proposition for their customers. To differentiate themselves from transactional service providers, the more proactive partners are evolving their offerings and approaches, thereby becoming more strategic than they had been in the past.

While IT leaders can maximize the opportunity arising out of this shift by leveraging the partners’ strategies and advanced capabilities, it’s important for them to maintain focus on the risks. Here’s a look at how implementation providers are evolving and how CIOs should approach partnering with them for mutual success.

Shifting to a transformation approach

There is a perceptible change in the way implementation partners are now approaching their clients as compared to earlier, and it is all about becoming a strategic partner for transformational change.

“A partner now enters an account with a broader area of engagement in mind. The discussions may be around a specific project with a CIO, such as implementing a typical solution like Oracle or SAP ERP, but the partner’s core agenda is to bring about an extensive and comprehensive transformation of the client’s IT infrastructure,” says Harnath Babu, CIO at KPMG.

“As the project progresses, the partner discusses the CIO’s pain points and what could alleviate them. This could invariably lead to the partner’s scope getting expanded into, but not limited to, managing emerging technologies, enhancing cost and operational efficiencies, bringing about automation, application development, or improving the system of records,” he says. “Implementation partners are clearly moving from the earlier point approach to a transformation approach.”

Sharing an example of this as it unfolded at KPMG, Babu says, “We engaged with a system integrator to help us with L1/L2 support. In a short time, we scaled it to L3. We found that we could also leverage the partner for managing our infrastructure. Next, we asked the partner to help us with POD development as it was a big challenge to find skilled resources,” says Babu. “So, what started as an L1/L2 service engagement, eventually led to infrastructure management and resource augmentation.”

The POD, or product oriented delivery, is a software development model that entails building small, self-sufficient cross-functional teams that take care of specific requirements or tasks for a project.

Takeaways for CIOs from this trend: Leveraging one partner instead of many frees up CIOs and their teams from more boilerplate deployments, allowing them to focus on what is core to the business. “An implementation partner looks at the total value generated from an account. Therefore, if a CIO gives value to the partner, the latter will reciprocate. This will deliver CIOs the confidence of having a strong partner behind them. There can then be a project director to manage the project on a day-to-day basis and the CIO can intervene only when there is budget or strategy involved,” says Babu.


Building Centers of Excellence 

With the aim of adding value to their customers, implementation partners are increasingly realizing the importance of building technological expertise.

“To keep pace with the market and stay relevant, implementation partners are building on human capital and expertise. For instance, most partners lacked competency in cloud as there wasn’t much requirement related to it in the past. However, as cloud is gaining a strong traction, they have also upped the ante,” says Subramanya C, global CTO at business process management company Sagility (formerly HGS Healthcare). 

So, when Subramanya decided to move the company’s SAP, SharePoint portal, intranet, and other applications to the cloud, he roped in a partner who had a Center of Excellence on cloud and 12 to 15 subject matter experts (SME) on the technology.

“Partners with such capabilities were not seen in the past,” he says. “More than 100 servers had to be migrated in a few weeks. Immense planning, resources, and mitigation of risk were involved in the project. However, the partner’s strong technical expertise, which formed the basis of the center of excellence, made sure that the project got completed smoothly and as per the scheduled plan,” says Subramanya.

Takeaways for CIOs from this trend: Although implementation partners can provide deeper expertise than they could in the past, IT leaders should not be complacent when enlisting it. “For complex projects, like ours, strong governance is required from the enterprise technology leader’s end,” Subramanya says. “IT leaders can outsource a task or an activity to a partner and their SME, but they can’t outsource their responsibilities. Therefore, we ensured a strong governance framework was in place while implementing this project. We also had our own SME working in close collaboration with the partner’s experts.”


Collaborating with other partners

The evolution of technology, driven by modernization of applications and services, is catalyzing collaboration among system integrators.

As Archie Jackson, head of special initiatives, IT, and security at digital transformation company Incedo says, “I have seen system integrators coming together to offer solutions, a trend that wasn’t visible in the past. Today, products don’t work in silos. One product has multiple linkages with other products, and it orchestrates and expands into other areas. For instance, a security solution today is not limited only to the network. It is connected to end point and applications, too. Therefore, one project could spill over to another. A partner, however, may not have the expertise or the bandwidth to execute everything, which leads to collaboration with other partners.”

Incedo was in talks with a partner some time back for implementing managed links for connectivity. The end-to-end managed service would have offered remote connectivity to access corporate network from anywhere in the world.

“During the conversations, the partner suggested he could bring another implementation partner to enhance the cybersecurity of the links. It came across as a logical fit because the links had to be secure, but I had not seen a partner collaborating with another one like this in the past,” says Jackson. Takeaways for CIOs from this trend: One implementation partner bringing another partner may help a CIO, but it could also increase the cost of the project. “This is a good option only if a CIO wants to build capability. The primary partner will build his margin into the project for which he is getting the second partner, thereby increasing the cost for the CIO.  If CIOs have the capacity to architect a solution more efficiently, they should do so in-house,” says Jackson.

