The acquisitions of Cerner, FarApp, Federos, and GloriaFood in 2021 by Oracle Corporation (ORCL) are just a few examples of Oracle’s reach in the technology market. Acquisitions like this have helped develop Oracle in a multitude of ways, including application development, industry solutions, middleware, server expansion, storage capabilities, and network development.
Oracle has spent a significant amount of money on its acquisitions but its most expensive has been its purchase of PeopleSoft for $10.3 billion in 2005; however, Oracle's announcement in late 2021 of its acquisition of Cerner, if it goes through, will be its most expensive at $28.3 billion.
Due to the numerous products, services, and industries Oracle caters to, it is no surprise that there are a substantial number of important subsidiaries and integrated companies that result in Oracle having the second-highest gross revenue across all software companies.
Acme Packet produced session border controllers, security gateways, and session-routing proxies. It allowed secure and reliable communications across devices, regardless of network. Oracle entered into an agreement to acquire Acme Packet in 2013 for $2.1 billion. At the time of the acquisition, Acme Packet’s solutions were utilized by almost 90% of the world’s top 100 communications companies. Acme Packet was founded in 2000 and was headquartered out of Bedford, Massachusetts.
Oracle acquired BEA Systems in 2008 for $8.5 billion. The acquisition was made to bolster Oracle’s Fusion middleware software suite. Founded in 1995, the three founders of BEA were all former employees of Sun Microsystems. BEA Systems’ three major product lines were a transaction-oriented middleware platform called Tuxedo, an enterprise infrastructure platform, and a service-oriented architecture platform. All three products are utilized today, including the development of the Oracle Weblogic Server and Oracle Service Bus.
Hyperion Corporation, a provider of performance management software, was acquired by Oracle in 2007 for $3.3 billion. It offered enterprise resource planning solutions, financial modules, and reporting products. The combination of the two companies resulted in the creation of the Oracle Business Intelligence Enterprise Edition.
In September 2014, Oracle completed the acquisition of MICROS Systems Inc. Previously headquartered in Maryland, MICROS provided enterprise applications to restaurants, hotels, casinos, and other entertainment businesses. The $5.3 billion deal to acquire MICROS enabled Oracle to expand its Retail and Hospitality Hardware and Software division. At the time of acquisition, MICROS technologies were used by over 330,000 customers in 180 countries.
Oracle’s 2016 acquisition of NetSuite expanded Oracle’s operations in cloud services. NetSuite was the first cloud company and was founded in 1998. NetSuite provided customers with a suite of software services to manage business operations and customer relationships. NetSuite provided products to over 40,000 companies in 100 countries. NetSuite was one of the biggest acquisitions ever made by Oracle, costing the company $9.3 billion, and giving their library of software a huge boost.
One of Oracle's most important and successful products is Java, which it acquired through its purchase of Sun Microsystems.
PeopleSoft provided numerous financial and business applications to address a range of business requirements. Oracle’s hostile takeover of PeopleSoft in 2005 cost $10.3 billion. Modules created by PeopleSoft included Human Capital Management, Financial Management, supplier Relationship Management, Enterprise Service Automation, Supply Chain Management, and PeopleTools.
Siebel Systems specialized in customer relationship management solutions. After paying $5.85 billion in 2005, Oracle acquired its main competitor in the sales automation program industry. Siebel’s customer relationship manager provided solutions to more than 20 industries and was integrated into Oracle’s Customer Experience portfolio. Founder Thomas Siebel was an Oracle executive from 1984 to 1990 before founding Siebel Systems in 1993. Siebel itself now operates as a product under the Oracle branding.
Founded in 1982, Sun Microsystems was acquired by Oracle in 2010 for $7.4 billion and was utilized in the production of Oracle Optimized Systems. Sun Microsystems helped develop a high-performance infrastructure for the Oracle Database, as well as the first Oracle Exalogic Elastic Cloud. Sun Microsystems’ personal portfolio of software developments has expanded under Oracle with the releases of Oracle Solaris, MySQL, and Java.