Tue, 04 Oct 2022 23:52:00 -0500 Author: Yashvendra Singh en-US text/html
Killexams : Deloitte Launches Oracle MyCloud ERP Offering for Fast Growth and Private Companies

Offering helps organizations with accelerated, risk averse transformations by providing access to Oracle products, implement and support for a predictable monthly fee

NEW YORK, Oct. 10, 2022 /PRNewswire/ -- Deloitte today announced the launch of its Oracle MyCloud ERP offering that can help fast growth and private clients accelerate business transformation enabled by Oracle's modern integrated SaaS Cloud platform. Backed by Deloitte's proprietary industry accelerators and methodologies, the offering helps organizations to get up and running quickly on an Oracle Cloud platform while eliminating the barriers of talent constraints and high upfront costs, which are often associated with ERP implementations. The bundled subscription offering allows organizations to access Oracle Cloud products as well as Deloitte implementation and support services for a consistent monthly fee. This enables companies that are focused on growth to manage their cash flows and to continue to allocate their limited time and resources toward expansive activities.  

As used in this document,

"We are pleased to have the opportunity to use Deloitte intellectual property and knowledge to serve growth and private clients as they scale and drive their businesses forward. This offering demonstrates our commitment to this market and our desire to assist the leaders of tomorrow," said John Steele, U.S. Oracle offering leader and principal, Deloitte Consulting LLP.

For those interested in exploring Cloud ERP™ further, the starting place is a TruNorth Assessment. A quick, collaborative and effective approach that takes approximately three weeks. Deloitte helps prospects to envision the desired future state, identify transformation opportunities, and develop strategies and roadmaps for the journey.

Experience Deloitte's MyCloud firsthand
Deloitte is pleased to be the Global Sponsor of Oracle CloudWorld in Las Vegas, Oct. 17-20, 2022. This new global conference will bring people together to share ideas, develop in-demand skills and learn about cloud infrastructure and applications. Connect with Deloitte professionals at the CloudWorld Hub and attend a theatre presentation on MyCloud ERP enabled by Oracle Cloud.

About Deloitte
Deloitte provides industry-leading audit, consulting, tax and advisory services to many of the world's most admired brands, including nearly 90% of the Fortune 500® and more than 7,000 private companies. Our people come together for the greater good and work across the industry sectors that drive and shape today's marketplace — delivering measurable and lasting results that help reinforce public trust in our capital markets, inspire clients to see challenges as opportunities to transform and thrive, and help lead the way toward a stronger economy and a healthier society. Deloitte is proud to be part of the largest global professional services network serving our clients in the markets that are most important to them. Building on more than 175 years of service, our network of member firms spans more than 150 countries and territories. Learn how Deloitte's approximately 415,000 people worldwide connect for impact at

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Mon, 10 Oct 2022 02:28:00 -0500 en text/html
Killexams : VA will halt Oracle-Cerner implementation until patient safety concerns are addressed

The Veterans Health Administration's rollout of its Oracle-Cerner EHR system will not continue until patient safety concerns are addressed, according to Sept. 26 reporting in FedScoop.

VA Secretary Denis McDonough confirmed the news Sept. 26, responding to questions at an event hosted by the Defense Writers Group. Mr. McDonough confirmed that the VA is working through an implementation checklist with each hospital setting up the new EHR system.

The rollout was paused in June after a federal watchdog alleged that a flaw in Cerner's system caused harm to 148 veterans at Spokane, Wash.-based Mann-Grandstaff Medical Center.

"I think we've been clear that we have to be confident that these risks to patient safety are addressed before we go live. So we're not just focused on the passage of time between now and next year; we're focused on improving the system," Mr. McDonough said.

Becker's has reached out to Cerner and will update this report if more information becomes available.

Mon, 26 Sep 2022 09:20:00 -0500 en-gb text/html
Killexams : Oracle Lays Off 201 Employees In California

Cloud News

David Harris

The cuts affected workers at Oracle offices in Redwood City, Calif., home to the tech giant’s former headquarters. The jobs that were affected included data scientists, application developers, marketing specialists and software developers.


Oracle has laid off more than 200 of its workers in California months after reports surfaced that the tech giant was considering “thousands” of job cuts on the heels of its $28 billion Cerner acquisition.

The Austin, Texas company cut 201 jobs in total on Oct. 3 from its Redwood City, Calif. office, according to its Worker Adjustment and Retraining Notification (WARN) filed in California. The job cuts took effect Oct. 3 and was received by the California Employment Development Department Sept. 30, according to the WARN.

In a letter to the state obtained by CRN, Oracle said the layoffs would be permanent and said that its Redwood Shores campus would not be closing as a result of the job cuts. Oracle formerly housed its headquarters in Redwood City, but moved it to Austin at the end of 2020.

Among the jobs cut in this round, according to the Aug. 4 letter to the state from Anje Dodson, senior vice president of human resources at Oracle: data scientists, application developers, marketing specialists and software developers.

CRN has reached out to Oracle for comment.

As of this past May, Oracle employed approximately 143,000 full-time employees, of which about 48,000 are based in the U.S. and the rest internationally, according to a regulatory filing.

Oracle closed its acquisition of healthcare digital information system provider Cerner in June. The company began to notify employees of layoffs in early August, according to a report in The Information at the time. That matches with the date on the WARN notice, which states that this crop of employees received notification about the layoffs on August 4.

The company is the No. 1 employer in Redwood City, Calif. with over 6,500 workers there, according to the city.

Wed, 12 Oct 2022 10:45:00 -0500 en text/html
Killexams : Thinking about trading options or stock in Wayfair, Oracle, Exxon Mobil, Tesla, or Alibaba?

NEW YORK, Sept. 13, 2022 /PRNewswire/ -- InvestorsObserver issues critical PriceWatch Alerts for W, ORCL, XOM, TSLA, and BABA.

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Tue, 13 Sep 2022 02:07:00 -0500 en-US text/html
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