In its lifetime, Oracle has made 144 acquisitions, as of March 2022. The acquisitions have been both large and small and have allowed Oracle to expand its presence in a variety of fields.
Oracle's most exact acquisition, which is still pending, is that of Cerner in December 2021, for $28.3 billion ($95 a share). This acquisition will put Oracle in the IT healthcare space; a new frontier for the company.
Yes, Oracle makes hardware. Its hardware products include servers, storage, and engineered systems, with the goal of optimizing database performance at lower costs.
What really is a syllabus? Is it a tool or a manifesto? A machine or a plan? What are its limits? Its horizon? And who is it really for? And what would happen if you took the syllabus as seriously as you take the most serious forms of writing in your own discipline?
It’s so familiar. The first day, the first class meeting, the noises, the competing interests of choosing seats and choosing neighbors, the geometry of students and backpacks, tools, food, books. For you, it’s curtain up. You’ve brought with you a set of handouts, the ones you quickly say are also and always available online in the course learning module. You distribute the handouts, making eye contact as you do it—everyone is so young, and the class is more diverse each time you steal a glance. You’re looking for their response, even before they’ve read a word of what you’ve set down.
You remind yourself that your students are there for one of two reasons. Either they have to be there, or they want to be there. Either your course is a) required of everyone or maybe required in some specific track, or b) it’s an elective. You know that neither category guarantees an easy ride, and you wouldn’t want it any other way. Teaching is hard. One of your goals is to have the students who have to be there want to be there. Another goal is surely to make students who choose your course tell others that it was amazing, that you were terrific. Teaching is hard, you tell yourself again. Knowing that is part of being a teacher.
You feel the electricity of performance, the responsibility of winning students over to your discipline. You run through what you’re going to say this hour in a distracted, internal monologue. A few moments later, and the class has settled down into what looks like an attentive practicing of the handout. It feels as if it’s your moment to lose: students poring over the little world you’ve created for them, a place where the hierarchy of the university—your mastery, their innocent but open-minded ignorance—is mediated by a simple document and the set of rules to which it conforms. Their eyes turn to you. Electronics are stowed. You pick up a piece of chalk. House lights down. You begin. You will be at that blackboard, chalk in hand, for sixteen weeks, and during that time your voice, and your brilliance, will fill the space.
You begin talking, but something strange is happening. All your expertise seems to have left you, and you’re jabbering on in what you recognize as a steady stream of amateurish nonsense. But that’s not the most horrifying part. What’s truly frightening is that the students are looking at you as if you’re making perfect sense—or, more accurately, as if it doesn’t matter whether you’re brilliant or banal.
Then the alarm clock goes off and you wake up. It’s four a.m., still dark, and you don’t have to be on campus for another two weeks. You spent last night fine-tuning your syllabus one last time and in the process ratcheting up your own anxiety.
You’ve just awakened from one version of the Academic’s Performance Dream. In the dream-class, you were about to tell the students something for sixteen weeks, which might be fine if your course were a one-way transmission to an adoring audience and nothing more. You wouldn’t really teach a class that way.
And yet you’re beginning to concede that the dream that woke you is more or less a critique—your critique—of your own teaching, your unconscious mind accusing you of a particular kind of earnest, hardworking—what to call it?—laziness. You’re half-awake now and recognize too much of your own teaching style. It isn’t a horror show—far from it. Reasonably genial, largely inert, a series of solos in which you enacted knowledge of the subject, underscoring memorable points with chalk, points dutifully copied by a silent room of students whose own thoughts remained locked away for the semester or at least until the final exam.
The sun’s coming up, and your morning resolution is not to teach that way again. You’re not even sure what kind of teaching that was, but it felt deeply incomplete. You’re awake now and, breaking the rules you’ve set for yourself, you’ve got your laptop open in bed. You’re anxiously looking over that syllabus one more time. Is it too much, too little, too complicated, too filled with arrows that point the student to side roads? Could you read your own syllabus and make a reasonable guess as to what the course wants to accomplish, as opposed to what your department’s course catalogue says that the course studies or describes? Could you recognize what the course challenges students to do? And how exactly would you, the teacher who wrote that syllabus, follow through on your own expectations for students?
Dreaming or waking, these questions never seem to go away. Teachers aim high. Big targets, big goals. A class that sings with intellectual engagement. Rigorous but fair grading, and each student doing better than you had hoped. The gratification of giving the exemplary lecture to a room of attentive students. Your own delight in the difficulty that comes with thinking seriously about things that count. All good goals, which, taken together, add up to an ideal of the teacher-focused class. “You’re a star!” says somebody in the hallway, possibly without irony.
But stars are bright, distant things, and the light they throw off is old, old news. What might it mean to teach now, to shine now, in the present, close to the moment and our students? This question is about more than diversity or age or ethnic sensitivity or a sympathetic engagement with the complexities of gender, or disability, or any of the other qualities that distinguish person from person. First or last, teaching is inevitably about all of these things.3 But to be present asks that we do so much more. Our students, hungry for something that starry light can’t provide by itself, need from us not just knowledge—even knowledge tempered by sensitivity—but craft.
The myth of Prometheus—the Greek name means “forethought”—tells us that this most generous of Titans stole fire from the gods and brought it to us clay-built human creatures, functionally kindling life in our dark world. Teaching in the present is a bit like stealing fire. Here, o starry teacher, the fire is your own but briefly. Teaching is renouncing the glamour and assurance of the well-executed solo and sharing that light with your students, moving the focus from something we’ve long called teaching and giving the torch to learning. You can teach by yourself, or at least tell yourself that you can, but you can’t learn (let’s for a moment allow it to be a transitive verb meaning “to make them learn”) by yourself.
Modern English learn has as one of its antecedents the Old English form gelaeran, which meant “to teach.” This etymological paradox isn’t a paradox at all, of course. If teaching is the thing that happens when students are learning, subject and object come to be bound together, like Aristophanes’s conception of the sexes balled up inseparably in The Symposium, a Möbius-like continuum of teaching and learning, enacted by teacher and student.
We begin to discern the contours of this perplexing space of learning when we awake from the dream (it was always only a dream, never a solid reality) of the masterful teacher delivering knowledge. We can map out something so complex only by making a concerted effort to describe its nuances, conundrums, its areas of density and lightness. We perform this mapping and engage in this forethought when we compose a syllabus, but only if it is indeed an attempt to map the space of learning. Which means that, as we’ll say in several ways throughout this book, a syllabus isn’t so much about what you will do. It’s about what your students will do.
This essay is an excerpt from Syllabus: The Remarkable, Unremarkable Document That Changes Everything by William Germano and Kit Nicholls.
William Germano is professor of English at Cooper Union. His books include Getting It Published and From Dissertation to Book. Twitter @WmGermano Kit Nicholls is director of the Center for Writing at Cooper Union, where he teaches writing, literature, and cultural studies.
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.
With Oracle CloudWorld in Las Vegas kicking off, the on-going battle with third party support provider Rimini Street is once again making the news. On October 10th Oracle said it had informed the court that it is prepared to proceed with a bench trial “because it is the most efficient path to ending Rimini’s illegal conduct, including its longstanding and continuing violations of Oracle’s copyrights.”
Oracle offers three support stages for its enterprise software, tools and databases: Premier Support, Extended Support, and Sustaining Support. In Oracle’s words, these “deliver maximum value by providing you with rights to major product releases so you can take full advantage of technology and product enhancements.”
Premier Support provides a standard five-year support policy for Oracle Technology products; Extended Support provides for an additional three years, and Sustaining Support is indefinite technical support.
In its Magic Quadrant report for cloud database management products, Gartner warned that Oracle’s on-premises products are often perceived to be expensive and difficult to manage, and customers continue to raise concerns about contract negotiations. In fact, Oracle recently increased maintenance charge from 5% to 8% of the original contract value.
Fixes, updates, and critical patch updates created during Premier Support and Extended Support are the only fixes available when the product reaches Sustaining Support. One needs to question why people continue to buy support, if the only patches they are entitled to are the ones that have already been published.
The challenge for many IT leaders is that while they may wish to continue running Oracle, especially if it is part of a core system of record, such as the Oracle relational database, they are being encouraged, or worse, coerced, into upgrading. One of the big benefits of third-party support contracts is that they separate software from maintenance and support.
But Oracle contracts stipulate that technical support may not be discontinued for a single program module within a custom application bundle. In effect, buying the best Oracle deal bundle will mean the customer remains tied in to paying full maintenance fees on all products in that bundle, even if some are replaced with non-Oracle products or third party support is used.
Rimini Street originally ended up on the wrong side of Oracle IP (intellectual Property) in 2010 and in October 2015, a jury found that Rimini Street infringed 93 copyrights.
While Oracle claims Rimini downloaded its IP illegally, customers paying Oracle for maintenance have every right to get fixes, patches and documentation, so long as these things remain on their own systems. What Oracle’s latest actions show is that it remains deadly serious about putting the knife into third party maintenance and support.
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 certified 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 certified 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.
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.
"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.
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 www.deloitte.com.
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by certain ("DTTL"), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as "Deloitte Global") does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the "Deloitte" name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.
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SOURCE Deloitte Consulting LLP
New release delivers seven JDK Enhancement Proposals to increase developer productivity, Boost the Java language, and enhance the platform's performance, stability, and security
Java 19's key capabilities to be showcased at JavaOne 2022 in Las Vegas on October 17-20
AUSTIN, Texas, Sept. 20, 2022 /PRNewswire/ -- Oracle today announced the availability of Java 19, the latest version of the world's number one programming language and development platform. Java 19 (Oracle JDK 19) delivers thousands of performance, stability, and security improvements, including enhancements to the platform that will help developers Boost productivity and drive business-wide innovation. Oracle will showcase the latest capabilities in Java 19 at JavaOne 2022, taking place October 17-20 in Las Vegas, and via a keynote broadcast airing on dev.java/ at 9:00 a.m. PT on Tuesday, September 20.
"Our ongoing collaboration with the developer community is the lifeblood of Java. As the steward of Java, Oracle is steadfastly committed to providing developers and enterprises with the latest tools to help them create innovative apps and services," said Georges Saab, senior vice president of development, Java Platform and Chair, OpenJDK Governing Board, Oracle. "The powerful new enhancements in Java 19 are a testament to the monumental work across the global Java community."
The latest Java Development Kit (JDK) provides updates and improvements with seven JDK Enhancement Proposals (JEPs). Most of these updates are to be delivered as follow-up preview features improving on functionality introduced in earlier releases.
JDK 19 delivers language Improvements from OpenJDK project Amber (Record Patterns and Pattern Matching for Switch); library enhancements to interoperate with non-Java Code (Foreign Function and Memory API) and to leverage vector instructions (Vector API) from OpenJDK project Panama; and the first previews for Project Loom (Virtual Threads and Structured Concurrency), which will drastically reduce the effort required to write and maintain high-throughput, concurrent applications in Java.
"Java developers are increasingly seeking tools to help them efficiently build highly functional applications for deployment in the cloud, on-premises, and in hybrid environments," said Arnal Dayaratna, research vice president, software development, IDC. "The enhancements in Java 19 deliver on these requirements and illustrate how the Java ecosystem is well-positioned to meet the current and future needs of developers and enterprises."
Oracle delivers new Java Feature releases every six months via a predictable release schedule. This cadence provides a steady stream of innovations while delivering continuous improvements to the platform's performance, stability, and security, helping increase Java's pervasiveness across organizations and industries of all sizes.
The most significant updates delivered in Java 19 are:
Updates and Improvements to the Language
JEP 405: Record Patterns (Preview): Enables users to nest record patterns and type patterns to create a powerful, declarative, and composable form of data navigation and processing. This extends pattern matching to allow for more sophisticated and composable data queries.
JEP 427: Pattern Matching for Switch (Third Preview): Enables pattern matching for switch expressions and statements by permitting an expression to be tested against a number of patterns. This allows users to express complex data-oriented queries concisely and safely.
JEP 424: Foreign Function and Memory API (Preview): Enables Java programs to more easily interoperate with code and data outside of the Java runtime. By efficiently invoking foreign functions (i.e., code outside the Java Virtual Machine [JVM]), and by safely accessing foreign memory (i.e., memory not managed by the JVM), this API enables Java programs to call native libraries and process native data via a pure Java development model. This results in increased ease-of-use, performance, flexibility, and safety.
JEP 426: Vector API (Fourth Incubator): Enables superior performance compared to equivalent scalar computations by expressing vector computations that reliably compile at runtime to vector instructions on supported CPU architectures.
Project Loom Preview/Incubator Features
JEP 425: Virtual Threads (Preview): Dramatically reduces the effort of writing, maintaining, and observing high-throughput concurrent applications by introducing lightweight virtual threads to the Java Platform. Using virtual threads allows developers to easily troubleshoot, debug, and profile concurrent applications with existing JDK tools and techniques.
JEP 428: Structured Concurrency (Incubator): Streamlines error handling and cancellation, improves reliability, and enhances observability by simplifying multithreaded programming and treating multiple tasks running in different threads as a single unit of work.
Driving Java Innovation in the Cloud
The Java 19 release is the result of extensive collaboration between Oracle engineers and other members of the worldwide Java developer community via the OpenJDK Project and the Java Community Process (JCP). In addition to new enhancements, Java 19 is supported by Java Management Service – an Oracle Cloud Infrastructure (OCI) native service – that provides a single pane of glass to help organizations manage Java runtimes and applications on-premises or on any cloud.
Supporting Java Customers
The Oracle Java SE Subscription is a pay-as-you-go offering that provides customers with best-in-class support, entitlement to GraalVM Enterprise, access to the Java Management Service, and the flexibility to upgrade at the pace of their businesses. This helps IT organizations manage complexity, contain costs, and mitigate security risks. In addition, Java SE and GraalVM Enterprise are offered free of charge on OCI, enabling developers to build and deploy applications that run faster, better, and with unbeatable cost-performance on Oracle Cloud.
Underscoring Java's popularity with the global developer community, Oracle is proud to recognize the one millionth completed Java certification. Java certifications help developers stand out as Java experts and raise their profiles with enterprises seeking to attract highly skilled Java professionals.
Oracle offers integrated suites of applications plus secure, autonomous infrastructure in the Oracle Cloud. For more information about Oracle (NYSE: ORCL), please visit us at www.oracle.com.
Oracle, Java, and MySQL are registered trademarks of Oracle Corporation.
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Only in America you can pay to make bribery charges go away
Oracle has paid $23 million to the US Securities and Exchange Commission to settle corruption charges that subsidiaries in Turkey, United Arab Emirates and India used "slush funds" to bribe foreign officials to win business.
The SEC said Oracle violated provisions of the Foreign Corrupt Practices Act (FCPA) during a three-year period between 2016 and 2019.
The cash that was apparently set aside was to paying foreign officials to attend technology conferences, which breaks Oracle's own internal policies and procedures.
SEC said that in some instances, it found Oracle staff at the Turkish subsidiary had spent the funds on taking officials' families with them on International conferences or side trips to California.
SEC investigator Charles Cain said: ""The creation of off-books slush funds inherently gives rise to the risk those funds will be used improperly, which is exactly what happened here at Oracle's Turkey, UAE, and India subsidiaries. This matter highlights the critical need for effective internal accounting controls throughout the entirety of a company's operations."
However, because Oracle wrote a cheque for its antics it does not have to admit or deny the findings of the SEC's investigation, it just has to promise not to do the thing it does not admit to, ever again.
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.
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 supply 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.
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.”
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.
Leon Gordon is a leader in data analytics, a current Microsoft MVP based in the U.K. and a partner at Pomerol Partners.
Data analytics is an emerging trend and has been around for a while. It’s an important tool in business intelligence, decision making and reporting. Organizations use data analytics to find insights to make better decisions and gain a competitive advantage. In this article, I’ll provide an overview of the implementation journey of data analytics in business and finance; I’ll also provide you with a compelling case study of how one organization leveraged its data using big data technologies to Boost its performance metrics across various departments like sales, customer service, marketing, etc.
Finding The Needle In The Haystack
One of the most important aspects of data analytics implementation is identifying valuable insights from data. With so much information to sift through, it’s essential to have a partner that can help you find the needle in a haystack.
As we’ve outlined, implementing data analytics is no easy task. Data analysts must be highly skilled and trained in order to succeed at their job effectively. While this might seem like an obvious requirement for someone working in such an important field, there are many other challenges that may arise during implementation.
Finding qualified candidates with the skills required for this type of work can be difficult because there aren’t enough qualified people available yet (this will likely change as more businesses adopt data analytics). This means that companies need to plan ahead when hiring new employees because they may not be able to find anyone who has experience with these types of projects yet—which means longer wait times before results start coming back!
Data Is Gold
Data is the raw material of data analytics and can come from many different sources. Data can be collected from websites, social media, mobile apps, sensors or even other databases. Data can take many forms—structured or unstructured—and it can be analyzed to understand trends and patterns. For example, the weather app on your phone knows that you’re running late for work because it predicts that it will rain later today; your online bank has calculated how much money you spend each month on groceries based on previous transactions, and a retailer’s web server records every time someone visits their website (even if they don’t make a purchase).
Creating Value From Data
Data is a source of competitive advantage. The ability to turn data into insight and action gives you the upper hand in your industry and makes you more attractive as a business partner for suppliers, customers and partners.
Data can be used to make better decisions. The right insights allow you to make smarter business decisions that drive growth or Boost efficiency by helping you understand customer behavior, employee engagement and productivity, supplier relationships and risk management.
Data can be used to Boost customer experience (CX). Understanding who your customers are before they become customers allows you to provide relevant services at all stages of their journey with your brand—from pre-purchase through life cycle management post-purchase—so that they remain loyal customers over time rather than churning out onto the competition’s doorstep when they need something else from your industry supply chain in another part of town (or country) while continuing shopping online elsewhere!
Data Tells A Story
It’s the most valuable asset of your company. It’s the key to the future, it’s fuel for digital transformation, it’s the new oil and more.
Data is what makes businesses run, and as such, it has become one of the most valuable commodities on earth. We all know that data is a powerful asset: companies will pay anything for access to information about their customers or product usage patterns; governments are investing billions into building up their data infrastructure; people are making careers out of simply analyzing numbers (and getting paid well for it). But there’s so much more we can do with this stuff!
The Implementation Journey In Business And Finance
The data analytics implementation journey begins with the right data. A process that helps you take your company’s data, extract information from it and analyze it is called a “data science” project. Once this is done, the next step is to make a decision based on that analysis. After all, if we can’t interpret the results correctly and put them into practice effectively, what’s the point?
Data analytics doesn’t just help companies make more informed decisions; it also helps them safeguard their investments by providing better risk management strategies for both internal and external stakeholders. It gives businesses an edge over competitors by providing them with advanced technologies such as artificial intelligence (AI), machine learning or user experience design (UXD).
Businesses are looking for partners and consultants who can support them at strategic, implementation and execution stages. Data analytics is a key component of any business strategy. Businesses need to find ways to make sense of the data they have and use it in a way that improves the business.
The implementation journey is the most complex and challenging stage, where businesses require a lot of support for managing their data and making it valuable. Only through strategic planning, implementation and execution can companies extract insights from data to gain a competitive advantage. The business leaders who are willing to invest in analytics solutions today will be able to take advantage of new technologies in the future when they become more affordable or accessible.
Where should these leaders start?
1. Get A Partner: Data analytics is an ongoing process that requires expertise. At the very least, it will require someone with experience finding the right solution for your needs.
2. Consult With Experts: Data analysts know their stuff! They’ll be able to help you understand how it all works and limit any surprises later down the line.
3. Be Patient: Data analytics takes time! It might seem like there isn’t much happening at first, but don’t worry—this is normal.
In the end, data analytics is a simply way of looking at your business from a new perspective. It can help you make better decisions.
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